Innovation Toolkit Strengthening the impact of civil society in the Republic of Macedonia Practical guidelines and recommendations developed by
Innovation Toolkit This toolkit is a practical guide for how civil society practitioners in the Republic of Macedonia can strengthen their impact on the ground1. This toolkit aims to: Deliver recommendations and practical tips for promoting and developing democracy through civic engagement; Highlight best practice in the Republic of Macedonia, the Western Balkans region and the European Union. This publication brings together learnings, analysis and recommendations from all those that contributed to which ran from June 2014 to March 2015, including competition participants, master-class leaders and the online community. Supported by the British Embassy in Skopje, our impact has been strengthened through this multi-stakeholder collaboration. Table of contents What you need to know: The Recommendations 2 Looking back: Development of civil society in the Republic of Macedonia 4 On the ground: Three key challenges for civil society 8 Setting the scene for change: 10 Policy-Making and Advocacy: Recommendations and Case Studies 12 Financial Sustainability: Recommendations and Case Studies 16 Transparency and Accountability: Recommendations and Case Studies 20 1 All references in the toolkit are correct as of March 2015 1
What you need to know: The Recommendations Learning from best practices across the Republic of Macedonia and the United Kingdom, produced six key recommendations to strengthen the impact of civil society on the ground. Advocacy does not have to be oppositional to the current context Measure your social impact to demonstrate how your work affects change on wider social issues Map your stakeholders to identify who has influence and build a diverse coalition 2 Agree priorities and develop joint strategies Build a strong case by presenting evidence in a compelling and accessible language, utilising a diverse range of tools Diversify your income achieve sustainability to 3
Looking back: Development of civil society in the Republic of Macedonia The pace and range of political and social change in the Republic of Macedonia creates 2004 difficult conditions for civil society organisations (CSOs). There are problems of a diverse nature which are both practical, such as funding and resources; and institutional, related The to mutual recognition and role. Republic of Macedonia established a Government Unit for Cooperation with CSOs, In the Republic of Macedonia, it is particularly problematic due to the extensive issues posed in both areas. This creates complex dilemmas including those of prioritisation, which, among others, is responsible for organising the process of distribution of financial resources from the government towards CSOs. political balance and funding. It is therefore difficult to progress and the pace of reform is 2007 slow and non-linear. Code of Good Practices for Financial Support of CSOs are an essential part of democratic society. Governments, as well as wider society, can derive great benefits from their work. The revised law on Citizen Associations and Foundations in 2007 sought to improve the mutually reinforcing nature of CSO and government activity in society but much still needs to be done for society to benefit fully. CSOs was adopted. 2010 Law on Associations and Foundations. 2012 Initiatives exist both at national and international level, including the Macedonian Government s strategy for cooperation with CSOs and the European Union s Instrument for Pre-Accession Assistance (IPA), which seek to develop the role of civil society in the European Commission launches a High Level Republic of Macedonia. However both the government and CSOs need to build trust, Accession Dialogue with Skopje. dispel confusion over their roles and acknowledge that by working together they can improve society and raise civic levels. This would not only be of value to society but is a criterion for accession to the European Union and other international bodies. 2013 European Union progress report on the Republic of Macedonia indicates that the dialogue and cooperation between government and civil society needs to improve and calls for a greater Government openness and responsibility for enhancing debate with CSOs. 4 5
For civil society to have an impact on the ground, it must be sustainable in its actions. Civil society in the Republic of Macedonia today has several weaknesses, as identified in USAID s CSO Sustainability Index for Central Europe and Eurasia2: Legal Environment Advocacy Stronger commitment to the Law on Associations and Foundations is required, including support on tax benefits and incentives4. Transparency and Further implementation of the framework for cooperation between the Government and CSOs required to empower civil society3. accountability are a pre-requisite to ensure a fairer legal environment and would build trust amongst citizens. Infrastructure These broad issues require input and commitment from a number of stakeholders. Greater need for training and capacity-building activities such as those provided by TACSO (Technical Assistance for Civil Society Organisations) and Euclid Network in the region to nurture the developing sector, especially To support advancement, identified three challenges within the scope of the issues in which civil society could contribute to the development of more democratic and sustainable practices. related to financial sustainability. 2 The 2013 CSO Sustainability Index for Central and Eastern Europe and Eurasia by United States Agency for International Development (USAID), June 2014, p.135 4 2013 CSO Sustainability Index, USAID, p.136 3 Republic of Macedonia Needs Assessment Report by Technical Assistance to Civil Society Organisations (TACSO), January 2014, p.12-13 6 7
