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7.31.2023

How do I set up a project




 


Setting up a project can vary depending on the type of project you are working on. However, here are some general steps that you can follow to set up a project:

1.    Define the project scope and goals: Before starting any project, you need to clearly define what you want to achieve and what the project's purpose is. This will help you stay focused and ensure that the project is successful.


2.     Identify the resources needed: Once you have defined the project scope and goals, you need to identify the resources required to achieve those goals. This could include people, equipment, software, or other resources.


3.    Create a project plan: Develop a plan that outlines the tasks to be completed, the timeline for completion, and the responsibilities of each team member. The project plan should be detailed enough to provide direction, but flexible enough to accommodate changes as needed.


4.     Determine the budget: It's important to know how much the project will cost and where the funding will come from. This will help you stay within budget and ensure that the project is financially viable.


5.     Assemble the project team: Identify the people who will be working on the project and make sure everyone is clear on their roles and responsibilities. This will help ensure that the project is completed on time and within budget.


6.     Set up communication channels: Establish effective communication channels for the team to use to stay in touch with one another. This could include regular meetings, email, chat, or other communication tools.


7.     Implement the project plan: Once everything is in place, it's time to put the project plan into action. This involves completing the tasks outlined in the plan, monitoring progress, and making adjustments as needed.

By following these steps, you can set up a solid foundation for your project and increase the chances of success.

Европа во школо во РМ



Формирање на Македонски Национален Комитет на Европа во школо

Националниот Комитет на Европа во школо се конституираше на 1 април 2004 година. Како членови се делегирани претставници од следниве институции:

Министерство за образование и наука – Веселинка Иванова

Биро за развој на образование – Софка Коцева, Петре Наневски и Блага Панева

Балканска фондација за деца и млади – Агон Демјаха

Европска куќа Скопје – Тони Масевски и Зоран Димитров

Агенција за млади и спорт – Виолета Живковска

Младински комитет на Европски парламент – Јован Ценев

Сојуз на ликовни педагози на Македонија – Пане Коцевски

Сојуз на друштва за македонски јазик и литература – Гоце Цветановски

Сектор за Европски интеграции на Влада на РМ – Јордан Гиров

Националното жири во состав:

Ликовна конкуренција

Тони Масевски – Генерален секретар на Европска куќа Скопје

Петре Наневски – Биро за развој на образование

Д-р Фехим Хусковиќ – доцент по методологија на ФЛО и истакнат ликовен творец

Глигор Васков – лице од праксата

Литературно жири

Блага Панева – советник по литература

Флорита Ерновска – лице од праксата, наставник по литература и македонски јазик

Ана Чокрева – Европска куќа Скопје

Милорад Стефановски – лице од праксата

Европа во школо 2004

Конкурс за натпреварот Европа во школо 2004

Конкурсот за натреварот Европа во школо беше отворен од 12 до 17 април 2004 година. Беше издаден леток и плакат со кои се промовираше напреварот.

Пилот натпревар

Натпреварувањето се одвиваше во Ликовна и Литературна  конкуренција, тема на изразување беше „Разбирање на Европа преку културата и спортот“.

Во пилот фазата на натпреварот по случаен избор беа одбрани следниве средни училишта:

Гимназија „Јосип Броз Тито“

Гимназија „Раде Јовчевски Корчагин“

Гимназија „Орце Николов“

Гимназија „Ѓорѓи Димитров“

Гимназија „Зеф Љуш Марку“

ДСУ „Панче Арсовски“

ДСУ „Васил Антевски Дрен“

ДСУ „Марија Кири Склодовска“

ДСУ „Методија Митевски Брицо“

ДСУ „Цветан Димов“

Натпреварот опфати ученици од до IV година.

 Во сите училишта беа формирани локални жири комисии, составени од наставници по литература и ликовно воспитување. Локалните комисии беа задолжени да одберат по три дела кои подоцна ги доставија до Националната комисија.

