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IMPROVING HUMAN SECURITY FOR VULNERABLE COMMUNITIES IN SOUTHWEST SERBIA

FULL PROPOSAL For the UN Trust Fund for Human Security (UNTFHS ）

UN Country Team in Serbia

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AcronymsCSO Civil Society OrganizationCPs Collection Points CRDA Community Revitalization through Democratic Action EC European CommissionEU European UnionFOS Friends of the SandzakGOS Government of Serbia HSU Human Security UnitIDPs Internally Displaced PersonsJP Joint ProgrammeJPM Joint Program Manager LSG Local Self GovernmentMDG Millennium Development GoalMOV Means of VerificationNGO Non-Government OrganizationNSDS National Sustainable Development Strategy OVI Objectively Verifiable IndicatorsPPES Preparedness and Planning Program PUC Public Utility Company RHDR Regional Human Development ReportTOR Terms of ReferenceUNDAF UN Development Assistance FrameworkUNDP United Nations Development ProgrammeUNFPA United Nations Population’s FundUNHSTF United Nations Human Security Trust FundUNOHCHR United Nations Office of the High Commissioner for Human RightsUNOPS United Nations Office for Project ServicesUSAID US Agency for International DevelopmentWHO World Health Organization

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Table of ContentsAcronyms.......................................................................................................................................................2

1 Basic data/ Summary.............................................................................................................................4

2 Executive summary................................................................................................................................4

3 Introduction and rationale for funding from the UNTFHS....................................................................5

4 Context...................................................................................................................................................7

4.1 Past and current activities..............................................................................................................7

4.2 National and local government commitments...............................................................................8

4.3 Project identification and formulation...........................................................................................9

4.4 Beneficiaries..................................................................................................................................9

5 Project details.......................................................................................................................................11

5.1 Goals and objectives....................................................................................................................11

5.2 Outputs and activities...................................................................................................................11

5.3 External factors/risk.....................................................................................................................18

6 Sustainability........................................................................................................................................18

7 Implementation and partnership strategy.............................................................................................20

8 Dissemination, public affairs and communications.............................................................................21

9 Monitoring and evaluation plan...........................................................................................................21

10 Administration and financial management......................................................................................22

10.1 Management structure and financing arrangements....................................................................22

10.2 Financial reporting.......................................................................................................................23

10.3 Substantive reporting...................................................................................................................23

10.4 Work plan.....................................................................................................................................23

11 Budget..............................................................................................................................................23

Annex 1 (Budget).........................................................................................................................................24

Annex 2 (Logical Framework).....................................................................................................................25

Annex 3 (Assumption/Risk Log).................................................................................................................34

Annex 4 (Work Plan)...................................................................................................................................37

Annex 5 Additional Information on Implementation Activities and Arrangements...................................40

Annex 6 (Letters of Support).......................................................................................................................49

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1 Basic data/ Summary

Date of submission 29 June 2012Benefitting country and location Serbia (southwest region)Title of the project Improving Human Security for Migrants & Vulnerable

Communities in southwest Serbia Duration of the project 24 monthsExecuting UN organizations (incl. contacts in field offices)

UNDP Country Office Serbia (executing)UNOPS Europe and Middle East Office (executing)WHO Country Office Serbia (executing)UNFPA (executing)

Non-UN executing partner Commissioner for Protection of Equality Ministry of Environment, Mining and Spatial Planning Ministry of Human and Minority Rights, Public Administration and Local Self-GovernmentOmbudsmanSerbian Office for EU integrationMunicipality of Novi Pazar

Project budget including PSC USD 2,859,659

2 Executive summarySouthwest Serbia, commonly known as the Sandzak, is one of the most deprived areas in Serbia. It is home to a number IDPs, refugees and returnees under the readmission agreements. Living conditions of the Roma community are particularly hard. Although the Sandzak is among the youngest regions in Serbia (more than 50% of population is under the age of 30), the youth unemployment rate is 60%.The region is ethnically mixed and the two largest ethnic groups, Bosniaks and Serbs, are divided internally and disenfranchised by the central government. There is a threat of inter-ethnic and intra-communal conflict.

In order to address these problems, the UN Team in Serbia will pioneer an innovative and scalable model that will employ, engage and empower vulnerable groups in southwest Serbia.

This project will create jobs that will generate household income, secure access to public and social services, and promote community cohesion which will collectively enhance and strengthen human security in southwest Serbia. It will set the ground for a widespread behavioral change and for increased citizen’s engagement in community related matters.

The main project deliverables include: establishment of a formal recycling and waste collection center and cooperative, enhancement of the inter-ethnic dialogue and human rights through art, sports, culture and education and improvement of the access to services related to citizenship rights and documentation.

Beneficiaries are politically disenfranchised, socially excluded and economically and culturally unempowered individuals and households in Novi Pazar and other municipalities in southwest Serbia, especially the women, youth and Roma. The number of direct beneficiaries is estimated at 60,000 women and men.

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3 Introduction and rationale for funding from the UNTFHS

Southwest Serbia borders Montenegro, Bosnia & Herzegovina and Kosovo1, and is one of the poorest regions2 in the country. In 2011 Serbia conducted its first census in a decade. Preliminary census results report 229,382 people in the Sandžak, a majority, 60%, of whom are Bosniaks, followed by 38% Serbs and 2% other ethnicities3.

In 2005, The International Crisis Group (ICG)4 wrote that southwest Serbia was “vulnerable and a possible flashpoint of new violence.” Four years later, little had changed, and as a result two dozen diplomats joined U.S. Ambassador Cameron Munter in founding the “Friends of the Sandžak (FOS).” FOS provides a forum that has allied the external partners, focusing their development interventions on a region that is politically and economically isolated from Belgrade and the rest of Serbia.

The ethnically diverse populations in the Sandzak communities “co-exist,” living alongside one another, studying and working in common institutions and/or organizations, but in segregated communities. Neighborhoods are divided along ethnic lines, and tensions are rising.

The threat of inter-ethnic and intra-communal conflict is still simmering after a decade, and now the threat of regional conflict directed by the south at the north (Belgrade) is also increasing. The populations in the south are collectively disenfranchised from central government in Belgrade.5 Communities across southern Serbia, complain about the lack of demonstrable and deliberate action on the part of central Government. Following the tragic assassination of Prime Minister Zoran Djindjic in 2003, the succession of governments that has followed has invested relatively little in regional development. Between 2003 and 2008, the Government invested 11.8% of total state aid in regional development and in reducing regional disparities.6 A fraction of this sum was invested in the south. Multi-laterals and bi-laterals provided €460.9 million in development assistance to Serbia between 2000 and 2009 – of this, less than 3% was invested in south and southwest Serbia.7

According to recently-completed social science research, the divisions between the center and the periphery are growing wider, not narrower. Southern Serbia is struggling with political, social and economic disenfranchisement, and as a result, the sense of “belonging” is fraying. The state has not invested in the social or economic development of the region, and communities report increasing dissonance in their-own allegiance to state institutions.8 Many distrust that laws will be applied fairly and evenly, and clerics in southwest Serbia have openly called for citizens to eschew paying taxes. 1 UN Security Council Resolution 12442 Word “region” in this document is used as a geographical term3 Serbia Official Census 20024 Serbia’s Sandzak – Still Forgotten, ICG, 2005; The troubles of Sandžak, Economist, 27 August 20115 Bacevic, Jana; Bancroft, Ian; Fridman, Orli; and, Tosic Jelena. The Conflict and its Aftermath in South Serbia – Social and Ethnic Relations, Agency and Belonging in Presevo and Bujanovac. October 2011. Center for Comparative Conflict Studies (CFCCS), the Faculty of Media and Communications (FMK), Singidunum University. Belgrade, Serbia. 6 Serbia 2009 Development Report (p.64)7 Infante, William and Martins, Adriano. Development Assistance in Southern Serbia: Has it made a Difference. Unpublished paper, Sept. 2010. Belgrade Serbia8 Bacevic, Jana; Bancroft, Ian; Fridman, Orli; and, Tosic Jelena. The Conflict and its Aftermath in South Serbia – Social and Ethnic Relations, Agency and Belonging in Presevo and Bujanovac. October 2011. Center for Comparative Conflict Studies (CFCCS), the Faculty of Media and Communications (FMK), Singidunuum University. Belgrade, Serbia.

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Consequently, this multiethnic region is moving away from Belgrade, and in 2010 a chorus of calls for greater autonomy came from Sandzak’s political and religious leaders.

Autonomy is vague and ill-defined in the vernacular of the local politicians. Yet, calls for autonomy reflect the profound frustration that the region is experiencing as a result of sustained political, social and economic neglect.

Different minority groups in southwest Serbia are highly vulnerable – notably Roma. Over the past two decades the region has experienced several different periods of influx - refugees fleeing Croatia during the war in the mid-nineties, and later Internally Displaced Persons (IDPs) from Kosovo in 1999. More recently, groups of returnees have arrived in southwest Serbia after failing in their efforts to secure economic asylum in the European Union. According to EU estimates, more than 9,000 people were repatriated to Serbia from EU member states between 2009 and 2011 – a comparable number is purportedly awaiting repatriation9.

Although there are no reliable statistics about the number of returnees currently living in southwest Serbia, one local NGO estimates that 50,000 people have returned to Sandžak since 2000, and most have settled in Novi Pazar and Sjenica10.

Population in the Sandzak region is predominated by the younger age groups: nearly one half of population is under age of 30. The young population is continuously pressing the labor market for new jobs, resulting in very large labor inflows mainly toward the unemployment pool. The percentage of unemployed youth is almost 60%, while employment rate of youth is below the national average (about 12, 1%) with participation rate at the labor market of nearly 40%. Disturbing fact is that nearly 95 % of all young workers with primary education are informally employed. Nearly a half of young people (between the ages of 15 and 24) are neither employed, nor in education, or training.

Human Security in Southwest Serbia

Southwest Serbia has the highest poverty rate estimated at 30%. It is the poorest performing region with real growth of 5% over the 8 years from 2001-200811. This is due to a history of underinvestment, poor physical, social and educational infrastructure, the collapse of socially owned enterprises, and brain-drain through out-migration from the region. This leaves limited business opportunities and a general lack of private investment. As a result, the unemployment rate in southern and eastern Serbia is 24.8%, with joblessness as high as 60% in communities, such as Tutin, on the southernmost border of Sandzak12. According to the UNHCR13 among the neediest persons are the approximately 4,100 individuals (900 refugees from Croatia and Bosnia and 3,200 persons displaced from Kosovo) who still live in 42 collective Centers throughout Serbia. Tens of thousands of other refugees and IDPs live in substandard temporary housing or in illegal settlements, with little more than basic shelter, and often without access to water, electricity or land on which to grow their own food.

9 Center for Protection of and Assistance to Asylum Seekers, Vecernje Novosti, 19 October 201110 Serbian Returnees Left to Fend for Themselves in Sandžak, BIRN, Zoran Maksimovic, 201111 Serbian 2008 Household Budget Survey12 Conversation – Tutin Mayor Gegic, Bajro with UNRC William Infante 201113 UNHCR Global Appeal 2011 (update) – Serbia, 1 Dec 2010

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IDPs are at higher risk of disease due to joblessness and poor living conditions, and therefore increased stress. According to a recent UNHCR survey14 24.1% of IDPs suffer from chronic diseases, while 8.5% are classified as disabled. According to the UNHCR15 , the risk of exposure to HIV and other sexually transmitted diseases is linked to the sexual behavior of IDP youth and to their knowledge about HIV/AIDS. Compared to the youth in the general population and taking into account the higher percentage of Roma in the IDP population, IDP youth are at higher risk of HIV and other sexually transmitted diseases, in relation to more frequent sexual experience with random partners, less frequent use of condoms with such partners, caring less about their health .Often, IDPs do not have access to formal healthcare or Government assistance due to a lack of proper documentation. The UNHCR survey found that 8% of households reported lacking one or more basic documents (identity card and birth certificate). The fraction of individuals at risk of statelessness is twice as high among Roma, especially those that fled from Kosovo in 1999, who are facing multiple deprivations: economic exclusion, exclusion from social services and exclusion from participation.

The contemporary history of conflict in southwest Serbia is marked by economic, political and religious features. Most in the Bosniak community distrust the national government. This distrust originates in the 1990s conflicts, but has grown because a succession of national governments has neglected socio-economic issues, notably unemployment.

4 Context

4.1 Past and current activities The United Nations, the EU, and other international and bi-lateral organizations have implemented a succession of projects to address chronic underdevelopment in southwest Serbia. Between 2005 and 2009, the UNDP implemented the EU and Swiss-funded “Municipal Development in Southwest Serbia” (PRO I & II) which sought to strengthen local governments, promote socio-economic development and improve living standards. UNOPS is currently implementing the successor EC-funded programme “European Partnerships with Municipalities Programme” (EU–PROGRES) that is building municipal capacity. USAID has invested through a succession of programs, beginning in 2001 with Community Revitalization through Democratic Action (CRDA), and the recently-concluded Preparedness and Planning Program (PPES) which addressed local-level disaster management and resilience. Virtually all of the projects that have been implemented to date have focused on municipal capacity-building, socio-economic development, or disaster preparedness. Few if any have focused on inter-ethnic and inter-cultural dialogue, and none has worked to bridge the widening divide that separates the Sandzak and rural Serbia, from national government in Belgrade. This project will address the full scope of human insecurities. It recognizes the multi-dimensional character of security threats – including but not limited to violent conflict and extreme impoverishment – as well as their interdependencies (both sectorally and geographically). In particular, this project will attribute equal importance to civil, political, economic, social, and cultural rights.

14 Assessment of the needs of internally displaced persons in Serbia, UNHCR, February 201115 HIV Risk Survey among Young Internally Displaced Persons UNHCR,UNICEF,UN Theme Group on HIV/AIDS, 2010

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The project will implement the following components of the Human Security approach that will add value in addressing the problems in Sandzak:

Providing concrete and sustainable benefits to vulnerable people and communities threatened in their survival, livelihood and dignity.

Implementing the “Protection and Empowerment” framework by comprehensively including both top-down protection and bottom-up empowerment measures.

Promoting partnerships with civil society groups, NGOs, and other local entities and encouraging implementation by these entities.

Concentrating on those areas of human insecurity that are currently neglected and avoiding duplication with existing programmes and activities

The proposed project supports the goals and objectives advanced by the Trust for Human Security and addresses Article V. Focus of Implementation (a), and Article IV. Key Funding Criteria (a) – (h) that are stipulated in the UNHSTF Guidelines.

The project approach is to the great extent informed by the PRO II terminal evaluation which recommended that future engagements in the Sandzak should: “Focus on raising citizens’ voice – training and facilitation of CBOs to participate in municipal processes, inclusion of NGOs, facilitation and capacity building of municipality, small grants for project activities, community dialogue and networking”.

The project takes into account the recommendations from 2011 Regional Human Development Report (RHDR) on Social Inclusion that advocates for “inclusive institutions, education and labour market policies to support inclusive, diversified growth and to help change mindsets”.

The UN Agencies that contributed to this project proposal have explored different funding options, but believe that the policy and philosophic paradigm advanced by the UNHSTF is the most responsive to the needs that exist in southwest Serbia and which are manifest in potential conflict that threatens security. No other source of funding exists at this juncture to address this specific need, or for the pioneering programming that is proposed.

4.2 National and local government commitments The Government of the Republic of Serbia (GOS) adopted the National Sustainable Development Strategy (NSDS) in May 2008. This comprehensive framework addresses the main areas of economic and social development, and it is bolstered by sector-specific strategies such as the Poverty Reduction Strategy of the Republic of Serbia; Regional Development Strategy; Strategy for Migration Management; National Plan for Integration of the Republic of Serbia into the European Union; Strategy on Integrated Border Management in the Republic of Serbia; National Strategy on Resolving the Problems of Refugees and Internally Displaced Persons; and, Strategy of National Security of the Republic of Serbia.

The relevant local strategies include: Sustainable development strategies for Novi Pazar, Tutin, Sjenica, Priboj, Prijepolje and Nova Varos, draft Local waste management plan for Novi Pazar, Local strategy for Roma 2010 – 2012 Novi Pazar, Youth Strategy and Action Plan for Novi Pazar 2012-2012, Local Action Plan for Youth Entrepreneurship Development in Novi Pazar 2011-2013 and the Local Plan of Action for the Children of Novi Pazar 2008-2013.

Social protection, human safety and security lie at the heart of a human rights-based approach that is embedded in the work of all UN agencies in Serbia. This human rights-based approach is enshrined in the UN Development Assistance Framework (UNDAF 2011-2015), and is addressed specifically in

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Outcomes 2 and 3. Outcome 2 promotes “Increased access to, and provision of, quality basic social services (health, education, social welfare, and affordable housing) for all, especially vulnerable and marginalized populations,” and advocates for “Communities and individuals [to] enjoy higher levels of tolerance and safety, and their human rights are protected”. Outcome 3 promotes regional stability and cooperation, and encourages “National and local authorities [to] partner with communities, ethnic minority groups, and civil society organizations to better manage territorial development and promote social cohesion”.

In order to increase efficiency and effectiveness of the project, UN and the GOS agreed to implement as many joint programmes as possible. Sustainable benefits to people and communities in Sandzak could be provided only as an outcome of the joint endeavor. The project will advance multisectoral response that is contextually relevant, people-centred and prevention-oriented. It has already started partnership building with national authorities and local counterparts during the design phase and will nurture it further during the project implementation. The project will capitalize on the comparative advantages and predominant capabilities of each of the executing UN Agencies, and will cooperate with other UN Agencies (resident and non-resident in Serbia); civil society, non-governmental and community-based organizations; academia; local government; and others to implement this programme.

4.3 Project identification and formulation The project has been prepared through extensive consultative process which included stakeholders at different levels. At the national level, government expressed their strong commitment to support the project (see Annex 5). Extensive consultations on project activities took place with Novi Pazar authorities, representatives of community based organizations such as the Youth Office, local grassroots NGOs and think-tanks and finally with international partners through the “Friends of Sandzak” forum.

Strong local government buy-in and support is essential for the success of this project. Once the funding has been approved by the HSTF, the project will execute formal agreement(s) with the Municipality of Novi Pazar, and/or others which will: 1) provide the location (site) for the recyclables collection center; 2) process the requisite local licenses and permits; 3) process relevant documentation and secure citizens’ access to services for members of the Recycling Center, their families and communities; 4) ensure support in coordination and outreach to target beneficiaries; 5) provide space for trainings, workshops, innovation camps and conferences; and 6) provide logistical support by directly engaging the municipal staff or offices (e.g. