The First Children's Embassy in the World (FCEW) Megjashi has prepared this Strategic Plan for the period between 2016-2020, through a participatory process of consultation and planning in the beginning of 2016. The inclusion of representatives of executive, managerial and supervisory bodies of the organization contributed to establishing shared expectations and goals.
Megjashi's Strategic Plan for 2016-2020 is the third document of this type. Experiences from previous cycles of strategic planning, and achievements in the implementation of previous strategic plans were the starting point for determining the strengths and weaknesses of the organization. The analysis of the environment pinpoints opportunities and threats for the organization in the current period.
In the framework of the strategic planning, Megjashi revises the statements in regards to the vision and mission of the organization, which, with certain clarifications and technical improvements (without substantial changes) clearly define the role of the organization in accordance with the changes in the environment and dynamic needs of the target group. The representatives of the Management Board, Supervisory Board and employees in Megjashi planned the main elements of the strategy as part of a three-day workshop in March 2016.
The development process and formulation of the Strategic Plan 2016-2020 was conducted by an external facilitator and was funded by Civica Mobilitas program of the Macedonian Center for International Cooperation.
This document is a policy paper on enhancing youth participation in local governance in Palestine. It was developed through a participatory process involving stakeholders. The objectives are to promote social justice, good governance, and youth engagement in local decision-making and development. Key policies outlined include raising awareness of youth participation, building youth capacity, and institutionalizing participation through representative bodies and assigning youth officers in local governments. The goal is to empower youth and ensure their needs are addressed in community planning and budgets.
This document proposes reforms for Pakistani media that would shift its focus from current affairs and news to conducting in-depth reviews of various topics and issues over longer periods of time. It suggests establishing print, electronic, and digital media channels at the national, provincial, and local administrative division levels to review topics like agriculture, education, health, and other ministries. The reviews would engage youth and last 3-7 days to allow for thorough research. The goals are to hold the government more accountable, align media more closely with national interests, and focus youth on progressing issues rather than just politics.
Nc allows 16 –year olds to register to vote published presentationMichelle McLaughlin
This presentation provides information about new North Carolina legislation allowing 16- and 17-year-olds to pre-register to vote. It discusses the requirements the legislation places on high schools to provide voter registration opportunities and incorporate civic education. Schools must make registration forms available and cooperate with local boards of elections on registration drives. The legislation aims to expand youth participation in the political process and voting instruction in civics classes. The presentation reviews support resources available online and from partner organizations for teachers implementing these changes. It also previews a survey of voter registration activities in high schools.
NC allows 16 –year olds to register to vote presentation from the webinarMichelle McLaughlin
This document provides information about a new North Carolina law allowing 16- and 17-year-olds to pre-register to vote. It discusses the requirements the law places on high schools to provide voter registration opportunities and incorporate civic education. It also describes resources available online to support these initiatives, including a survey to gather information about voter registration in schools and a website with related materials. The presentation aims to ensure high schools and districts understand and comply with the new legislation.
Non governmental organizations have been active in Moldova since 1989, but a civil society started its today’s formation as a result of radical reforms in economic and political areas only after the country became independent in 1991. Since that time the establishment of a transitional civil society in Moldova is under way. However, starting from 2001, when the Communist Party won the general elections, development of the nongovernmental sector has become slower. Although several positive patterns evident at the end of the nineties indicate progress in the development of Moldovan non-governmental sector, there is a number of sensitive issues (e.g., freedom of media, human rights protection) in relation to which certain regress has been observed especially in the last two years. Media market in Moldova is far from being free, and protection of human rights remains to be a problem (in all respects, situation of non-governmental sector in Transnistria is much worse than in Moldova). Finally, it needs to be emphasized that critical socio-economic situation seems to be the main threat to democracy and the rule of law in the country. This is because further significant economic decline can provide fertile ground for non-democratic political forces and extremists. Economic collapse could be a real threat to the achievements in the area of democratization and civil society development. Thus, only results of a successful economic reform process may reverse undesirable patterns and change socio-economic situation in Moldova, increase income of population, decrease poverty, guarantee stability and irreversibility of Moldovan achievements in democratization and development of civil society.
Authored by: Jacek Cukrowski, Radzislawa Gortat, Piotr Kazmierkiewicz
Published in 2003
Institutional Requirements for Gender-Sensitive BudgetingDr Lendy Spires
Background German development cooperation supports gender equality and the specific promotion of women in developing countries. Commitments to this can be found in both the Concept on Gender Equality (2001) and the Gender Action Plan 2009-2012 of the Federal Ministry for Economic Cooperation and Development (BMZ).1 However, successfully implementing a focused gender pol- icy depends not only on political recognition and the resul- tant commitments at government level. Increased public debate about gender policy also depends on successful lobby- ing by Non-Governmental Organisations (NGOs) and a clearly articulated interest on the part of the media and academia. Beyond that, successful implementation of a policy promoting gender equality and women requires funding. A country’s annual budget demonstrates whether the state is willing to allocate the available funds in line with these goals. Given the relevance of gender in a wide range of issues, responsibility is divided among a number of actors. Even so, the ministry charged with promoting gender and women’s issues2 – or a comparable institution – can play an important role at the start of the budget process. Depending on the institutional and procedural design of the budget process, the ministry can encourage a distribu- tion of public funds that will promote gender equality and women even in the very early stages of budget planning. The assumptions presented below show basic approaches to assigning this role to the gender ministry, both by strengthening the ministry vis-à-vis the finance ministry and by positioning it with regard to other sectoral ministries. Finally, possibilities are shown for supporting the reform processes through appropriate capacity development measures. The significance of various actors and their interaction in the budget process Various actors play a role in shaping the budget.3 Overall responsibility for planning, drawing up and implement- ing the national budget lies with the finance ministry. It coordinates the budget process and is ultimately responsible for the appropriate disbursement of public funds. In doing so the integration of sectoral strategies into the budget is a relatively minor concern for the finance ministry, as long as budgetary and legal provisions are satisfied. Conversely, implementation of political strategies in a sectoral budget is the task of the sectoral ministries.
The Commissioner for Employment, Social Affairs and Inclusion welcomed participants to a high-level conference on the future of the European Social Fund (ESF). [1] The conference comes at an opportune time as EU leaders recently agreed on the Europe 2020 strategy. [2] The Commissioner outlined five key issues to discuss regarding the future of the ESF: its added value, scope of activities, geographical scope, delivery modes, and relations with other EU instruments. [3]
Report on the Economic Value of the Non-Profit Sector in the Western Balkans ...Catalyst Balkans
BCSDN's report on Economic Value of the Non-Profit Sector in the Countries of the Western Balkans & Turkey is the first study ever that gives an overview of the current situation with the non–profit sector-related data collection, analysis and presentation in Albania, Bosnia & Herzegovina, Kosovo, Macedonia, Montenegro, Serbia and Turkey.
This document is a policy paper on enhancing youth participation in local governance in Palestine. It was developed through a participatory process involving stakeholders. The objectives are to promote social justice, good governance, and youth engagement in local decision-making and development. Key policies outlined include raising awareness of youth participation, building youth capacity, and institutionalizing participation through representative bodies and assigning youth officers in local governments. The goal is to empower youth and ensure their needs are addressed in community planning and budgets.
This document proposes reforms for Pakistani media that would shift its focus from current affairs and news to conducting in-depth reviews of various topics and issues over longer periods of time. It suggests establishing print, electronic, and digital media channels at the national, provincial, and local administrative division levels to review topics like agriculture, education, health, and other ministries. The reviews would engage youth and last 3-7 days to allow for thorough research. The goals are to hold the government more accountable, align media more closely with national interests, and focus youth on progressing issues rather than just politics.
Nc allows 16 –year olds to register to vote published presentationMichelle McLaughlin
This presentation provides information about new North Carolina legislation allowing 16- and 17-year-olds to pre-register to vote. It discusses the requirements the legislation places on high schools to provide voter registration opportunities and incorporate civic education. Schools must make registration forms available and cooperate with local boards of elections on registration drives. The legislation aims to expand youth participation in the political process and voting instruction in civics classes. The presentation reviews support resources available online and from partner organizations for teachers implementing these changes. It also previews a survey of voter registration activities in high schools.
NC allows 16 –year olds to register to vote presentation from the webinarMichelle McLaughlin
This document provides information about a new North Carolina law allowing 16- and 17-year-olds to pre-register to vote. It discusses the requirements the law places on high schools to provide voter registration opportunities and incorporate civic education. It also describes resources available online to support these initiatives, including a survey to gather information about voter registration in schools and a website with related materials. The presentation aims to ensure high schools and districts understand and comply with the new legislation.
Non governmental organizations have been active in Moldova since 1989, but a civil society started its today’s formation as a result of radical reforms in economic and political areas only after the country became independent in 1991. Since that time the establishment of a transitional civil society in Moldova is under way. However, starting from 2001, when the Communist Party won the general elections, development of the nongovernmental sector has become slower. Although several positive patterns evident at the end of the nineties indicate progress in the development of Moldovan non-governmental sector, there is a number of sensitive issues (e.g., freedom of media, human rights protection) in relation to which certain regress has been observed especially in the last two years. Media market in Moldova is far from being free, and protection of human rights remains to be a problem (in all respects, situation of non-governmental sector in Transnistria is much worse than in Moldova). Finally, it needs to be emphasized that critical socio-economic situation seems to be the main threat to democracy and the rule of law in the country. This is because further significant economic decline can provide fertile ground for non-democratic political forces and extremists. Economic collapse could be a real threat to the achievements in the area of democratization and civil society development. Thus, only results of a successful economic reform process may reverse undesirable patterns and change socio-economic situation in Moldova, increase income of population, decrease poverty, guarantee stability and irreversibility of Moldovan achievements in democratization and development of civil society.
Authored by: Jacek Cukrowski, Radzislawa Gortat, Piotr Kazmierkiewicz
Published in 2003
Institutional Requirements for Gender-Sensitive BudgetingDr Lendy Spires
Background German development cooperation supports gender equality and the specific promotion of women in developing countries. Commitments to this can be found in both the Concept on Gender Equality (2001) and the Gender Action Plan 2009-2012 of the Federal Ministry for Economic Cooperation and Development (BMZ).1 However, successfully implementing a focused gender pol- icy depends not only on political recognition and the resul- tant commitments at government level. Increased public debate about gender policy also depends on successful lobby- ing by Non-Governmental Organisations (NGOs) and a clearly articulated interest on the part of the media and academia. Beyond that, successful implementation of a policy promoting gender equality and women requires funding. A country’s annual budget demonstrates whether the state is willing to allocate the available funds in line with these goals. Given the relevance of gender in a wide range of issues, responsibility is divided among a number of actors. Even so, the ministry charged with promoting gender and women’s issues2 – or a comparable institution – can play an important role at the start of the budget process. Depending on the institutional and procedural design of the budget process, the ministry can encourage a distribu- tion of public funds that will promote gender equality and women even in the very early stages of budget planning. The assumptions presented below show basic approaches to assigning this role to the gender ministry, both by strengthening the ministry vis-à-vis the finance ministry and by positioning it with regard to other sectoral ministries. Finally, possibilities are shown for supporting the reform processes through appropriate capacity development measures. The significance of various actors and their interaction in the budget process Various actors play a role in shaping the budget.3 Overall responsibility for planning, drawing up and implement- ing the national budget lies with the finance ministry. It coordinates the budget process and is ultimately responsible for the appropriate disbursement of public funds. In doing so the integration of sectoral strategies into the budget is a relatively minor concern for the finance ministry, as long as budgetary and legal provisions are satisfied. Conversely, implementation of political strategies in a sectoral budget is the task of the sectoral ministries.