On the ground: Three key challenges for civil society worked with stakeholders on the ground to identify three key challenges upon which to focus on: Policy-making & Advocacy Transparency & Accountability Involving civil society in the decision-making processes, supporting the protection Implementing anti-corruption processes, assessing impact and exposing abuses of human rights and developing the integration of marginalised communities of power!! Only 1 in 5 Macedonian citizens have participated in a civic initiative 5!! The Republic of Macedonia scored 45/100 in the Corruption Perceptions!! The Republic of Macedonia has dropped to number 72 in the Democracy Index9 Index6!! 68% of respondents to Global Corruption Barometer claimed political parties were corrupt / extremely corrupt in the Republic of Macedonia10 Financial Sustainability Decreasing the dependence on donor grants, mobilising local resources and developing social entrepreneurship 5 Participation in Civic Initiatives in Civic Engagement by Civic Engagement (supported through the USAID Civil Society Project and implemented by Foundation Open Society Macedonia), (http:// civicengagement.mk/#inicijativi)!! The most problematic factor for doing business in the Republic of Macedonia is access to finance7 6 Democracy Ranking 2014 (Scores) by David F. J. Campbell, Paul Pölzlbauer, Thorsten D. Barth, Georg Pölzlbauer, December 2014, (http://democracyranking.org/wordpress/ranking/2014/data/scores_of_ the_democracy_ranking_2014_a4.pdf)!! The Republic of Macedonia currently receives approximately 150,000,000 USD net official development assistance8 7 The Global Competitiveness Report 2014 2015, ed. by Prof. Klaus Schwab, 2014, p.254 8 Net official development assistance received, The World Bank, 2014 (http://data.worldbank.org/ indicator/dt.oda.odat.cd/countries/mk?display=default) 9 Corruption Perceptions Index 2014, Transparency International, 2014, p.4 10 Global Corruption Barometer 2013: Macedonia (FYR), Transparency International, 2013 (http://www. transparency.org/gcb2013/country/?country=macedonia_(fyr)) 8 9
Setting the scene for change: Our key activities have been: An empowered civil society is crucial to democracy, social cohesion, development and sustainability. For this reason the Macedonian Government has adopted a strategy for cooperation with civil society organisations, first initiated in 2007 and renewed in 2012 with an Action Plan covering the period 2012-2017. The first strategy supported the development of an enabling legal environment for civil society; however, the key barriers of advocacy, financial sustainability and transparency remained. Therefore the renewed strategy aims to further mechanisms of cooperation; engage civil society in economic development; and enable civic participation with regards to policy-making and EU integration processes11. A national competition for CSOs in Peer development on the ground in the the Republic of Macedonia to submit Republic of Macedonian and the United innovative ideas to tackle three Kingdom for competition finalists and traditional challenges. winners. Funded by the British Embassy in Skopje, sought to support capacity building in the civil society sector in order to develop their impact on the ground. Between June 2014 and March 2015, fostered links between Macedonian and British CSOs through peer-to-peer exchanges designed to share knowledge and best practices. Working at local, national and international level, supported the development of democratic values, international cooperation and self-reliance in Macedonian civil society. Four master-classes held in the Republic A continuous digital support network to of Macedonia on the challenge areas, led facilitate global collaboration between by international experts to build capacity. civil society representatives and other stakeholders. 11 Opening Space for Equal Partnership: Developing a Strategy for Cooperation of the Government with the Civil Society in the former Yugoslav Republic of Macedonia by EuropeAid (European Commission), November 2013, p.2 10 11
POLICY-MAKING AND ADVOCACY Advocacy does not have to be oppositional to the current context Changing the political environment is always challenging. You should work with what is available, representing marginalised communities but finding strategies to align this mission to a narrative consistent with the current political and social situation. In this way, you will nurture greater support with policy-makers and affect change sooner. has already indicated that it will provide a free space for the Victory Center. The Center will also collect concrete data from its users to support policymakers in presenting strong cases for healthcare Civil Society Peer Exchanges Winner reform with regards to breast cancer. Impact Achieved The Victory Center will improve the quality of life for women with cancer. It will raise awareness of the methods for cancer prevention and treatment, so that citizens are better able to identify, prevent and cope with the disease. Furthermore, the Center will ensure stronger representation of the interests of its target group amongst stakeholders and decision-makers at local and national