Во продолжение се наведени локалните комисии по училишта:

Ликовно

Училиште

Литература

Кристина Битракова

Гимназија

„Јосип Броз Тито“

Светлана Саздовска

Раде Аџигоговски

Гимназија „Раде Јовчевски Корчагин“

Роза Никодиноска

Снежана Крсевска

Гимназија

„Орце Николов“

Тамара Ќупева

Лидија Ѓуриќ-Пејковска

Гимназија

„Ѓорѓи Димитров“

Виолета Стојановска

Сами Аметај

Гимназија

„Зеф Љуш Марку“

Исни Јакупи

Олгица Антовска

ДСУ „Панче Арсовски“

Валентина Јорданова

Маргарита Киселичка

ДСУ

„Васил Антевски Дрен“

Владанка Симоновска

Сашка Андреевска

ДСУ „Марија Кири Склодовска“

Тања Белчева

Јагода Петковска

ДСУ „Методија Митевски Брицо“

Зорица Паневска

Ана Кондовска-Вишинска

ДСУ „Цветан Димов“

Светлана Нацкулова

Ајтен Кардиу

Резултати од Натпреварот

Ликовна конкуренција

1 место: Младен Цветков, Гимназија „Јосип Броз Тито“

2 место: Ивана Јовановска, ДСУ „Панче Арсовски“

3 место: Марија Стојановска, Гимназија „Ѓорѓи Димитров“

Литературна конкуренција

1 место: Станко Илиќ-Попов, ДСУ „Панче Арсовски“

2 место: Виктор Јовановски, Гимназија „Раде Јовчевски Корчагин“

3 место: Бранка Доневска, Гимназија „Јосип Броз Тито“

Прослава на „9-ти мај – Денот на Европа“ и церемонија за прогласување на победници во натпреварот Европа во школо 2004

Промоцијата на проектот Европа во школо во Р.Македонија се одржа во Гимназијата „Јосип Броз Тито”, на 8 мај 2004 година, по повод „Денот на Европа”.

Во програмата, со излагање на тема „Обединета Европа - Од идеја до реалност”, зема учество Амбасадор Јован Теговски – Советник за односи со ЕУ во Министерство за надворешни работи. Пригоден збор на манифестацијата даде и Амбасадорот на Делегација на Европска комисија во Р.М. Г-дин Донато Киарини. Следуваше презентација на Генералниот Секретар на Европска куќа Скопје, Тони Масевски за проектот „Европа во школо”, и неговото имплементирање во Р.Македонија.

Во рамките на промоцијата се одржа и церемонија за доделување награди на првонаградените ученици во ликовна и литературна конкуренција.

Наградите на победниците им беа врачени од страна на Каролина Гочева.

Приредбата беше збогатена со изведба на две музички нумери од хорот при ДСУ„Панче Арсовски” и изложба на фотографии од Срѓан Јаниќиевиќ.

Проектот „Европа во школо“ во иднина треба да прерасне во годишен натпревар кој ќе се одржува во сите основни и средни школи во Р.Македонија.

Напомена: Соработката со „Агенција за млади и спорт“ – финансиска помош и „Биро за развој на образование“ – стручна помош.























 

 

Project Title: Empowering Youth with Disabilities through Entrepreneurship (EYDE)


Project Summary: The Empowering Youth with Disabilities through Entrepreneurship (EYDE) project aims to promote the social and economic inclusion of youth with disabilities by providing them with entrepreneurship training, mentorship, and access to funding. The project will be implemented through a partnership between the public and private sectors, including government agencies, non-profit organizations, and private companies.