The Commissioner for Employment, Social Affairs and Inclusion welcomed participants to a high-level conference on the future of the European Social Fund (ESF). [1] The conference comes at an opportune time as EU leaders recently agreed on the Europe 2020 strategy. [2] The Commissioner outlined five key issues to discuss regarding the future of the ESF: its added value, scope of activities, geographical scope, delivery modes, and relations with other EU instruments. [3]
Report on the Economic Value of the Non-Profit Sector in the Western Balkans ...Catalyst Balkans
BCSDN's report on Economic Value of the Non-Profit Sector in the Countries of the Western Balkans & Turkey is the first study ever that gives an overview of the current situation with the non–profit sector-related data collection, analysis and presentation in Albania, Bosnia & Herzegovina, Kosovo, Macedonia, Montenegro, Serbia and Turkey.
This is a web publication presenting data from the survey on public perception and attitudes towards the nongovernmental sector in Serbia, carried out in May 2009. The survey was commissioned by the Institute for Sustainable Communities and financially supported by the USAID.
This document provides a summary of the country gender profile of Sri Lanka. It discusses Sri Lanka's socioeconomic profile, health profile, education profile, general situation of women, government policy on gender, national machinery, and current situation of women in key sectors such as education, health, agriculture, economic activities, and conflict situations. Some key points include: Sri Lanka has achieved gender equality in most education and health indicators but issues remain regarding vocational training, nutrition, and gender imbalances in the labor market. The constitution guarantees gender equality but personal laws still contain some discriminatory provisions. The national machinery has shifted between different ministries and could be more independent. Gender disparities exist in technical/vocational education and roles are still stere
The paper starts out by examining the civil society strategy of the Danish Ministry of Foreign Affairs which forms the basis for public NGO financing in Denmark. The assessment of the Danish policy environment includes extensive reference to a paper on the role of civil society in pro-poor growth initiatives prepared by CISU, an umbrella and fund for smaller Danish NGOs. Secondly, a couple of studies on the experiences of Danish NGOs working with the private sector are presented. Starting from a short reference to the role of NGOs and private sector in the area of microfinance, the paper then presents the role of the NGO in the development of pro-poor value chains including the planning and analysis process. Interventions are further specified in terms of a number of areas in which NGOs can support lead firms and small producers followed by a presentation of a number of ways that NGOs can ensure that working with the private sector indeed benefits the very poor. (Taken from the paper)
Studies of Danish NGOs promoting income generation and pro-poor growth highlight that there is a widespread uncertainty about the role of NGOs in private sector development and to which extent the civil society strategy can allow NGOs to engage with market actors in their efforts to alleviate poverty (CISU 2012; NGO Forum 2012). Also there is a sense that the private sector is the opponent to development rather than a necessary source of income to the poor themselves. This paper seeks to clarify the role of the Danish civil society in the area of income generation and pro-poor growth based on existing policies and studies and particularly on the overall approach of value chain development (VCD) and making Markets work for the Poor (M4P).
The paper starts out by examining the civil society strategy of the Danish Ministry of Foreign Affairs which forms the basis for public NGO financing in Denmark. The assessment of the Danish policy environment includes extensive reference to a paper on the role of civil society in pro-poor growth initiatives prepared by CISU, an umbrella and fund for smaller Danish NGOs. Secondly, a couple of studies on the experiences of Danish NGOs working with the private sector are presented. Starting from a short reference to the role of NGOs in the area of microfinance, the paper then presents the role of the NGO in the development of pro-poor value chains including the planning and analysis process. Interventions are further specified in terms of a number of areas in which NGOs can work with lead firms and small producers and how to organize farmers in value chains. The paper also touches a number of ways that NGOs can ensure that working with the private sector indeed benefits the very poor.
Finally, I would like to stress that this short paper is only a presentation of relevant policies and practices in the area of value chain development as seen from the perspective of the civil society in Denmark. It hopes to provide an overview but is not an analysis or a review as such.
Statement of civil society to dac peer review od germanyDr Lendy Spires
1. The document discusses the role of civil society in German development policy. It notes that CSOs are periodically consulted on policy issues but have limited influence. Consultation depends on the attitudes of individual officials. CSOs try to influence policy through contact with parliamentarians and media.
2. It also discusses public opinion and support for development issues in Germany. It notes CSOs play a vital role in raising awareness but receive less funding for this than churches. Public awareness of development issues tends to be limited.
3. The document then addresses policy coherence, noting a lack of coordination between different policy areas like finance, trade, and development. It gives several examples where other policies have undermined development goals.
Making Budgets Gender- Sensitive: A Checklist for Programme-Based Aid Making...Dr Lendy Spires
MAKING BUDGETS GENDER-SENSITIVE: A CHECKLIST FOR PROGRAMME-BASED AID "Aid is only effective if it achieves good development results and good development re- sults are not possible if gender inequalities persist, environmental damage is accepted or human rights are abused." Mary Robinson, at the workshop "Strengthening the Development Results and Impacts of the Paris Declaration through Work on Gender Equality, Social Exclusion and Human Rights", London, March 2008 1. Introduction Since the Paris Declaration on Aid Effectiveness (March 2005) a new emphasis is laid on effi ciency of aid flows for achieving greater development effectiveness. The principles of ownership, harmonization, alignment, managing for development results and accountability build the opera tional framework of the Paris Declaration. New aid modalities like Joint Assistance Strategies (JAS), Sector Budget Support (SBS), General Budget Support (GBS), or Basket Funds should guarantee alignment with a government’s development plans and donor priorities as well as stimulate donors to harmonize their efforts. Very early, the OECD DAC Gendernet, the European Union and UNIFEM seized the opportunity the PD was providing for a sound gender mainstreaming effort. Several conferences, workshops and meetings were held during the last three years to gather experiences and best practices for engendering the PD. These exchanges lead to consensus on the importance to bring gender equality and women’s rights as drivers of change into policy dialogue, donor-partner countries negotiations, and public finance management (PFM). Helpful for this process is the methodology of Gender Responsive Budgeting (GRB) that is al ready available since the later 1980s and is used now by almost 100 countries of the South and the North. In Austria, since January 2008 a new constitutional law requires gender equality princi ples in budgets at all governmental levels (communes, provinces, state). 1 Feminist economists2 have developed several tools of GRB which allow the analysis of budgets in terms of inputs, outputs, outcomes and impact. In addition, budget circulars are used for the inte gration of gender mainstreaming in financial planning.
The document outlines Kazakhstan's new political strategy until 2050 called Strategy Kazakhstan 2050. It aims to address the new challenges and uncertainties facing Kazakhstan and ensure the country enters the top 30 most developed countries by 2050. The strategy prioritizes further developing statehood, transitioning to a new pragmatic economic policy that supports entrepreneurship, forming a new social model, modernizing education and healthcare, improving state governance, and establishing adequate foreign and military policies. It also outlines 7 key areas of focus for the new strategy.
This document discusses communication between the government and the public in Ukraine. It outlines several issues with the current situation, including a lack of strategic planning, misunderstanding of key concepts like stakeholder engagement, and inconsistencies between official statements and actions. The government's communication efforts are described as mostly tactical and focused on information provision rather than listening to and engaging with the public. While some ministries have implemented better practices, overall communication is inefficient and does not support developing partnership between the government and people. The document aims to analyze causes of problems and make recommendations to launch improvement in government communication.
The Vision Group reviewed the rationale for FEALAC and concluded it remains relevant today. While traditional security and economic cooperation issues persist, challenges around development, environment, and inclusive governance have emerged. Changes in the global system point to a more multilateral world where East Asia and Latin America will have larger roles. However, reforms to international institutions have been slow. The Vision Group emphasized FEALAC's importance in bridging regionalism and multilateralism during this period of transition in the global strategic environment.
The document summarizes an upcoming seminar on local politics and citizen participation. It will bring together local politicians, party representatives, and civil society groups involved in local governance. Over two weeks, participants will discuss liberal approaches to local government, reform ideas, and tools for citizen participation. They will examine strategies to strengthen communication and increase political success through participation. The seminar aims to share best practices and identify needs in participants' home countries.
Network structure of the state to become efficient and effective in brazilFernando Alcoforado
The document discusses the need for network organizational structure of the state in Brazil to make it more efficient and effective. It argues that the current structure is incompatible with modern needs and prevents integrated efforts across different levels of government. The proposed network structure would have the federal government at the center, coordinating actions between state and local governments, state enterprises, regional development agencies, and civil society. This integrated structure relying on information sharing could better promote simultaneous economic and social progress across Brazil.
This document discusses gender budgeting in civil society. It defines gender budgeting as applying a gender perspective to all stages of the budgetary process. This makes budgets more transparent and helps promote gender equality. The document outlines how gender budgeting is based in laws promoting equal opportunities and how it was implemented differently in Germany and Austria. It describes how gender budgeting analyzes budgets to understand their impacts on women and men.
This campaign aimed to facilitate the development of Latvia's developmental cooperation policies by increasing understanding and positive attitudes among relevant parties. Research was conducted to evaluate knowledge and attitudes. Roundtable discussions were held between officials from Latvia's 17 government ministries, during which an educational presentation on developmental cooperation was provided. The discussions enhanced inter-ministerial cooperation and officials' understanding of policies. An information brochure was published to continue raising awareness. The project overall deepened understanding and created more positive views to allow better long-term policy implementation.
Interview with Dragi Zmijanac - Director of the First Children’s Embassy in t...Детска Амбасада Меѓаши
Interview with Dragi Zmijanac - Director of the First Children’s Embassy in the World Megjashi Newspaper VEST, Saturday’s issue - May 7, 2016
Journalist - Ana Antevska
The children are not safe, neither in their schools, nor after they leave the school yard.
A four year old child forgotten and locked in a kindergarten, parents protesting against the violent behavior of a student - are the two cases which brought up the subject of children’s safety in their schools and outside. How to protect themselves from the aggressive behavior of their schoolmates; does the system provide programs and solutions for this problem - explains Dragi Zmijnac, the President/ CEO of the First Children’s Embassy in the World Megjashi.
LS 574 Information Literacy Instruction Assignmentned5041
This document provides instructions for conducting a search on the Academic Search Complete database using EBSCOhost. It explains how to formulate a search query using Boolean operators like AND and OR, choose appropriate search options and limiters, and perform a sample search on the interaction between insects and flowers. Tips are provided to help beginners navigate the database and resources like the help function are highlighted.
Водич за родители наставници и воспитувачи „Тепањето е злоупотреба, а не казна“Детска Амбасада Меѓаши
Телесното казнување е една од најчестите форми на злоупотреба на децата. Почнувајќи од домашното казнување, сѐ до казнувањата во училиштата и градинките како воспитно-поправна мерка за „непослушните деца“.
Комитетот на Обединетите Нации за правата на детето наведува: „Секоја казна во која се користи физичка сила и со намера да предизвика одреден степен на болка или непријатност, без разлика колку и да е болката мала, претставува телесно казнување на дете“.1
Според УНИЦЕФ проблемот е од голем размер. Другите истражувања покажуваат дека околу 70% од децата на возраст од 2 до 14 години се изложени на некаква физичка или психолошка злоупотреба во домот или од страна на негувателот; 16 % се изложени на сериозно телесно казнување.
Телесното казнување на детето може да предизвика сериозни, пред сѐ, здравствени проблеми кај децата и во некои случаи завршува со смрт. Во Република Македонија во последниве две години сведоци сме на случаи во кои родителите ги претепувале своите деца до смрт. Сите овие информации кои ги добиваме, пред сѐ, од медиумите, а се однесуваат на последиците од телесното казнување, треба да нѐ поттикнат сериозно да 1 Препораки од страна на Комитетот на Обединетите Нации од страна на Комисијата за правата на детето, јуни 2010 http://www.unicef.org/tfyrmacedonia/macedonian/CRC.C.M1KD.ConcludingObserva tionsMK(1).pdf
9
размислиме за начинот на кој децата може да се заштитат, првенствено од насилство во домот.
Овој водич е наменет за родителите, наставниците и други возрасни и неговата цел е да информира, пред сѐ, што претставува телесното казнување, какви последици остава врз здравјето и животот на децата. Воедно, неговата цел е да се охрабрат граѓаните, наставниците и стручните служби во градинките и училиштата да ги пријават случаите во кои постои сомнеж за злоупотреба на дете.