level. The Victory Center CASE STUDY will become the flagship of a policy campaign and educational media initiative to raise awareness of the issue amongst citizens, policy-makers and other stakeholders. Victory Center The strength of the Victory Center is in its innovative approach within the country. Local government, peer CSOs in the region, health institutions With the development of the pilot Center in Sveti Nikole, the methodology will be exported to other regions across the Republic of Macedonia as a working example of how to support and care for women with cancer. Sveti Nikole (Republic of Macedonia); UK The Victory Center will be established by the Organization of Women of Municipality of Sveti Nikole to provide comprehensive care and support for women treated for and affected by cancer. It will be a haven for women in which they can seek psychosocial guidance and support but also a forum in which they can ensure their needs are understood and acted upon. Partnerships Developed Learning from the experiences and challenges of British peers advocating for similar advancements has inspired the Organization of Women of Municipality of Sveti Nikole to push forward real change given the international need for this solution. By aligning the value of the Victory Center with international healthcare campaigns, the Organization of Women of Municipality of Sveti Nikole will demonstrate that national policy can reach the levels of success achieved internationally in the field of Tools Used Working with local policy-makers to identify current healthcare initiatives, the women s healthcare. Center will align these with the needs of women suffering from breast cancer. By organising roundtable meetings for local policy-makers to connect directly with women suffering from breast cancer, the Center will develop effective working relationships to further healthcare for all citizens in Sveti Nikole. The local government 12 13
POLICY-MAKING AND ADVOCACY Map your stakeholders to identify who has influence, building a diverse coalition from policy processes, CSOs were given a significant role in the work of the DCB and represent four of its members. Impact Achieved Macedonian Harm Reduction Network (MHRN) and HOPS Success Stories provided technical assistance to support local authorities Different stakeholders will have different strengths. Clarify your vision and work backwards in accessing national and international experts, including to assess which actors at which stage can support you in reaching your goals. It is crucial the European Cities on Drug Policy Association, thereby to build a diverse coalition, representing a variety of interests. stimulating information exchange and know-how transfer. As a result, the DCB developed the first Local Drug Strategy of the City of Skopje (2008-2013), a comprehensive strategy that promotes a coordinated approach to treatment CASE STUDY and enforcement. The strategy includes efforts to prevent drug use and facilitate Network of Cities on Drug Policy Macedonian Harm Reduction Network, MHRN (Republic of Macedonia); City of Skopje (Republic of Macedonia) Skopje, Republic of Macedonia prevention, counselling, treatment, rehabilitation and re-socialisation as well as measures to reduce drug-related harm. Consequently, each year there has been a constant increase in budget allocations for the support of the Local Drug Strategy. The City of Skopje has been supporting projects in all these stated areas for several years now. On 19 February 2015, the Council of the City of Skopje approved the new Local Drug Strategy (2015-2020) and the Local Drug Action Plan (2015-2016). Partnerships Developed Network of Cities on Drug Policy ensured that drug policies were adapted to Eleonora Stojanovik, Project Developer for HOPS and President of MHRN, said: the social, political and cultural circumstances of communities. It empowered Collaboration with peers and stakeholders is the driving force of this initiative, deeply municipalities to develop their own feasible and pragmatic strategies to tackle drugs rooted in the principles of the Frankfurt Resolution and the experience of the European and drug-use problems. Cities on Drug Policy. By stimulating active participation and consensus-based dialogue, we have succeeded in strengthening the ability of communities to manage their own drug Tools Used use problems on a sustainable basis, through development cooperation. The Network of Cities on Drug Policy established a multi-agency, interdisciplinary body The Drug Coordinative Body of the City of Skopje (DCB) comprising 25 Eleonora Panchevska Nikolovska, Manager of the Unit for Social Security, Child and members. Healthy Options Project Skopje (HOPS) identified roles for all agencies Health Protection, City of Skopje, and Coordinator of the Coordinative Body on responsible for delivering services at local level for different aspects of drug use Drugs of the City of Skopje said: The Coordinative Body on Drugs of the City of Skopje issues. As the communities suffering the most from drug use are often excluded is open to share its experience in building strategic documents with other institutions and organisations. 14 15