Project Objectives:

1.    To provide entrepreneurship training to 50 youth with disabilities aged 18-30 in the pilot phase, with the goal of helping them develop the skills and knowledge needed to start and run a successful business.
2.    To provide mentorship to the youth with disabilities during the pilot phase, connecting them with experienced entrepreneurs who can offer guidance and support as they develop their businesses.
3.    To provide access to funding for the youth with disabilities in the pilot phase, allowing them to secure the necessary capital to start or expand their businesses.
4.    To promote greater awareness of the potential of youth with disabilities to be successful entrepreneurs, and to help break down stereotypes and negative attitudes towards this population.

Project Activities:

1.    Conduct a needs assessment to identify the specific challenges and barriers faced by youth with disabilities in starting and running a business.
2.    Develop an entrepreneurship training curriculum tailored to the needs of youth with disabilities, with input from stakeholders from both the public and private sectors.
3.    Recruit and select 50 youth with disabilities aged 18-30 to participate in the pilot phase of the project.
4.    Provide entrepreneurship training to the youth with disabilities, using a combination of in-person and online learning methods.
5.    Connect the youth with disabilities with experienced entrepreneurs who can serve as mentors, offering guidance and support as the youth develop their businesses.
6.    Provide access to funding for the youth with disabilities in the pilot phase, through a combination of grants, loans, and crowdfunding campaigns.
7.    Monitor and evaluate the progress of the youth with disabilities, assessing the impact of the entrepreneurship training, mentorship, and funding on their businesses and their overall well-being.
8.    Promote the successes of the youth with disabilities, sharing their stories through social media, events, and other channels to help break down stereotypes and negative attitudes towards this population.

Project Outcomes:

1.    50 youth with disabilities will receive entrepreneurship training, mentorship, and access to funding, improving their skills, knowledge, and access to capital.
2.    30 new businesses will be started by the youth with disabilities in the pilot phase, creating jobs and promoting economic development.
3.    Greater awareness of the potential of youth with disabilities to be successful entrepreneurs will be promoted, helping to break down stereotypes and negative attitudes towards this population.
4.    The public and private sectors will collaborate to support the social and economic inclusion of youth with disabilities, setting a precedent for future partnerships and initiatives aimed at promoting inclusion.

Budget: The total budget for the EYDE project is estimated at $250,000, with funding from both public and private sources. This includes costs associated with developing the entrepreneurship training curriculum, providing mentorship and funding to the youth with disabilities, and monitoring and evaluating the project outcomes. The project will be implemented over a period of 12 months, with the option to extend the pilot phase based on the evaluation results.

Conclusion: The EYDE project offers a unique opportunity to promote the social and economic inclusion of youth with disabilities through a collaborative partnership between the public and private sectors. By providing entrepreneurship training, mentorship, and access to funding, the project aims to empower youth with disabilities to start and run successful businesses, creating jobs and promoting economic development while also challenging negative attitudes towards this population. With careful planning and implementation, the EYDE project has the potential to set a precedent for future initiatives aimed at promoting the inclusion of marginalized groups through active approaches. By demonstrating the effectiveness of public-private partnerships in promoting entrepreneurship among youth with disabilities, the project can inspire similar collaborations in other areas of inclusion.


Zoran Dimitrov

7.11.2023

Habitat’s theory of change

 Habitat for Humanity is a non-profit organization that works to provide safe and affordable housing to people in need around the world. Habitat’s theory of change is based on the following principles:

  1. Building Strength, Stability, and Self-Reliance: Habitat believes that affordable housing is a critical foundation for families and individuals to thrive. By providing safe and decent housing, Habitat aims to help families achieve greater stability and self-reliance.

  2. Holistic Approach: Habitat recognizes that safe and affordable housing alone is not enough to break the cycle of poverty. Therefore, the organization takes a holistic approach that includes supporting access to healthcare, education, and employment opportunities, as well as providing financial literacy training and other resources.

  3. Advocacy: Habitat advocates for policies that promote affordable housing and support the needs of low-income families and communities.

  4. Partnership: Habitat works in partnership with communities, volunteers, donors, and other organizations to achieve its goals. By bringing together diverse stakeholders, Habitat aims to build stronger and more resilient communities.