O documento é uma homenagem a Hanna, um husky siberiano que viveu com um casal por 14 anos. Ele descreve como Hanna era carinhosa, brincalhona e conquistou a todos com seu jeito único desde que chegou. Ela sempre esteve presente nos momentos felizes e tristes, demonstrando amor e lealdade incondicionais.
This is a web publication presenting data from the survey on public perception and attitudes towards the nongovernmental sector in Serbia, carried out in May 2009. The survey was commissioned by the Institute for Sustainable Communities and financially supported by the USAID.
This document provides a summary of the country gender profile of Sri Lanka. It discusses Sri Lanka's socioeconomic profile, health profile, education profile, general situation of women, government policy on gender, national machinery, and current situation of women in key sectors such as education, health, agriculture, economic activities, and conflict situations. Some key points include: Sri Lanka has achieved gender equality in most education and health indicators but issues remain regarding vocational training, nutrition, and gender imbalances in the labor market. The constitution guarantees gender equality but personal laws still contain some discriminatory provisions. The national machinery has shifted between different ministries and could be more independent. Gender disparities exist in technical/vocational education and roles are still stere
The paper starts out by examining the civil society strategy of the Danish Ministry of Foreign Affairs which forms the basis for public NGO financing in Denmark. The assessment of the Danish policy environment includes extensive reference to a paper on the role of civil society in pro-poor growth initiatives prepared by CISU, an umbrella and fund for smaller Danish NGOs. Secondly, a couple of studies on the experiences of Danish NGOs working with the private sector are presented. Starting from a short reference to the role of NGOs and private sector in the area of microfinance, the paper then presents the role of the NGO in the development of pro-poor value chains including the planning and analysis process. Interventions are further specified in terms of a number of areas in which NGOs can support lead firms and small producers followed by a presentation of a number of ways that NGOs can ensure that working with the private sector indeed benefits the very poor. (Taken from the paper)
Studies of Danish NGOs promoting income generation and pro-poor growth highlight that there is a widespread uncertainty about the role of NGOs in private sector development and to which extent the civil society strategy can allow NGOs to engage with market actors in their efforts to alleviate poverty (CISU 2012; NGO Forum 2012). Also there is a sense that the private sector is the opponent to development rather than a necessary source of income to the poor themselves. This paper seeks to clarify the role of the Danish civil society in the area of income generation and pro-poor growth based on existing policies and studies and particularly on the overall approach of value chain development (VCD) and making Markets work for the Poor (M4P).
The paper starts out by examining the civil society strategy of the Danish Ministry of Foreign Affairs which forms the basis for public NGO financing in Denmark. The assessment of the Danish policy environment includes extensive reference to a paper on the role of civil society in pro-poor growth initiatives prepared by CISU, an umbrella and fund for smaller Danish NGOs. Secondly, a couple of studies on the experiences of Danish NGOs working with the private sector are presented. Starting from a short reference to the role of NGOs in the area of microfinance, the paper then presents the role of the NGO in the development of pro-poor value chains including the planning and analysis process. Interventions are further specified in terms of a number of areas in which NGOs can work with lead firms and small producers and how to organize farmers in value chains. The paper also touches a number of ways that NGOs can ensure that working with the private sector indeed benefits the very poor.
Finally, I would like to stress that this short paper is only a presentation of relevant policies and practices in the area of value chain development as seen from the perspective of the civil society in Denmark. It hopes to provide an overview but is not an analysis or a review as such.
Statement of civil society to dac peer review od germanyDr Lendy Spires
1. The document discusses the role of civil society in German development policy. It notes that CSOs are periodically consulted on policy issues but have limited influence. Consultation depends on the attitudes of individual officials. CSOs try to influence policy through contact with parliamentarians and media.
2. It also discusses public opinion and support for development issues in Germany. It notes CSOs play a vital role in raising awareness but receive less funding for this than churches. Public awareness of development issues tends to be limited.
3. The document then addresses policy coherence, noting a lack of coordination between different policy areas like finance, trade, and development. It gives several examples where other policies have undermined development goals.
Making Budgets Gender- Sensitive: A Checklist for Programme-Based Aid Making...Dr Lendy Spires
MAKING BUDGETS GENDER-SENSITIVE: A CHECKLIST FOR PROGRAMME-BASED AID "Aid is only effective if it achieves good development results and good development re- sults are not possible if gender inequalities persist, environmental damage is accepted or human rights are abused." Mary Robinson, at the workshop "Strengthening the Development Results and Impacts of the Paris Declaration through Work on Gender Equality, Social Exclusion and Human Rights", London, March 2008 1. Introduction Since the Paris Declaration on Aid Effectiveness (March 2005) a new emphasis is laid on effi ciency of aid flows for achieving greater development effectiveness. The principles of ownership, harmonization, alignment, managing for development results and accountability build the opera tional framework of the Paris Declaration. New aid modalities like Joint Assistance Strategies (JAS), Sector Budget Support (SBS), General Budget Support (GBS), or Basket Funds should guarantee alignment with a government’s development plans and donor priorities as well as stimulate donors to harmonize their efforts. Very early, the OECD DAC Gendernet, the European Union and UNIFEM seized the opportunity the PD was providing for a sound gender mainstreaming effort. Several conferences, workshops and meetings were held during the last three years to gather experiences and best practices for engendering the PD. These exchanges lead to consensus on the importance to bring gender equality and women’s rights as drivers of change into policy dialogue, donor-partner countries negotiations, and public finance management (PFM). Helpful for this process is the methodology of Gender Responsive Budgeting (GRB) that is al ready available since the later 1980s and is used now by almost 100 countries of the South and the North. In Austria, since January 2008 a new constitutional law requires gender equality princi ples in budgets at all governmental levels (communes, provinces, state). 1 Feminist economists2 have developed several tools of GRB which allow the analysis of budgets in terms of inputs, outputs, outcomes and impact. In addition, budget circulars are used for the inte gration of gender mainstreaming in financial planning.
The document outlines Kazakhstan's new political strategy until 2050 called Strategy Kazakhstan 2050. It aims to address the new challenges and uncertainties facing Kazakhstan and ensure the country enters the top 30 most developed countries by 2050. The strategy prioritizes further developing statehood, transitioning to a new pragmatic economic policy that supports entrepreneurship, forming a new social model, modernizing education and healthcare, improving state governance, and establishing adequate foreign and military policies. It also outlines 7 key areas of focus for the new strategy.
This document discusses communication between the government and the public in Ukraine. It outlines several issues with the current situation, including a lack of strategic planning, misunderstanding of key concepts like stakeholder engagement, and inconsistencies between official statements and actions. The government's communication efforts are described as mostly tactical and focused on information provision rather than listening to and engaging with the public. While some ministries have implemented better practices, overall communication is inefficient and does not support developing partnership between the government and people. The document aims to analyze causes of problems and make recommendations to launch improvement in government communication.
The Vision Group reviewed the rationale for FEALAC and concluded it remains relevant today. While traditional security and economic cooperation issues persist, challenges around development, environment, and inclusive governance have emerged. Changes in the global system point to a more multilateral world where East Asia and Latin America will have larger roles. However, reforms to international institutions have been slow. The Vision Group emphasized FEALAC's importance in bridging regionalism and multilateralism during this period of transition in the global strategic environment.
The document summarizes an upcoming seminar on local politics and citizen participation. It will bring together local politicians, party representatives, and civil society groups involved in local governance. Over two weeks, participants will discuss liberal approaches to local government, reform ideas, and tools for citizen participation. They will examine strategies to strengthen communication and increase political success through participation. The seminar aims to share best practices and identify needs in participants' home countries.
Network structure of the state to become efficient and effective in brazilFernando Alcoforado
The document discusses the need for network organizational structure of the state in Brazil to make it more efficient and effective. It argues that the current structure is incompatible with modern needs and prevents integrated efforts across different levels of government. The proposed network structure would have the federal government at the center, coordinating actions between state and local governments, state enterprises, regional development agencies, and civil society. This integrated structure relying on information sharing could better promote simultaneous economic and social progress across Brazil.
This document discusses gender budgeting in civil society. It defines gender budgeting as applying a gender perspective to all stages of the budgetary process. This makes budgets more transparent and helps promote gender equality. The document outlines how gender budgeting is based in laws promoting equal opportunities and how it was implemented differently in Germany and Austria. It describes how gender budgeting analyzes budgets to understand their impacts on women and men.
This campaign aimed to facilitate the development of Latvia's developmental cooperation policies by increasing understanding and positive attitudes among relevant parties. Research was conducted to evaluate knowledge and attitudes. Roundtable discussions were held between officials from Latvia's 17 government ministries, during which an educational presentation on developmental cooperation was provided. The discussions enhanced inter-ministerial cooperation and officials' understanding of policies. An information brochure was published to continue raising awareness. The project overall deepened understanding and created more positive views to allow better long-term policy implementation.
Interview with Dragi Zmijanac - Director of the First Children’s Embassy in t...Детска Амбасада Меѓаши
Interview with Dragi Zmijanac - Director of the First Children’s Embassy in the World Megjashi Newspaper VEST, Saturday’s issue - May 7, 2016
Journalist - Ana Antevska
The children are not safe, neither in their schools, nor after they leave the school yard.
A four year old child forgotten and locked in a kindergarten, parents protesting against the violent behavior of a student - are the two cases which brought up the subject of children’s safety in their schools and outside. How to protect themselves from the aggressive behavior of their schoolmates; does the system provide programs and solutions for this problem - explains Dragi Zmijnac, the President/ CEO of the First Children’s Embassy in the World Megjashi.
LS 574 Information Literacy Instruction Assignmentned5041
This document provides instructions for conducting a search on the Academic Search Complete database using EBSCOhost. It explains how to formulate a search query using Boolean operators like AND and OR, choose appropriate search options and limiters, and perform a sample search on the interaction between insects and flowers. Tips are provided to help beginners navigate the database and resources like the help function are highlighted.
Водич за родители наставници и воспитувачи „Тепањето е злоупотреба, а не казна“Детска Амбасада Меѓаши
Телесното казнување е една од најчестите форми на злоупотреба на децата. Почнувајќи од домашното казнување, сѐ до казнувањата во училиштата и градинките како воспитно-поправна мерка за „непослушните деца“.
Комитетот на Обединетите Нации за правата на детето наведува: „Секоја казна во која се користи физичка сила и со намера да предизвика одреден степен на болка или непријатност, без разлика колку и да е болката мала, претставува телесно казнување на дете“.1
Според УНИЦЕФ проблемот е од голем размер. Другите истражувања покажуваат дека околу 70% од децата на возраст од 2 до 14 години се изложени на некаква физичка или психолошка злоупотреба во домот или од страна на негувателот; 16 % се изложени на сериозно телесно казнување.
Телесното казнување на детето може да предизвика сериозни, пред сѐ, здравствени проблеми кај децата и во некои случаи завршува со смрт. Во Република Македонија во последниве две години сведоци сме на случаи во кои родителите ги претепувале своите деца до смрт. Сите овие информации кои ги добиваме, пред сѐ, од медиумите, а се однесуваат на последиците од телесното казнување, треба да нѐ поттикнат сериозно да 1 Препораки од страна на Комитетот на Обединетите Нации од страна на Комисијата за правата на детето, јуни 2010 http://www.unicef.org/tfyrmacedonia/macedonian/CRC.C.M1KD.ConcludingObserva tionsMK(1).pdf
9
размислиме за начинот на кој децата може да се заштитат, првенствено од насилство во домот.
Овој водич е наменет за родителите, наставниците и други возрасни и неговата цел е да информира, пред сѐ, што претставува телесното казнување, какви последици остава врз здравјето и животот на децата. Воедно, неговата цел е да се охрабрат граѓаните, наставниците и стручните служби во градинките и училиштата да ги пријават случаите во кои постои сомнеж за злоупотреба на дете.
O documento é uma homenagem a Hanna, um husky siberiano que viveu com um casal por 14 anos. Ele descreve como Hanna era carinhosa, brincalhona e conquistou a todos com seu jeito único desde que chegou. Ela sempre esteve presente nos momentos felizes e tristes, demonstrando amor e lealdade incondicionais.