FINANCIAL SUSTAINABILITY Agree priorities and develop joint strategies skill and training increases, Poraka Nasa will work with their British partner and develop the depth and range of products. Undertaking careful market analysis, Poraka Nasa will create a viable and flexible business plan that can adapt effectively to the current It is important not to view other CSOs as your competitors. Identify common goals and work together, thereby enhancing your skill base and utilising resources effectively. By sharing your networks as well, you will further collaboration opportunities and expand your impact and sustainability. Civil Society Peer Exchanges Winner marketplace. Impact Achieved The project will create a sustainable organisation with strong community and international links. The marketable skill level of each intellectually disabled worker will improve and thereby reap benefits for the Kumanovo marketplace. Poraka CASE STUDY Nasa will positively raise the profile of workers with intellectual disabilities in the Sustainable Social Enterprise Jennyruth Workshops (UK); Private community partners Kumanovo, Republic of Macedonia local community. It will also support the development of policy in the Republic of Macedonia in relation to the rights of individuals with disabilities, especially through social entrepreneurship. Partnerships Developed The relationship with Jennyruth Workshops in the United Kingdom is crucial to the project. Given their twenty years of experience in the field, they have agreed to Poraka Nasa will establish the Sustainable Social Enterprise that works with those support Poraka Nasa in developing this project by providing sample products which with intellectual disabilities to manufacture saleable products from donated wooden Poraka Nasa can then adapt and finalise for direct sale. Viewing the successes of waste material. The initiative will ensure that those with intellectual disabilities are Jennyruth Workshops has not only developed Poraka Nasa s own model but also involved in every aspect of the process from sales and design to manufacturing and given confidence to their Members, Board, and community in the need and potential administration. for this initiative. Tools Used Sustainable Social Enterprise will support those with intellectual disabilities by providing them with workplace skills, developing their proficiency in creating final products for sale. Profits gained from the sale of products will be reinvested to maintain equipment and acquire resources that cannot be donated. As the level of 16 17
FINANCIAL SUSTAINABILITY Diversify your income to achieve sustainability business sector, fundraising in their local communities and launching social entrepreneurial initiatives. Smart Kolektiv also works with policy-makers to further understanding of CSR and support the creation of an enabling policy Success Stories environment that would allow for the development of impactful business-cso partnerships. Do not rely on government grants or international donations. Identify both the expertise within your organisation and the likely users of such services or products. By expanding your revenue through initiatives such as service provision and social entrepreneurship, you will have greater control over your organisation and be able to plan for long-term, sustainable impact and development. Impact Achieved Over the past years, more than seventy CSOs in Serbia and the region have benefited from Smart Kolektiv s capacity building programmes for sustainability. These include trainings on cooperation with the business sector, mentorship support for developing entrepreneurial activities so as to achieve sustainability and networking support to establish partnerships between civil society and business peers. In order CASE STUDY to obtain optimal results in connecting two sectors, Smart Kolektiv has founded Pioneering corporate social responsibility and administrates a unique business network for corporate social responsibility the Responsible Business Forum. This Forum gathers twenty companies working in synergy to provide strategic support to their communities through philanthropy, Civil society, business and national government volunteering and pro bono assistance. Serbia Striving to lead by example, Smart Kolektiv diversifies its own sources of funding by providing CSR related services to companies, such as the development of CSR Smart Kolektiv fosters social innovation by creating stronger links between business strategies, facilitation of stakeholder dialogue, CSR reporting and development of and society. In a two-fold approach, they foster socially responsible practices within employee volunteering programmes. Putting its CSR expertise in use, Smart Kolektiv business and also support CSOs to develop skills and initiatives that improve their now obtains 30% of its overall budget from service provision. performance and sustainability. Partnerships Developed Tools Used Smart Kolektiv acts as the bridge between businesses and civil society. Working As one of the pioneering organisations of social innovation in Serbia, Smart Kolektiv with stakeholders to identify both their strengths and weaknesses, Smart Kolektiv focus on promoting the concept of corporate social responsibility (CSR) among supports them in understanding how they can utilise skills and approaches from businesses, CSOs, decision-makers and the wider public. They foster sustainability other sectors to drive forward positive economic and social development for society. in the civil society sector by supporting CSOs in strengthening partnerships with the 18 19