  5. Innovation: Habitat is committed to innovation and continuous improvement in its programs and services. The organization is constantly exploring new ways to provide safe and affordable housing and support families and communities in need.

Through these principles, Habitat’s theory of change is to create a world where everyone has a safe and decent place to live, where families and communities can thrive, and where poverty and homelessness are eliminated.

3.14.2023

Budget of an MFI

 MFI stands for Microfinance Institution, which is a financial institution that provides small loans, savings, and other financial services to low-income individuals and micro-entrepreneurs who typically lack access to traditional banking services.

The budget of an MFI would depend on a variety of factors, including the size and scale of the institution, its business model, its target market, and its funding sources.

Typically, the revenue of an MFI would come from the interest charged on loans, fees charged for other financial services, and possibly donations or grants from foundations or government agencies.

On the expense side, an MFI's budget would include costs related to managing the loan portfolio, operating branches or field offices, and providing technical assistance and training to borrowers. Other expenses might include salaries and benefits for staff, rent and utilities for office space, and costs associated with technology and communication.

Managing the budget of an MFI is a critical aspect of its sustainability and success, as it allows the institution to operate efficiently and grow while maintaining strong financial performance. MFI's often need to balance the need for profitability with the desire to serve low-income clients and promote financial inclusion in their communities.

3.04.2023

Macedonia – a forgotten country?


IVAN TOROV

That’s how it is. Life isn’t fair, and reality demands a compromise. These are the words that Erwen Fouréré, the long-standing EU ambassador to Skopje, a witness and occasional actor in Macedonia’s troubles, addressed to his hosts, warning them that the time to reach a deal with Greece over Macedonia’s name was fast running out.

A month from now the EU will decide whether Macedonia, after five years of candidate status, will be given the date for starting negotiations on finally joining the EU. In Macedonia itself, however, there is a gloomy atmosphere of unfulfilled expectations. It is as if the Macedonian government and public have come to accept that Macedonia will draw the short straw in the ‘wrestling match’ at the EU summit in June.

It is most likely, indeed, that the setting of the date will again be postponed, hopefully until the end of the year, less optimistically for an indeterminate period. The formal explanation will be the slowing down, indeed end of reforms; but in reality it is the failure to reach an agreement with Greece over the country’s name. The conflict with which Greece has burdened Macedonia, and which until quite recently was merely a ‘technical problem’ that did not affect Macedonia’s progress towards EU and NATO membership, has in the meantime grown into an ‘unavoidable obstacle’. Or rather, into Brussels’s political ultimatum. It is true that the issue of the name does not appear as a formal condition; but when it comes to choosing between a state that already is a member (Greece) and a state that wishes to become one (Macedonia), there will be no dilemma. Despite sympathy for Macedonia and irritation with the Greek economic assault on EU stability, Macedonia will get short shrift. The offence will be chalked up against the weaker side, although everyone knows full well that the stronger one, which sets the rules, has been playing a highly destructive game.

Though Brussels officials hope for some turnaround by mid-June, its chances are nil. The Macedonian-Greek negotiations on Macedonia’s name reached a dead end several months ago, so that a change in the coming weeks would be truly miraculous. The long-standing American UN mediator in this conflict, Matthew Nimetz, does not believe in a sudden change either, and has been postponing the restart of negotiations. For sure, at the beginning of the this year there was a hope that ‘Republic of Northern Macedonia’ might, under certain conditions, be acceptable to both sides. But it vanished the moment the Greeks ‘explained’ that the change of name from Macedonia to Northern Macedonia would oblige the country to change also its national identity, its language, its constitution, its national anthem and its state emblem and flag – a recasting in fact of the whole of its history and culture.

The Macedonians interpreted this Greek ‘shopping-list’ in the only possible way – as the introduction of a Greek protectorate. The idea consequently, and logically, died even before it had been officially endorsed. A section of Macedonian public opinion, and certain political circles in Skopje, were initially positively inclined towards the name ‘Northern Macedonia’. But when the Greeks upped their demands, the Macedonians responded by reviving the old idea of a referendum on the name, the negative outcome of which is beyond doubt.

Greece responded to the idea of ‘letting the people decide’ by accusing Macedonia of blocking its ‘cooperation’ and ‘good will’ in the search for a ‘mutually acceptable compromise’. In fact, Greece is in no hurry (though one might think differently, given the seriousness of its crisis), all the more so because it has finally and without much effort won the support of EU leaders for its irrational national campaign, despite the fact that its economic and financial policy has brought into question the very survival of the euro and of the European Union. Athens can allow itself the luxury of simultaneously relaxing its chronic inter-state tensions with Turkey, thus winning the sympathy of Brussels and Washington, and assuaging European frustrations with the consequences of the Greek economic collapse. Turkey is more important to the international community than Macedonia, and the Greek prime minister can therefore afford to risk the wrath of Greek nationalists at his dialogue with Turkey. The tightening of the screw on its ‘unreasonable’ Macedonian neighbour comes as a recompense to the nationalists, at a time of real danger that the domestic crisis might unite the social and nationalist revolts into a powerful anti-government and anti-EU movement. This is why the so-called red line of Greek national interests is being maintained against the small and weak Macedonia, a line that Prime Minister Papandreas will not dare to cross.

But whereas Greece, therefore, may be in no hurry to reach a settlement with Skopje (not least because the very maintenance of mutual tensions causes serious internal trouble for Macedonia), one would expect Macedonia itself to be keen to arrive at a settlement that would unfreeze its current status as a forgotten country, and put it on the path to membership of the EU and NATO. This, however, does not appear to be the case.

The long and exhausting ‘war’ with Greece has created a situation of near-complete lethargy, with elements of indifference. The economic crisis is deepening, investors are avoiding the country as too risky, the social situation is increasingly hopeless, reforms have practically ceased, the prospects for Euro-Atlantic integration are receding – all this is creating anew a deep political crisis characterised by growing tensions between the country’s Macedonian majority and Albanian minority.

Instead of intensifying diplomatic activity, the government headed by Nikola Gruevski (VMRO- DPMNE) seems to have opted instead for a tactic of silence combined with anticipation, guided by a strange logic that time is in fact on Macedonia’s side. The idea being, it seems, that Europe will in time tire of Greek nationalist belligerence and arrogance, if not because of the Greek tactic of systematically undermining Macedonia, then because of the catastrophic effect of Greek economic mismanagement on European stability. Pursuing a tactic of ‘mutual attrition’, Macedonian nationalism in the form of a ‘return to antiquity’ has been offered as a response to Greek nationalism (though the intensity of the search for a new ancient Macedonian identity has somewhat diminished). Convinced that truth and justice is on its side, the government appears no longer interested in finding friends and allies abroad, and it is here that the main reason for the current near-total marginalisation of the country’s international position should be sought.

An ideological war is instead being waged against internal critics, with the government using its media to indict ‘traitors’, those who ‘favour selling the national spirit and dignity’ (i.e. argue for continuation of dialogue with Greece), and this is turning the Macedonian political scene into an arena of permanent confrontation. There is a real danger that, in the absence of a speedy internal political agreement, Macedonia could easily revert to the situation that pertained on the eve of the armed conflict between the authorities and mutinous Albanians in 2001.

Prime Minister Gruevski is no longer preoccupied with Athens, Brussels and Washington, but with the fanning of domestic conflict in order to hold off the Macedonian and Albanian political opposition and to create a suitably nationalist atmosphere for winning a new mandate at the increasingly likely early elections. With this in mind, the critics of the Macedonian government agree that it is, in fact, not in its interest to reach a compromise with Greece. Gruevski’s coalition government, involving the leader of the Albanian national community Ali Ahmeti, is on the point of collapse, as both sides contest the Ohrid Agreement that ended the war in 2001, the ruling party arguing that it gave too much to the Albanians while the Albanians believe that federalisation of the state offers the only way out of the crisis. The situation has become so confused that no one in Skopje can confidently predict what will come first: early elections with a new political configuration, or a new conflict between Macedonian and Albanian nationalists.