Ky doracak është i dedikuar për prindërit dhe fëmijët. Është me rëndësi që fëmijët ta njohin ndëshkimin trupor si dhunë, si dhe të inkurajohen që të njëjtin ta raportojnë.
Në doracak janë dhënë instruksione të shkurtëra për fëmijët, me qëllim që ti njohin shenjat implicite të dhunës në të cilat janë të nënshtruar moshatarë të tyre dhe ti denoncojnë ato. Shumë shpesh fëmijët nuk janë të informuar për procedurat e paraqitjes kur bëhet fjalë për cilëndolloj forme të dhunës ose të thyerjes së të drejtave të tyre dhe si realizohet procedura kur e njëjta do të paraqitet. Duke mos pasur informata të mjaftueshme ata nuk marrin guxim që ti informojnë institucionet përkatëse për gjendjen në të cilën gjenden, dhe njëkohësisht vazhdimisht frikësohen nga ana e përdhunuesit se nëse paraqesin rastet, do të keqtrajtohen në mënyrë plotësuese edhe nga institucionet.
Do të dëshiroinim që njëkohësisht ti inkurajojmë edhe prindërit që ti drejtojnë fëmijët e tyre që të kujdesen për vet, që të mos tolerojnë asnjë lloj të dhunës dhe mos ta praktikojnë dhunën. Është me rëndësi që fëmijët të zhvillojnë qasje kritike ndaj padrejtësisë dhe empati ndaj atyre që janë keqtrajtuar por para së gjithash, të mësohen të kujdesen për veten dhe për sigurinë e tyre.
This document appears to be a presentation with 9 slides but provides no other context or information. It simply lists the slide numbers from 1 through 9 without any details on the content or purpose of the presentation.
PRECEDE MANIFESTO Partnership for Reconciliation through Early Childhood Educ...Детска Амбасада Меѓаши
PRECEDE MANIFESTO Partnership for Reconciliation through Early Childhood Education and Development in Europe (PRECEDE)
Partnership for Reconciliation through Early Childhood Education and Development in Europe (PRECEDE) is a regional network of civil society organizations from seven European countries: “Early Years - the organisation for young children” from Northern Ireland, UK”; “Partnerë për Fëmijët”(Partners for Children) from Albania; “Balkan Sunflowers” from Kosovo; “The Center for Civil Initiatives”(CCI) from Croatia; “First Children’s Embassy in the World - Megjashi” from Macedonia; “Djeca prije svega” from Montenegro, and “Pomoć deci” from Serbia.
The main objective of the PRECEDE network is to strengthen the capacity of civil society organizations in the Balkan region and Europe, and to support the process of acceptance, peace-building, reconciliation, respect for diversity and unity through education in the early years.
We, as PRECEDE partners want to ensure that children receive a priority focus in the process of all public policy-making developments, at regional and national level.
РЕГИОНАЛНА СТРАТЕГИЈА ЗА ЗАСТАПУВАЊЕ НА ПРЕЦЕДЕ МРЕЖАТА 2016-2019 Детска Амбасада Меѓаши
РЕГИОНАЛНА СТРАТЕГИЈА ЗА ЗАСТАПУВАЊЕ НА ПРЕЦЕДЕ МРЕЖАТА 2016-2019
Партнерство за помирување преку ран детски развој и образование во Европа [2016-2019]
„Ние (балканските земји) треба да развиеме и обезбедиме спроведување на политики, стандарди и закони кои го промовираат почитувањето на различностите, инклузијата и градењето мир со малите деца од нивното раѓање, па до осум годишна возраст, во областа на раниот детски развој, образование, здравје и заштита, со цел да се обезбеди благосостојба на секое дете кое живее во земјите на балканскиот регион до 2019 година“ http://www.slideshare.net/DragiZmijanac/2016-2019-63964823
Водич за деца и родители против телесно казнување на децата "Зошто баш мене?"Детска Амбасада Меѓаши
Овој прирачник е наменет за родителите и децата. Важно е децата да го препознаат телесното казнување како насилство, како и да се охрабрат истото да го пријават.
Во овој водич се дадени кратки инструкции приспособени за децата со цел да ги препознаат знаците на насилство на кое можеби се изложени тие или нивните врсници и да го пријават тоа насилство. Многу често децата не се информирани за постапката при пријавување кога станува збор за која било форма на насилство или пак некое прекршување на нивните права и како тече постапката од кога истото ќе биде пријавено. Немајќи доволно информации, тие не се осмелуваат да ги информираат соодветните институции за состојбата во која се наоѓаат, а воедно се и континуирано заплашувани од страна на насилникот дека доколку пријават, дополнително ќе бидат злоупотребувани од страна на институциите.
Би сакале воедно да ги поттикнеме и родителите да ги насочуваат своите деца да се грижат за себе, да не толерираат никава форма на насилство и да не го практикуваат истото. Важно е децата да развијат критички однос кон неправдата и емпатија во однос на оние кои се злоупотребени, но првенствено да научат да се грижат за себе и за својата безбедност.
REGIONAL ADVOCACY STRATEGY FOR PRECEDE NETWORK [2016-2019]
“We (the Balkan Countries) need to develop and ensure the implementation of policies, standards and legislation that promote respect for diversity, inclusion and peacebuilding with young children from birth to eight years old, in the spheres of early years’ development, education, health and protection to ensure the well-being of every child living in the Balkan Region countries by 2019.”
The document provides an overview of the role that the social economy could play in delivering the investment priorities of the European Social Fund (ESF) for the 2014-2020 planning period. It defines social economy as enterprises that pursue both social and economic goals in a way that prioritizes people over capital. The document outlines some overall recommendations for ESF support for the social economy and examines how the social economy could contribute to each of the ESF's 18 investment priorities based on examples from different Member States.
REGIONAL ADVOCACY STRATEGY FOR PRECEDE NETWORK [2016-2019]
“We (the Balkan Countries) need to develop and ensure the implementation of policies, standards and legislation that promote respect for diversity, inclusion and peacebuilding with young children from birth to eight years old, in the spheres of early years’ development, education, health and protection to ensure the well-being of every child living in the Balkan Region countries by 2019
The document outlines AONTAS' strategic plan for 2011-2013. It begins with background information on AONTAS as the national adult learning organization and its mission to advocate for quality learning for all adults in Ireland. It then discusses trends in adult participation in education, the role and challenges of adult/community education, and themes that emerged from stakeholder consultations to inform the strategic plan. Key achievements of the previous 2007-2010 strategic plan are also summarized. The document provides context and information gathered to guide AONTAS' strategic priorities and activities over the next three years.
This document discusses progress and plans for implementing the UNDAF in Uzbekistan from 2016 to 2020. It summarizes key achievements in improving social protection systems and support for vulnerable groups. It outlines proposed focus areas and activities for joint work plans from 2018 to 2020, linked to Sustainable Development Goals and national strategies. These include assessing social protection systems, supporting people with disabilities, and establishing social work. The document also discusses participating organizations, an estimated budget, funding received, and a funding gap.
The document discusses confederalization gaps in distance education organizations in the millennium. It argues that the over 30 distance education associations should be brought together under a confederal umbrella to reduce gaps in their structures, activities, and operations. Specifically, it proposes establishing the International Council for Distance Education for Eastern Europe, West Asia and North Africa (ICDEEEWANA) to integrate the associations based on economic, cultural, social, technological and regional commonalities. Turkey is positioned as having a leadership role in organizing regional distance education practices. Recommendations include discussing approaches to fill confederalization gaps in terms of administrative structures, finances, human resources, cultural interactions and globalizing distance education institutions.
The document discusses the context and background of the First Global Forum on Youth Policies. It notes that while 122 countries now have a national youth policy, up from 99 in 2013, several challenges still exist. These include fragmented responsibilities for youth issues across government ministries, weak youth participation structures, and a lack of reliable youth data and funding for policies. The Global Forum aims to help address these challenges by revisiting the World Programme of Action for Youth and building understanding of effective, cross-sectoral approaches to developing youth policies.
Active Social Programs Development in Bulgaria: Contemporary Challenges and S...inventionjournals
This document discusses the development of active social programs in Bulgaria and the contemporary challenges involved. It makes three key points:
1. Bulgaria faces challenges in improving its social model to bring it into line with EU legislation and priorities like increasing incomes, continuing pension reforms, and conducting active social and employment policies.
2. Effective social programming and management requires setting objectives, assessing results, and ensuring programs can adapt to changing social needs through tools like feedback.
3. The methodology for developing active social programs in Bulgaria involves ascertaining social problems, determining social objectives, and projecting trajectories for human resource development within the framework of national programs.
The Macedonian Center for International Cooperation (MCIC) annual report summarizes their activities in 2019. Key activities included strengthening civil society through their Civica Mobilitas program which supports CSOs and celebrated its 10th anniversary. The National Civil Society Resource Centre provided training to 155 CSO representatives. MCIC also worked on issues of good governance, anti-corruption, and sustainable funding for CSOs. Their Regional Anticorruption Network implemented the first round of a Corruption Monitoring System and advocated for policy changes in the region.
Empowerment 4 employment - Toolkit on decent work for youthCNV Vakcentrale
This document summarizes a project aimed at improving the socio-economic situation of young people in Moldova. The project empowered youth and strengthened civil society to promote socio-economic rights for young people, help youth find decent work, and encourage youth participation. Key results included training over 100 representatives from socio-economic and civil society organizations on decent work and rights, informing over 8,000 young people on their rights, and counseling 24 youths on employment issues. The project also established regional youth committees and a steering committee to continue advocating for youth rights and monitoring the situation.
The document summarizes Mozambique's experience with the African Peer Review Mechanism (APRM) process of governance assessment. Key points include: Mozambique was one of the first countries to join the APRM in 2003 but implementation was slow, with national structures taking 1-2 years to establish. The country self-assessment report involved civil society but their engagement seemed superficial. Awareness of the process among the public was very limited. While the APRM process identified governance challenges, it is unclear if the government will take concrete actions to address them.
The document summarizes Mozambique's experience with the African Peer Review Mechanism (APRM) process of governance assessment. Key points include: Mozambique was one of the first countries to join the APRM in 2003 but implementation was slow, with national structures taking 1-2 years to establish. The country self-assessment report involved civil society but their engagement seemed cursory. Awareness of the process among the public was very limited. While the APRM process identified governance challenges, it is unclear how the government will implement reforms based on the findings.
OECD advancing national strategies for financial educationBFSICM
This document discusses advancing national strategies for financial education. It contains messages from Russia's G20 Presidency and the OECD Secretary-General emphasizing the importance of financial education in promoting financial inclusion and stability. It also provides an executive summary and chapters describing the experiences of various countries in developing national financial education strategies, highlighting best practices and recommendations. The overall goal is to help countries develop more effective and coordinated approaches to improving financial literacy.
The Erasmus+ program is the EU program for education, training, youth, and sport from 2014-2020. It aims to help tackle socioeconomic challenges in Europe and support the Europe 2020 strategy. The program provides support for formal, non-formal, and informal learning and enhances cooperation opportunities with partner countries.
The document summarizes the Progressing Under Recession Education (PURE) Society, a youth empowerment organization founded in 2010. The PURE Society aims to empower youth through education, mentorship, and community involvement. It outlines the society's vision, mission, objectives, leadership team structure, and 21 standing committees. It also describes some of the society's youth programs and events in Namibia and Zambia, as well as its goals, methodology, partnerships, and future plans to expand across Southern Africa through academic and student affiliations.
Junior Achievement Bulgaria reaffirms its support for the United Nations Global Compact and its ten principles related to human rights, labor, environment, and anti-corruption. It describes actions taken to promote the UNGC, including emphasizing their commitment in public appearances and including the UNGC logo in email signatures and websites. It also details partnerships with businesses to implement educational programs aligned with the UNGC principles, such as improving financial literacy and supporting social innovation. Junior Achievement Bulgaria works to embed the UNGC principles in its strategy, educational content on green entrepreneurship, and youth entrepreneurship competitions.
The document proposes establishing the Youth Unity Peace Forum of Eastern Ethiopia to promote unity, peace and development among youth in the region. It would do this through activities like public forums that allow youth to discuss issues and ways to achieve regional unity. The forum aims to minimize conflicts, promote human rights and empower youth and women. It would focus on educating youth about valuing other ethnic groups and religions to foster understanding between different communities.
This document presents South Africa's National Youth Policy for 2015-2020. It aims to create an environment that enables young people to reach their potential by identifying interventions that will help address challenges like unemployment, skills shortages, lack of youth programs and health issues. The policy builds on the previous 2009-2014 youth policy and seeks to improve coordination between government departments to better support South Africa's youth population in participating in the economy and society.
South funding modalities pros and cons in relation to capacity development ...Dr Lendy Spires
This document discusses different funding modalities for supporting local civil society organizations' (CSOs) advocacy work in the global South. It outlines the underlying theory that a strong civil society is important for democratic governance and poverty reduction. It then analyzes the pros and cons of direct versus indirect funding, as well as project versus core funding. While direct funding allows closer contact with donors, indirect funding through intermediaries is increasingly preferred to reduce costs. Core funding based on strategic plans requires more organizational capacity but allows more flexibility than project-based funding. The document also notes challenges like ensuring intermediaries have sufficient legitimacy and capacity.
This presentation was made by Moritz ADER, OECD, at the OECD-MENA meeting dedicated to Budgeting for Societal Outcomes: Gender, Youth and Sustainable Development Goals Budgeting, held in Caserta, Italy, on 18-19 July 2019
Similar to Strategic Plan 2016 2020 of the First Children's Embassy in the World MEGJASHI (20)
м-р Драги Змијанац – Застапник и бранител на правата на децата
Како еден од основачите и претседател на Првата детска амбасада во светот - Меѓаши, г-дин
Драги Змијанац поседува неспоредливо искуство во застапувањето на правата на децата во текот
на три децении. Тој е широко познат по неговата неуморна посветеност и значаен придонес во
оваа област, зацврстувајќи ја организацијата како најдоверлива граѓанска организација (ГО) во
Македонија, според резултатите од јавната анкета. Во 2010 година беше кандидат за членство во
Комитетот на ОН за правата на детето, номиниран од Министерството за надворешни работи на
Република Македонија. Член е на национални комисии и тела посветени на заштитата на децата и
правата на децата, како што е Националната владина комисија за правата на децата и на
Националното координативно тело за заштита на децата од злоупотреба и занемарување,
придонесувајќи за подготовката на Националниот план за правата на децата. Драги Змијанац
подолг период работи како обучувач за правата на децата, за застапување, лобирање и мировно
образование
⚠️ ⚠️ Оглас за ангажирање асистент/ка
Првата детска амбасада во светот МЕЃАШИ објавува оглас за ангажирање проектен асистент/ка со цело работно време (40 часа неделно).
https://drive.google.com/file/d/1ZKivoz98MLLK-Kupv2WgjmtRqH9Uzf3p/view?usp=sharing
⚠️ ⚠️ Оглас за ангажирање асистент/ка
Првата детска амбасада во светот МЕЃАШИ објавува оглас за ангажирање проектен асистент/ка со цело работно време (40 часа неделно).
https://drive.google.com/file/d/1ZKivoz98MLLK-Kupv2WgjmtRqH9Uzf3p/view?usp=sharing
Оглас за ангажирање комуникациски асистент/ка
🎤🎤Прва детска амбасада Меѓаши / First Children's Embassy Megjashi објавува оглас за ангажирање комуникациски асистент/ка со половина работно време (20 часа неделно).
ДРАГИ ЗМИЈАНАЦ „Предизвик е да се биде лидер на ова големо светско движење!“...Детска Амбасада Меѓаши
ДРАГИ ЗМИЈАНАЦ : „Предизвик е да се биде лидер на ова големо светско движење!“
Претседател и основач на Првата детска амбасада во светот МЕЃАШИ
Монографијата 30 години Прва детска амбасада во светот МЕЃАШИ 1992-2022 можете да ја прочитате на следната страна bit.ly/3MuRkxa
https://online.fliphtml5.com/onupw/sbsv/#p=26
DRAGI ZMIJANAC “It is a challenge to be the leader of this great global movem...Детска Амбасада Меѓаши
DRAGI ZMIJANAC “It is a challenge to be the leader of this great global movement” Founder and President of the First Children's Embassy in the World MEGJASHI.
http://www.megjashi.org.mk/content/pdf/MONOGRAPH%20%20First%20Childrens%20Embassy%20in%20the%20World%20MEGJASHI%201992-2022%20,%2030%20years.pdf
DRAGI ZMIJANAC: “It is a challenge to be the leader of this great global move...Детска Амбасада Меѓаши
- The document discusses the challenges and experiences of leading the First Children's Embassy in the world (MEGJASHI) over 30 years, advocating for children's rights. It highlights pushing past resistance, breaking taboos, and initiating solutions to problems facing children.
- One of the most difficult achievements was raising awareness of and seeking solutions to the trauma of child sexual abuse, including advocating for stricter laws against offenders.
- The document recalls responding to crises affecting children, from war evacuations to refugee camps to floods and pandemics, emphasizing helping thousands of children over the decades.
XP 2024 presentation: A New Look to Leadershipsamililja
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Carrer goals.pptx and their importance in real lifeartemacademy2
Career goals serve as a roadmap for individuals, guiding them toward achieving long-term professional aspirations and personal fulfillment. Establishing clear career goals enables professionals to focus their efforts on developing specific skills, gaining relevant experience, and making strategic decisions that align with their desired career trajectory. By setting both short-term and long-term objectives, individuals can systematically track their progress, make necessary adjustments, and stay motivated. Short-term goals often include acquiring new qualifications, mastering particular competencies, or securing a specific role, while long-term goals might encompass reaching executive positions, becoming industry experts, or launching entrepreneurial ventures.
Moreover, having well-defined career goals fosters a sense of purpose and direction, enhancing job satisfaction and overall productivity. It encourages continuous learning and adaptation, as professionals remain attuned to industry trends and evolving job market demands. Career goals also facilitate better time management and resource allocation, as individuals prioritize tasks and opportunities that advance their professional growth. In addition, articulating career goals can aid in networking and mentorship, as it allows individuals to communicate their aspirations clearly to potential mentors, colleagues, and employers, thereby opening doors to valuable guidance and support. Ultimately, career goals are integral to personal and professional development, driving individuals toward sustained success and fulfillment in their chosen fields.
This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Katharine Kemp, Associate Professor at the Faculty of Law & Justice at UNSW Sydney, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by Tim Capel, Director of the UK Information Commissioner’s Office Legal Service, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Professor Giuseppe Colangelo, Jean Monnet Professor of European Innovation Policy, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...Suzanne Lagerweij
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
This presentation by OECD, OECD Secretariat, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
Why Psychological Safety Matters for Software Teams - ACE 2024 - Ben Linders.pdfBen Linders
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But, how safe is a team? How can we determine if there are any factors that make the team unsafe or have an impact on the team’s culture?
In this mini-workshop, we’ll play games for psychological safety and team culture utilizing a deck of coaching cards, The Psychological Safety Cards. We will learn how to use gamification to gain a better understanding of what’s going on in teams. Individuals share what they have learned from working in teams, what has impacted the team’s safety and culture, and what has led to positive change.
Different game formats will be played in groups in parallel. Examples are an ice-breaker to get people talking about psychological safety, a constellation where people take positions about aspects of psychological safety in their team or organization, and collaborative card games where people work together to create an environment that fosters psychological safety.
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Collapsing Narratives: Exploring Non-Linearity • a micro report by Rosie WellsRosie Wells
Insight: In a landscape where traditional narrative structures are giving way to fragmented and non-linear forms of storytelling, there lies immense potential for creativity and exploration.
'Collapsing Narratives: Exploring Non-Linearity' is a micro report from Rosie Wells.
Rosie Wells is an Arts & Cultural Strategist uniquely positioned at the intersection of grassroots and mainstream storytelling.
Their work is focused on developing meaningful and lasting connections that can drive social change.
Please download this presentation to enjoy the hyperlinks!
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
Pro-competitive Industrial Policy – LANE – June 2024 OECD discussion
Strategic Plan 2016 2020 of the First Children's Embassy in the World MEGJASHI
1. First Children’s Embassy in the World MEGJASHI –
Republic of Macedonia
STRATEGIC PLAN
2016-2020
Skopje, March 2016
2. Strategic Plan 2016 - 2020
1
Table of contents
EXECUTIVE SUMMARY ……………………………………………………………………………..2
INTRODUCTION …………………………………..…………………………………………………..3
Analysis of the environment …………………………………………….……………………………..3
Description of the organizational situation ….………………………………………………………..5
LONG-TERM GOALS ………………………………………………………….………………..…....6
Vision and mission ……………………………………………………………………………….....….6
Values and principles ……………………………………………………………………………….....6
Long-term objectives ………………………………………………………………………………......6
Target group, users and target region ……………………………………………………………......7
Working methods ………………………………………………………………………………………7
STRATEGIC PRIORITIES ……………………………………………………………………………7
Users ……………………………………………………………………………………………………8
Learning and development ………………………………………………………………………......10
Internal processes …………………………………………………………………………………....11
Finances ……………………………………………………………………………………………....13
ANNEX 1: Action plan for the strategic area: Users .……………………………………….....14
ANNEX 2: Action plan for the strategic area: Learning and development …………….......16
ANNEX 3: Action plan for the strategic area: Internal processes ……………………...…...17
ANNEX 4: Action plan for the strategic area: Finances ……………………………………....18
3. Strategic Plan 2016 - 2020
2
EXECUTIVE SUMMARY
On the eve of the celebration of the 25th anniversary of its founding, the First Children's Embassy
in the World - Megjashi (FCEW) prepared its third five year long Strategic Plan for the period 2016
- 2020. This developed plan is the result of a participatory process that included participation from
the staff and representatives of the management and supervisory bodies of the organization.
The long transition, slow progress of Macedonia's EU integration process and the improved
conditions for the civil society in the country, are the key features of the current environmental
context in which Megjashi operates. The country faced an acute challenge in the past two years,
meaning that a part of its territory was used as a transitional destination for hundreds of thousands
of migrants from the Middle East and Africa. Violations of children's rights, poverty and issues of
neglect related to the welfare of children and youth by the state are the key challenges in the field
of work of the organization.
On the positive note, Megjashi has been the most recognizable CSO among citizens in
Macedonia, and an organization, which citizens trust the most for quite many years now. This
represents a great social capital that has yet to be upgraded and carefully utilized.
In order to bring its role closer to the users, target audience and the general public, Megjashi tries
to clarify the definition of its organizational vision and mission:
Megjashi’s vision is building a more just world for every child.
Megjashi’s mission is to represent and protect the rights of children, to encourage responsible
parenthood and respect of the child's personality, to strengthen the civil rights movement for
children’s rights, child participation/inclusion, while favoring the functionality of the institutions in
the best interests of the child. Megjashi promotes peace education, by developing active
citizenship based on the principle of non-violence, and fosters diversity and equal opportunities for
all.
The motto is - All ideals of the world are less worthy compared to the child's tears.
Core values and principles of the organization remain to be - participation/inclusion, peace and
tolerance, equal opportunities, volunteering, accountability, responsibility and defying political-
partyzation
The work of Megjashi in the upcoming period will be a contribution to achieving the following long-
term goals of the organization:
- respect and understanding of children's rights and child's personality;
- promotion of the culture of peace and nonviolence;
- strengthening of civil and social mobilization for the benefit of children;
- building functional institutions that act in the best interests of children; and
- Megjashi is a sustainable and proactive organization based on clear values and well organized to
offer solutions and initiate changes.
Megjashi’s target groups are all children and youth, with special focus on marginalized groups of
children and youth.
The organization will continue to work at the national level in Macedonia, but will collaborate with
international partners and will conduct activities abroad every time when such actions can
contribute to the improvement of the welfare of children.
4. Strategic Plan 2016 - 2020
3
INTRODUCTION
The First Children's Embassy in the World (FCEW) Megjashi has prepared this Strategic Plan for
the period between 2016-2020, through a participatory process of consultation and planning in the
beginning of 2016. The inclusion of representatives of executive, managerial and supervisory
bodies of the organization contributed to establishing shared expectations and goals.
Megjashi's Strategic Plan for 2016-2020 is the third document of this type. Experiences from
previous cycles of strategic planning, and achievements in the implementation of previous
strategic plans were the starting point for determining the strengths and weaknesses of the
organization. The analysis of the environment pinpoints opportunities and threats for the
organization in the current period.
In the framework of the strategic planning, Megjashi revises the statements in regards to the vision
and mission of the organization, which, with certain clarifications and technical improvements
(without substantial changes) clearly define the role of the organization in accordance with the
changes in the environment and dynamic needs of the target group. The representatives of the
Management Board, Supervisory Board and employees in Megjashi planned the main elements of
the strategy as part of a three-day workshop in March 2016.
The development process and formulation of the Strategic Plan 2016-2020 was conducted by an
external facilitator and was funded by Civica Mobilitas program of the Macedonian Center for
International Cooperation.
Analysis of the environment
General context
Since declaring its independence in 1991, integration in the European Union and NATO still
remains a priority commitment for the Republic of Macedonia. Despite the progress in meeting the
criteria for membership made in the past, the big political crisis from the beginning of 2015 and the
unresolved name issue, make the future of the European integration process highly improbable.
The long political crisis completely overshadows the economic, social and development issues.
The crisis is characterized by confrontation between the ruling and opposition political structures,
absence of dialogue and strong polarization along party and ethnic lines. Social development and
promotion of human and civil rights seem to be of secondary importance to the public and are not
on the agenda of the social debate.
The duration of the crisis threatens the relative financial and monetary stability in the country that
realizes low, but positive growth rates. The unemployment and low living standards are the key
problematic issues for the citizens.1
The social stratification and the deepening of the gap between
citizens with high income and poor citizens continue.2
The country is facing difficulties in the implementation of laws and public policies that are being
harmonized over a longer period of time with the recommendations and standards of the EU. In
fact, disrespect of the principle of law is one of the reasons for the continuation and deepening of
the political crisis.
1
An example - а research done by the International Republican Institute (IRI) in September 2014.
2
According to data from the World Bank for Reconstruction and Development, in 2014 Macedonia was rated
among the top three countries in Europe in terms of unequal distribution of national income.
5. Strategic Plan 2016 - 2020
4
The development of participatory democracy seems to be a difficult process. Citizens' distrust in
the system slows down the development of civic activism. Political culture does not encourage
wider social debate in the decision-making.
In the recent years, Macedonia has become a transit country for thousands of refugees and
economic migrants from the Middle East and Africa trying to reach Western European countries.
Although the country is not a target destination and a very small number of refugees are seeking
asylum in the country, the transit of large numbers of refugees in Macedonia represents a safety,
social and an economic challenge. Near the end of 2015, the influx of refugees significantly
dropped because of the coordinated response to the crisis by the European Union and Turkey.
Further development is hardly predictable and depends on developments in the Middle East and
other regions.
Situation in the civil sector
The civil sector in Macedonia is still not sufficiently rooted in society and works in an environment
that is not supportive, despite some improvements.
The Law on Associations and Foundations (LAF) from 2010 allowed civil society organizations to
pursue activities that will make a profit, which must be used in order to achieve organizational
goals. The anticipated status "public benefit organization" as a basis for tax and other incentives
did not function in practice. Civil society organizations can carry out activities in the field of social
protection on the behalf of the state3
, but the implementation takes place in a delayed manner and
did not bring the expected benefits.
Civil society organizations can engage volunteers.4
Participation of civil society organizations in the creation of laws and public policies is
unsatisfactory, although the Strategy for cooperation of the government with civil society
organizations determines the need and frame for it. Public institutions are more willing to
collaborate when it comes to implementing the already established policies and priorities.
Citizens are still insufficiently involved in the civil society organizations.5
Many citizens believe that political parties have a strong influence over the organizations or that
they are focused on implementing the priorities of their supporters the from outside, as opposed to
the needs and priorities of their target groups.
The civil sector continues to be dependent on foreign financial support.
National and local governments provide only project support, but the process of allocating funds
lacks real transparency.
Cooperation between the civil society and business sector is underdeveloped, although the
companies gradually raise their own awareness in regards to their (corporate) social responsibility.
Access to EU funds is hindered by the high standards and eligibility requirements, and due to the
fact that the interest in them is greater than the possibilities for support.
Civil society organizations insufficiently cooperate with each other on key issues of common
interest. Joint appearances are rare, initiated by foreign donors or facilitators and have a short
duration.
3
According to the Law on Social Protection.
4
According to the Law on Volunteering.
5
An example - a research done by the International Republican Institute (IRI) in September 2014.
6. Strategic Plan 2016 - 2020
5
Context in the field of action
Increasing incidence of various types of child abuse and violation of their rights in recent years is a
result of the increased awareness of children and parents. The number of reports of sexual abuse
of children was dramatically increased, 5% of children do not go to school, their rights of security,
a healthy and dignified life, the right to health care and a home are jeopardized. Many of these
children are victims of prostitution, child trafficking, abusing drugs. As an indicator of the growing
awareness regarding the rights of the children are the high school protests, where high school
students were seeking inclusion/ participation in creating the programs that personally affect them.
The refugee crisis contributed to even greater expansion of the current issues in the area of
children's rights. A major problem that affects most children is poverty, and it contributes to
increasing distortion of a huge number of children's rights, partly mentioned above.
State institutions neglect the needs of children at the expense of the interests of the state, they are
exclusive and uninterested in making changes. The health system has shown many shortcomings
that contributed to the fact that many children's fates continuously ended tragically. The education
system remains functional, but not encouraging or inclusive enough, and it works like many years
before, where children remain equally unsafe at school and on the streets.
Discrimination in schools, as well as cultural segregation in schools is obvious; the work on
multiculturalism and peace is still only Megjashi's wish.
Description of the organizational situation
Megjashi's workload has grown over the recent years, along with extension of the work team:
The programs of the organization are predominantly focused on early childhood development and
peace education, but additionally, the organization has been working on improving some internal
organizational aspects. This means that we initially introduced ISO 9001: 2008 for quality
management, then worked on interpersonal team relations through team building activities and
discussions, and with receiving the grant for institutional strengthening, we have been working on
planning and implementation of procedures in every aspect of the organization.
However, our workspace does not meet the conditions required for the work we do, i.e. there are
problems with the water and heating system. On the other hand, the means and tools that we use
for work are more than satisfactory, meaning that each employee has a laptop and the
organization has two available vehicles.
Within the executive office, there is an opinion that there is a necessity to establish rules for
professional relations, which would regulate various aspects of the working engagement, such as
the rights and obligations, and there is also a request for defining the structure of the organization.
Regarding the provision of new programs, we are making efforts to apply with external
collaborators. In many regional partnerships and projects, Megjashi appears as a partner
organization for implementation of the activities.
The sustainability of the organization and provision of funds from domestic sources has not
changed in recent years and has not yet reached the desired rate. The financial situation of the
organization is solid because of the great deal of implemented projects, and there is an increase in
wages of almost all positions.
Volunteering is something that the organization wants to strive for, trying to increase the number of
active volunteers, although we are noticing decreasing tendency in the number of volunteers.
Because of the infrastructural problems, we were forced to close down the Daily center, but we are
constantly making efforts to overcome these obstacles and re-open the center. The SOS phone
line for children and young people is still operational, but with a reduced amount of calls, which we
7. Strategic Plan 2016 - 2020
6
believe, is due to the introduction of new forms of communication among the users. There is an
ongoing preparation of an action plan for harmonizing the SOS phone line number with the
European SOS number 116 - 111. The users are using the free legal aid and psychosocial support
with reduced frequency.
There is a necessity to expand the team in the areas of providing grants, logistics, IT sector and in
the area of direct services for assistance and support.
Being present in the media and using modern means of communication have remained at high
level, as well as the cooperation with other organizations. There is slight increase in cooperation
with the business sector. The trust placed in the organization remains on the top position, already
five years in a row, as the research of the Institute for Sociological, Political and Legal Research
shows.
8. Strategic Plan 2016 - 2020
7
LONG-TERM GOALS
Vision and mission
Megjashi's vision is creating a more just world for every child.
Megjashi's mission is to represent and protect the rights of children, to encourage responsible
parenthood and respect of the child's personality, to strengthen civil rights movement, child
participation and advocate for functionality of the institutions in the best interests of the child.
Megjashi promotes peace education, developing active citizenship based on the principle of non-
violence, and fosters diversity and equal opportunities for all.
The vision and mission clearly and unequivocally reflect the main motto of Megjashi: "All ideals of
the world are less worthy compared to the child’s tears."
Values and principles
Key values and principles of Megjashi's work are participation, peace and tolerance, equal
opportunities, volunteering, accountability and responsibility and defying political-partyzation.
Participation (involvement, inclusion) means that children and adults have the opportunity to
participate in decision-making processes regarding issues of their interest. Children have the right
to receive the support to participate in the decision-making. Involving children in the planning and
implementation is crucial on activity level.
Tolerance is respect for the values and behaviors of people different from us and is the key to
promoting peace, which is essential for the development of the full potential of children. Megjashi
is dedicated to promoting tolerance in society and internally, building an organizational culture that
takes the values and attitudes of all stakeholders into consideration.
The principle of equal opportunity means that all children should have equal access to the benefits
of social, economic, political and technical/technological progress and development. Megjashi
contributes to the creation and improvement of social mechanisms that ensure equal opportunities
without discrimination on any ground. The organization provides equal opportunities for all people
in their executive and managerial bodies and activities.
Volunteering involves voluntary approach to protection of children's rights. All individuals and the
wider social community in general have a right and obligation to contribute to the protection and
promotion of children's rights.
The transparency and responsibility of the organization represent an opportunity for public
revision, openness of the organization’s work and care for its social role. Megjashi is an example
of an accountable and responsible organization, which adds credibility to the organization when
promoting these values in the society.
Non-partyzation indicates participation in public policy, but not interference in the political parties'
competition at any level. Megjashi initiates, develops and proposes public policies for the benefit of
children, but our work does not affect the political party's determination of any person inside or
outside the organization, and contributes to reducing discrimination based on party affiliation.
Long-term objectives
The work of Megjashi is focused on these long-term objectives:
- Respect and understanding of children's rights and child's personality
- Promotion of culture of peace and nonviolence,
- Strengthening of civil and social mobilization for the benefit of children,
- Building functional institutions acting in the best interests of children, and
- Megjashi is a sustainable and proactive organization based on clear values and well organized,
so that it offers solutions and initiates changes.
9. Strategic Plan 2016 - 2020
8
Target group, users and target region
Target group of Megjashi are all children and youth with special focus on marginalized groups of
children and youth.
A child is every human being below the age of 18 years.6
Youth are all persons aged 15 to 29 years.
Megjashi exercises the efforts to improve the situation of children and youth, through supporting a
wide range of users/beneficiaries: children and youth, parents, schools, centers for social work,
government institutions, ministries, other national and local public institutions, bodies and
committees, the Ombudsman, civil society organizations and other social actors working in the
interest of children.
Primary target region of Megjashi is Republic of Macedonia. The organization also conducts
activities abroad and cooperates with organizations, institutions and other actors from abroad in
achieving its long-term commitments.
Working methods
Megjashi applies these methods in the work in order to achieve the projected long-term objectives:
- providing services,
- implementing projects,
- advocacy and lobbying,
- informing, including campaigns and public relations,
- supporting projects of other organizations and civil initiatives
- networking and cooperation with other relevant social actors,
- research and
- monitoring.
The choice of the most appropriate method is based on the assessment of the possible
effectiveness in terms of improving the situation of children and youth.
The organization applies an approach based on individual (person-centered approach) and an
approach based on human rights (human rights based approach).