TRANSPARENCY AND ACCOUNTABILITY Build a strong case by presenting evidence in a compelling and accessible language, utilising a diverse range of tools Impact Achieved The CMC will serve as incubator of civil initiatives, awareness campaigns and other public outreach initiatives conducted by the civil organisations in the Republic of Macedonia. The CMC will increase the Civil Society Peer Exchanges Winner capacities of the Macedonian civil sector by giving To build transparency and accountability, you must raise awareness of democratic abuses amongst stakeholders. Keep your message clear, simple and focused, utilising innovative formats to gain attention and foster discussion. them a free of charge opportunity to develop their own unique media products, including videos, animations, web products and other forms of multimedia content, and use them for empowerment on various social issues. CASE STUDY Partnerships Developed The cooperation with Rural Media Company will be multidimensional, meaning Civil Media Centre that the partners will join forces to build the infrastructure for promotion of the concept of community videos and do-it-yourself media within Macedonian civil Rural Media Company (UK) society. Through this partnership, a platform for exchange will be established of know-how on media development between young individuals and CSOs from the Republic of Macedonia; UK Republic of Macedonia and the United Kingdom, with a special emphasis on the Developed by OXO, the Civil Media Centre (CMC) will be a place where individuals Roma population in both countries. and organisations, working on the protection of human rights, anti-discrimination, democratisation and youth activism, will gain access, training and resources for the creation of multimedia products for advocacy and empowerment. Tools Used The multimedia products generated through the CMC will serve as a tool for CSOs to influence and educate the wider public about the responsibilities of decisionmakers. It will also provide CSOs with an opportunity to promote their own agendas in front of the eyes of the public and policy-makers, making their message engaging and accessible. 20 21
TRANSPARENCY AND ACCOUNTABILITY Measure your social impact to demonstrate how your work affects change on wider social issues As representatives of citizens and society, CSOs must be transparent and accountable for their actions. Do not rely solely on qualitative evidence, document your impact in quantitative terms to increase your standing both amongst citizens and policy-makers. public use. This process reports only a narrow perspective on overall material value creation, which is prepared for a limited range of stakeholders the investors, those with a financial stake in the company. The SROI Network therefore increase organisational accountability by encouraging Success Stories organisations to measure, report and manage non-financial information about the impact or value of their activities. A full explanation of their seven principles is available on the SROI Network website: www.thesroinetwork.org/what-is-sroi. Impact Achieved The application of these principles leads an organisation to change the way they make CASE STUDY decisions about their services or product delivery, as well as reporting their activities Social Return on Investment and impacts in a more accountable and transparent way. The SROI Network is also promoting this accountability campaign across the world. They run training sessions for individuals interested in impact measurement to build capacity in accountability and transparency. Furthermore they are building a members community around SROI Network Members this concept to give a place and a voice for discussions on accounting for social value. UK and beyond Partnerships Developed The SROI Network, soon to be Social Value UK, is an international membership As an organisation that prioritises stakeholder engagement, the SROI Network organisation. They have members in 44 countries comprising businesses and social collaborates with its members and other bodies to develop the core message. enterprises, advisors, academics, funders, investors and policy-makers across all With its members, they have co-written guidance material for SROI based on their sectors forming a professional body. The SROI Network campaign to change the experiences of introducing the methodology; created national affiliated networks way the world is accounting for value. A central part of this is changing the way that in Spain, the Netherlands and Sweden amongst others to foster support and organisations are held accountable for their actions. collaboration. The Network has also created online resources that can practically help with improving an organisation s impact measurement such as the Starting Tools Used Out on SROI guide co-produced with members Hall Aitken. They also recently Social Return on Investment (SROI) is a framework of seven principles which are announced a formal collaboration with the Social Impact Analysts Association to used to measure, report and manage the social value of an organisation. Current form Social Value International the world s largest international social value statutory obligations on organisations mean that they are regularly required to network to develop transparency and accountability globally. report their financial value accounts to the board and publish them as available for 22 23
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csopeerex.euclidnetwork.eu #CSOMacedonia facebook.com/csopeerex The British Embassy in Skopje supported the creation of this publication within the project. The content of this publication does not necessarily reflect the position or the opinions of the British Embassy in Skopje.