Macedonia, which back in the 1990s was a bright spot in the sea of Balkan troubles, appears today to be losing a sense of orientation, having been left to itself through its own but primarily through international fault.

In a situation of growing external pressure on Macedonia to capitulate on the name issue, with Greece sticking to its maximalist demands, and with Brussels irresponsibly willing to sacrifice Macedonia by letting it drown in internal troubles and using it as small change in Balkan trade-offs, few in Skopje can argue with any degree of confidence that the European idea retains its earlier dominant appeal. The growing impression is rather that the Euro-Atlantic enthusiasm is being slowly and steadily exhausted.

 
Translated from Peščanik website by Bosnian Institute, 26.05.2010.

Peščanik.net, 24.05.2010.

 


2.22.2023

Communication in non-governmental organizations

 Communication is a vital aspect of non-governmental organizations (NGOs) that operate in various fields, including health, education, human rights, and environmental protection. Effective communication within NGOs is essential to building relationships with stakeholders, mobilizing resources, and achieving organizational goals. In this paper, we will discuss communication in NGOs, including the importance of communication, the challenges NGOs face in communication, and strategies NGOs can use to improve communication.

Importance of Communication in NGOs Communication plays a crucial role in the functioning of NGOs. NGOs rely on communication to establish partnerships with other organizations, mobilize resources, and build networks with stakeholders. Communication is essential for disseminating information about an NGO's activities and for generating public support for the organization's mission. Effective communication within NGOs is also essential for managing internal operations and ensuring that all stakeholders are aligned and working towards the same goals.

Challenges of Communication in NGOs NGOs face several challenges in communication. One of the most significant challenges is the lack of resources to invest in communication infrastructure and expertise. Many NGOs operate on limited budgets and struggle to devote resources to communication, leading to difficulties in reaching their target audiences effectively.

Another challenge for NGOs is the complexity of their messages. NGOs often deal with complex issues that are difficult to communicate to a broad audience. Communicating complex information requires specialized skills and resources, and many NGOs struggle to find the expertise to effectively convey their messages.

Finally, NGOs also face challenges in building trust with stakeholders. NGOs often work in sensitive areas, and their messages can be met with skepticism or distrust. Building trust requires effective communication strategies that engage stakeholders and demonstrate the organization's commitment to its mission.

Strategies for Effective Communication in NGOs Despite these challenges, NGOs can employ various strategies to improve communication and overcome these challenges. Some of these strategies include:

  1. Building partnerships: NGOs can build partnerships with other organizations, media outlets, and individuals to help amplify their message and reach a broader audience.

  2. Creating compelling messages: NGOs can work to create compelling messages that are easy to understand and resonate with their target audience. This requires an understanding of the target audience and the issues that matter to them.

  3. Leveraging technology: NGOs can leverage technology to reach a broader audience and streamline communication processes. Social media, email newsletters, and online platforms can all be effective tools for NGOs to communicate with their stakeholders.

  4. Developing communication expertise: NGOs can invest in building internal communication expertise or working with external communication consultants to develop effective communication strategies and messaging.

Conclusion Communication is a critical component of NGO operations, and effective communication strategies are essential to building partnerships, mobilizing resources, and achieving organizational goals. NGOs face several challenges in communication, including limited resources, complexity of messages, and building trust with stakeholders. However, by employing strategies such as building partnerships, creating compelling messages, leveraging technology, and developing communication expertise, NGOs can improve communication and increase their impact.

European House Skopje is an NGO in Macedonia that promotes European values, democracy, human rights, and regional cooperation. Its...