6
Article 1 of the Convention on the Rights of the Child
10. Strategic Plan 2016 - 2020
9
STRATEGIC PRIORITIES
The goal of the Strategic Plan of Megjashi 2016-2020 is to contribute to the accomplishment of the
long-term goals of the organization.
The objective of the Strategic Plan is to improve the ability of Megjashi for effective, efficient and
sustainable delivery of services that meet the dynamic needs of the users.
The strategic priorities are presented in four areas:
- Users – covers the services and relationships of the organization with its users and target
groups, as well as their involvement in the planning, delivery and evaluation of services (i.e. the
implementation of activities)
- Learning and development - regarding internal systems for organizational learning mechanisms
for professional development and improvement of knowledge and skills of employees, cooperation
with other actors, visibility, recognition and level of confidence of the organization,
- Internal processes - includes all internal business (working) processes that the organization
applies to the delivery of their activities (i.e. the implementation of activities), and
- Finances - finding ways and sources of funding of the organization as a prerequisite for securing
long-term organizational sustainability.
Users
Current situation
In terms of the program, Megjashi is focused on early childhood development and peace
education in the recent years. The interest of users of in the organization's services has increased,
because the organization is facing an increase in its workload.
Since the founding of the organization, children and youth are the focus of its work. However, the
organization fails to fully address the needs of certain marginalized groups of children, such as -
children of the LGBT community, refugee children and children from socially disadvantaged
families, etc. In addition, in many cases, Megjashi offers partial solutions for its users - support in
only one segment of their life; compared to this, an integral support (i.e. support in several different
aspects) would have greater efficiency.
Megjashi is a recognizable organization (over a longer period of time, several studies have
confirmed that most citizens recognize and trust Megjashi), which is one of the influential creators
of public opinion when it comes to children and youth. The organization is creative, brave and
assertive in promoting their views and efforts to improve the situation of children and youth.
Megjashi is regularly present and active in the social media.
On the other hand, Megjashi acts as a reactive organization, which puts the focus of its actions on
the reactions to violations of children's rights, as opposed to prevention. The organization
sometimes slowly makes decisions in terms of the constant changes in the environment and
dynamic needs of the users.
Although Megjashi works at the national level, the focus of the organization's performance is
Skopje. The reasons for this are mainly of organizational, logistical and financial character.
In fulfilling its commitments and objectives, Megjashi cooperates with wider networks,
organizations and institutions at local, national and international level. With its partner
11. Strategic Plan 2016 - 2020
10
organizations, the organization improves its access to European funds and other international
donors.
Desired situation
Megjashi is actively working and contributing in four areas: respecting the children's rights and
child's personality, peace and non-violence, civil and social mobilization for the benefit of children
and building functional institutions acting in the best interests of children. The organization has
adequate capacity and resources, including human resources for synchronized and successful
operations in all four areas. The teams that work on providing grants, logistics and direct services
(assistance) for support and help have been strengthened.
Megjashi offers integrated solutions for its customers, i.e. simultaneously improving several
aspects of their lives, thus contributing to a lasting and sustainable improvement of the situation of
children and youth. The organization has developed tools and mechanisms to address the needs
of children and youth from different marginalized groups: LGBT community, refugee children,
socially vulnerable families, Roma children, children with disabilities etc.
Megjashi uses the impact on the public to influence the decision-making process which is
important for children and youth. As a proactive organization, the focus of advocacy and
influencing the decision-making is placed on the prevention of violations of the rights of children
and youth.
The organization is flexible and anticipates the changes in the environment; in particular, the
changes in users' needs and target groups. Megjashi offers timely and effective responses to the
dynamic needs of the users.
Megjashi mobilizes a wide range of social actors from the public, civil and business sector in order
to improve the position of children and youth. The organization skillfully uses social media and
other online tools to mobilize wider social support for its actions. The organization provides grants
in order to support the activities of other civil society organizations that share Megjashi's
commitments and goals.
Planned activities
In order to achieve the desired situation at the end of the implementation of the Strategic Plan,
Megjashi plans to implement the following activities and measures divided in different thematic
areas, i.e. long-term goals of the organization:
1. Respect and understanding of the children's rights and child's personality
A.1.1. Organizing workshops and other events on topics related to children's rights,
A.1.2. Organizing training for children and youth activism and participation,
A.1.3. Preparation and promotion of children's alternative shadow report,
A.1.4. Implementing educational program for children's rights through the media,
A.1.5. Providing direct assistance and support to children, by extending and improving the
functioning of the SOS phone line, services that provide social assistance, support for children of
the LGBT community etc.
2. Promoted (enhanced) culture of peace and non-violence
A.2.1. Introduction of peace education in the formal and informal education system,
12. Strategic Plan 2016 - 2020
11
A.2.2. Organizing trainings, workshops and other events for peace and nonviolence,
A.2.3. Informing the public on topics related to peace and non-violence: through campaigns,
brochures, informative materials etc.
3. Strengthened civic and social mobilization for the benefit of children
A 3.1.Campaigning for raising awareness on issues of importance to the welfare of children, such
as - responsible parenthood, abused children, children at risk, etc.,
A 3.2.Conducting training on topics that are important to the welfare of children, such as -
responsible parenthood, abused children, children at risk, etc.,
A.3.3. Online activities for public mobilization,
A.3.4. Supporting the initiatives of other organizations and citizens on topics that are important to
the welfare of children, such as - responsible parenthood, abused children, children at risk, etc.
This activity includes providing grants for initiatives from the civil society organizations and other
actors.
4. Functional institutions acting in the best interest of children
A.4.1. Preparation of alternative shadow report on the Rights of the Child,
A.4.2. Active involvement of Megjashi in the work of national committees and bodies for children
A.4.3. Preparation and publication of public reactions, request for accountability and activities to
mobilize institutions,
A 4.4. Providing training on children’s rights for representatives of the public institutions: the
covered topics will be determined in cooperation with the institutions and adapted according to
their interest and competencies.
Details related to the timeframe, responsible coworkers (conductors), indicators of success and
required resources are shown in Annex 1.
Learning and development
Current situation
In almost 25 years of its existence, Megjashi has accumulated knowledge and rich experience.
Learning by doing is the main method of learning in addition to training and exchange of
experiences with other organizations, mainly from abroad. The employees and members of the
governing bodies are committed and motivated to learn and develop.
The main weakness of the organization is the lack of mechanisms, rules and procedures that
encourage learning and development. Consequently, learning and development take place in a
scattered manner and are mainly reactive, i.e. following the opportunities in the environment.
There is no assessment of the performance of the employees, which would identify the needs for
professional development in accordance with their tasks. Decisions regarding professional
development are taken on an ad hoc basis.
There is a certain organizational mechanism for documenting organizational activities and
achievements. Although Megjashi has a functional electronic system of organizational memory, it
is not used by all employees, which impedes the transfer of knowledge and sharing of lessons
learned between employees and reduces the efficiency and effectiveness of the dissemination of
knowledge and know-how.
Following the context is done in an ad hoc manner, mainly for the preparation of strategic plans of
the organization.
Programs for orientation and mentoring of new employees and volunteers have not been
developed, which delays the adjustment to the new job position.
13. Strategic Plan 2016 - 2020
12
Megjashi has no practice of internal training and mechanisms for horizontal sharing of knowledge,
experiences and lessons learned.
Although the organization has no established strategy for public relations, it should be noted that
Megjashi nurtures excellent relations with the media. Confirmation of this is the fact that the
organization has been pointed out in several successive polls as the most recognizable civil
organizations, with the highest degree of confidence in Macedonia. In the same research, the
president of the organization is one of the most recognizable faces in the civil sector in the country.
It should be also emphasized that Megjashi often uses the Internet and social media to inform the
public about its activities, efforts and positions.
Desired situation
Megjashi is an organization that systematically learns and develops, capable to encourage and
offer innovative solutions to the problems. Megjashi uses the knowledge, experience and potential
that the employees have in order to anticipate and react to the changes in the environment.
The professional development of the staff is planned based on the assessment of the performance
of employees. The job positions in the organization are considered attractive because of the
opportunities for professional and personal development.
The organizational memory is organized and easily accessible via the Internet.
New employees and volunteers quickly and easily adapt to the new position by learning through
the programs for orientation and mentoring.
Through internal training and mechanisms for horizontal sharing, the employees are able to share
knowledge, experiences and lessons learned regularly.
Cooperation with other organizations and actors are used for to exchanging information and
experiences, as well as learning.
Megjashi remains among the leading organizations in terms of the trust received from the public in
Macedonia.
Planned activities
In order to achieve the desired situation at the end of the implementation of the Strategic Plan,
Megjashi plans to undertake the following activities and measures:
A.5.1. Holding monthly meetings to exchange information and knowledge
A.5.2. Establishing and implementing a mechanism for internal dissemination of information,
knowledge and skills acquired through exchange or cooperation with other actors: sharing brief
reports, obtained materials, conducting internal training and so on.
A.5.3. Using an electronic system for organizational memory from the staff and training for online
use (cloud-based solution)
A.5.4. Holding annual internal workshops for environmental analysis
A.5.5. Establishing and implementing a system for annual evaluation of the performance of the
employees, including the aspect of professional development
A.5.6. Establishing and implementing a program for orientation and mentoring of new employees
and volunteers
A.5.7. Participatory development of a strategy for public relations
Details related to the timeframe, responsible coworkers, indicators of success and required
recourses are shown in Appendix 2.
14. Strategic Plan 2016 - 2020
13
Internal processes
Current situation
Generally, Megjashi has regulated and standardized the internal business (working) processes in
a way that they enable and support the successful operation of the organization. After the
improvements in this field, including the introduction of ISO 9001: 2008 for quality management,
the increased volume of work of the organization requires further improvement of internal
processes to improve efficiency and productivity of its work operations.
The organization has initiated a series of actions to improve interpersonal relations through team-
building activities and involvement of team members in various participatory discussions related to
the organization. For example, a review of the organizational vision and mission was done, as well
as planning of the main elements of the Strategic Plan 2016-2020 was made with extensive
consultation with the team and representatives of the governing bodies of the organization.
Megjashi looks after the transparency, accountability and responsibility in its work. The structure of
the organization consists of Management Board and Supervisory Board. The organization
prepares and publicly announces annual narrative and financial reports related to its work and
conducts external financial audit.
Megjashi successfully meets the requirements of donors in terms of administrative and financial
contractual obligations. However, different requirements of different donors present a challenge for
the organization in terms of responding effectively to them.
Megjashi's team members have a clear idea of their role in the organization and their own
obligations.
However, it should be noted that the organizational structure is not fully defined: At macro level,
the functions of the administrative and supervisory bodies are not properly separated from
management and executive function. At micro level, the organization has no proper job position
systematization or a clear organogram.
Megjashi does not possess a rulebook for work(professional) relations that will include rules of
conduct for employees and management. The absence of written formal rules occasionally
represents a challenge for the human resource management and puts a burden on the
interpersonal relationships in the team.
Existing rules and procedures for various aspects of the work (financial management and
accounting, office management and archiving, project management, procurement, etc.) do not
always provide the guidance and support for Megjashi to enforce the observance of commitments
undertaken by donors. Therefore, the organization is in need of revision and harmonization of
internal rules.
The organization engages committed volunteers, but there are no formal rules and procedures
accordingly. Although a possibility, there has not been any active internship in the organization yet.
Desired situation
First Children’s Embassy in the World - Megjashi is an organization with a clearly defined
organizational structure: At macro level there is a clear separation between administrative,
supervisory and executive function (i.e. daily management). At micro level, job positions are
accurately classified. There is clear and organizational organogram.
Internal rules and procedures promote effective and efficient operations, ensure quality and
timeliness and encourage participation in internal organizational decision-making. The
15. Strategic Plan 2016 - 2020
14
organization applies work rules, which gives guidance and instructions regarding the behavior and
performance of employees and facilitates the management of human resources. Internal rules and
procedures (financial management and accounting, office management and archiving, project
management, procurement, etc.) foster transparent, accountable and responsible work. At the
same time, internal rules allow the organization to fulfill contractual obligations to the various
donors, efficiently and without significant burden.
Given Megjashi's commitment to support the initiatives and activities of civil society organizations
and other actors, the organization will develop and implement rules for granting.
Megjashi has applied rules regarding volunteering, which provides completing compulsory
practical work by students from higher education institutions relevant to the field of action.
Planned activities
To achieve the desired situation at the end of the implementation of the Strategic Plan, Megjashi
plans to implement the following activities and measures:
A.6.1. Preparation and implementation of a rulebook on work relations
A.6.2. Determining the macro-structure of the organization: separation of administrative,
supervisory and executive function
A.6.3. Systematization of working positions and determining the organizational structure: making
an organogram
A.6.4. Revising the existing internal rules and procedures: financial management and accounting,
office management and archiving, project management, procurement, etc.
А.6.5. Preparation and implementation of a rulebook for grants acquirement
A.6.6. Preparation and implementation of volunteering rulebook, which will include opportunities
for student internships
Details related to the timeframe, responsible coworkers, indicators of success and required
resources are shown in Appendix 3.
Finances
Current situation
The main source of Megjashi’s funding is receiving grant support from international donors. This
type of support is to stimulate organizational development. When applying for project grants, the
organization often performs in partnership with other organizations or networks and engages
external associates for the preparation of the application.
Therefore, Megjashi collects revenue through other activities, such as making and selling New
Year's cards and consulting engagements. These funds superbly complement the organizational
budget, given the fact that their use is a right of the organization. Having our own revenues is
crucial in ensuring continuity in the Megjashi's work and can be used to encourage organizational
development and professional development of employees.
The First Children’s Embassy in the World - Megjashi, applies for and uses institutional support
from local and international donors whenever a possibility occurs. The institutional support also
positively affects the sustainability of the organization.
The financial support from the business sector is insignificant and limited to non-financial (material)
support.
Megjashi uses free workspace provided by the state, but the working conditions are not
satisfactory, especially in terms of heating and water supply. Due to ongoing legal and property
16. Strategic Plan 2016 - 2020
15
issues, there is no way for making significant investments in the headquarters of the organization.
Megjashi does not receive other types of support from the state.
Desired situation
Megjashi is financially stable and sustainable organization that provides financial and non-financial
support for its work from different sources.
Most of the financial support is provided by project grants.
The organization provides resources from consulting engagements and other activities that
generate income. These funds are used for organizational development and strengthening.
Part of the institutional support is provided by the state.
The workspace where Megjashi is located is provided by the state with all necessary working
conditions.
Planned activities
To achieve the desired situation at the end of the implementation of the Strategic Plan, Megjashi
plans to implement the following activities and measures:
А.7.1. Improving preparedness to apply for grant support through: capacity building for preparation
of applications, cooperation and networking, improving administrative preparedness (updated CVs
of the employees, copies of the most frequently requested documents etc.)
A.7.2. Submission of at least 25 applications for grant support (5 per year)
A.7.3. Improving the ability to generate our own incomes from consulting engagements, economic
activities and other sources of funding allowed by law, which will be developed within a special
plan
A.7.4. Advocating for institutional support from the state
A.7.5. Advocating for contractual regulation with the authorities for the use of office premises
Details related to the timeframe, responsible coworkers (conductors), indicators of success and
required resources are shown in Appendix 4.
17. Organizational Strategy 2015 - 2017
16
ANNEX 1:
An action plan for the strategic area: Users
Activity Conductor Time
frame
Resources
required*
Indicators of success
A.1.1. Organizing workshops and other events related to
children's rights
Peace Education Program
Team (PEP)
2016-
2020
Ongoing
projects
- Number of workshops held
- Number and structure of participants
A.1.2. Organizing training for children and youth activism and
participation
PEP 2016-
2020
Ongoing
projects
- Number of trainings
- Number and structure of trained
individuals
A.1.3. Preparation and promotion of children's alternative
shadow report
Project coordinator 2020 100.000 - Number of downloads of the
alternative shadow report from
Megjashi's website
- Number of media stories covering the
children's alternative report
A.1.4. Implementing educational programs for children's rights
through the media
Executive director 17-18 50.000 - Number and type of implemented
activities
- Number of participants in the activities
covered
A.1.5. Providing direct help and support to children (SOS phone
line, social assistance, etc.).
Project coordinator
SOS-line coordinator
2016-
2020
Ongoing
projects
- Number of supported children
A.2.1. Introduction of peace education in the formal and informal
educational system
PEP 2016-
2020
Ongoing
projects
- Number of schools that have chosen
"peace, tolerance and protection"
project activity
A.2.2. Organizing trainings, workshops and other events on
topics of peace and nonviolence
PEP 2016-
2020
Ongoing
projects
- Number of trainings, workshops and
other events
- Number and structure of participants
A.2.3. Informing the public about peace and non-violence,
through campaigns, manuals, information materials
PEP 2016-
2020
Ongoing
projects
-- Number and type of implemented
activities
- Number of participants in the activities
covered
- Number of informed citizens
A 3.1. Conducting a campaign on raising awareness on issues
of importance to the welfare of children
Project coordinator
SOS-line coordinator
2017 50.000 - Number and type of implemented
activities
- Number of participants in the activities
covered
- Number of informed citizens
18. Organizational Strategy 2015 - 2017
17
A.3.2. Conducting training on topics that are related to the
welfare of children
Project coordinator 2016-
2020
Ongoing
projects
- Number of trainings conducted
- Number and structure of trained
individuals
А.3.3. Online activities for mobilization of the citizens Executive director 2016-
2020
Ongoing
projects
- Number and type of online activities
for mobilization of the citizens
- Number and structure of people who
have supported Megjashi's initiatives
A.3.4. Supporting the initiatives of other organizations and
citizens related to issues of importance to the welfare of children
Executive director
All employees
2016-
2020
Ongoing
projects
- Number and type of supported
initiatives
- Number and structure of persons
included in the supported initiatives
A.4.1. Preparation of an alternative shadow report on children’s
rights
Project coordinator 2020 100.000 - Number of downloads of the
alternative shadow report on children's
rights from the Megjashi's website
- Number of media stories covering the
alternative shadow report on children's
rights
A.4.2. Active involvement of Megjashi in the work of the national
committees and bodies for children
Executive director
Other employees
2020 Ongoing
activities
- Number of state committees and
bodies where Megjashi takes part
- Number of accepted proposals from
Megjashi by the state committees and
bodies
A.4.3. Preparation and publication of public reactions,
accountability requests and activities to mobilize institutions
Executive director 2016-
2020
Ongoing
activities
- Number of media reports regarding
public reaction, accountability requests
and activities to mobilize institutions
organized by Megjashi
- Number of citizens who responded to
Megjashi's initiatives
А 4.4. Organizing trainings on children’s rights for the
representatives of the public institutions
Executive director 2016-
2020
Ongoing
projects
- Number of trainings on children's
rights
- Number of representatives of public
institutions participating in trainings
* estimated value of the activity, not including program and operation costs for implementing the action
19. Organizational Strategy 2015 - 2017
18
ANNEX 2:
An action plan for the strategic area: Learning and development
Activity Conductor Time
frame
Resources
required*
Indicators of success
A.5.1. Holding monthly meetings to exchange information and
knowledge
Executive director 2016-
2020
Ongoing
activities
- Number of meetings held
- Number of topics discussed
A.5.2. Establishment and implementation of a mechanism for
internal dissemination of information, knowledge and skills
acquired through exchange or cooperation with other actors:
sharing brief reports, obtained materials, conducting internal
training, etc.
Executive director 2016-
2020
Ongoing
activities
- Number of shared reports from
trainings and similar activities for
capacity building
- Number of organized internal
trainings and number of participants
- Number and type of shared materials
A.5.3. Using an electronic system for organizational memory
from the staff and training for online use (cloud-based solution)
Promotion manager 2016-
2020
Ongoing
activities
- The organizational archive is
available online from 2017
A.5.4. Holding annual internal workshops for environmental
analysis
Promotion manager 2016-
2020
Ongoing
activities
- Number of meetings held
- Documents developed by analyzing
the surrounding
A.5.5. Establishment and implementation of a system for annual
evaluation of the performance of the employees, including the
aspect of professional development
Executive director
?????
2017-
2020
Ongoing
activities
- The system for evaluation of
employees is applied from 2017
including professional development
A.5.6. Establishment and implementation of a program for
orientation and mentoring of new employees and volunteers
SOS coordinator
Office manager
2016-
2020
Ongoing
activities
- A program for orientation and
mentoring of new employees and
volunteers prepared
- Number of new employees and
volunteers who attended the program
for orientation and mentoring
A.5.7. Participatory development of a strategy for public relations Megjashi’s team 2017 Ongoing
activities
- A public relations strategy prepared
- 5% increase in the number of media
reports about Megjashi
- 5% increase in the number of online
followers and supporters of Megjashi
* estimated value of the activity, not including program and operation costs for implementing the action
20. Organizational Strategy 2015 - 2017
19
ANNEX 3:
An action plan for the strategic area: Internal processes
Activity Conductor Time
frame
Resources
required*
Indicators of success
A.6.1. Preparation and implementation of a rulebook on work
relations
Executive director 2016 Ongoing
activities
- Regulations on work relations comes
into force from 01.01.2017
A.6.2. Determining the macro-structure of the organization:
separation of managerial, supervisory and executive function
Executive director 2017 Ongoing
activities
- Necessary internal regulations for
determining the macro-structure of
Megjashi are adopted
A 6.3. Systematization of job positions and determining the
organizational structure: making an organogram
Promotion manager 2017 Ongoing
activities
-Necessary internal regulations for the
systematization of the job positions in
Megjashi are adopted
- Employees and volunteers are
deployed at the designated positions
A.6.4. Revising the existing internal rules and procedures:
financial management and accounting, office management and
archiving, project management, procurement, etc.
Program manager 2016-
2020
Ongoing
activities
- Revised internal rules and procedures
- Necessary internal regulations
adopted for the revised internal rules
and procedures to take effect
А.6.5. Preparation and implementation of a rulebook for grant
acquirement
Program manager 2018 Ongoing
activities
- Developed and adopted granting
rules
A.6.6. Preparation and implementation of volunteering rulebook,
which will include opportunities for student internships
SOS coordinator
Office manager
2017 Ongoing
activities
- Developed and adopted granting
rules
- Developed and adopted rules for
volunteering including opportunities for
student internships
- Number of volunteers engaged in
Megjashi
- Number of student-interns in Megjashi
* estimated value of the activity, not including program and operation costs for implementing the action
21. Organizational Strategy 2015 - 2017
20
ANNEX 4:
An action plan for the strategic area: Finances
Activity Conductor Time
frame
Resources
required*
Indicators of success
А.7.1. Improving preparedness for applying for grant support
through: capacity building for preparation of applications,
cooperation and networking, improving administrative
preparedness (updated CVs of the employees, copies of the
most frequently requested documents etc.)
Promotion manager 2016 Ongoing
activities
- Number of submitted applications for
grant support in which Megjashi
appears in the role of the project leader
or partner
A.7.2. Submission of at least 25 applications for grant support (5
per year)
Promotion manager 2016-
2020
Ongoing
activities
- At least 5 grant supports received in
which Megjashi occurs as the project
leader
A.7.3. Improving the ability to generate our own incomes from
consulting engagements, economic activities and other sources
of funding allowed by the law, which will be developed within a
special plan
Executive director
Promotion manager
2016-
2020
Ongoing
activities
- Megjashi is providing means
(resources) from at least 4 sources of
funding other than the grant support
- Megjashi is providing at least 30% of
the annual budget from sources of
funding other than the grant support
A.7.4. Advocating for institutional support from the state Executive director 2016-
2020
Ongoing
activities
- Institutional support from the state
provided in 2019
A.7.5. Advocating for contractual regulation with the authorities
for the use of office premises
Executive director 2016-
2020
Ongoing
activities
- Regulation of the relationship with the
state regarding the use of Megjashi's
office premises
- Improved working conditions in
Megjashi's premises in 2018
* estimated value of the activity, not including program and operation costs for implementing the action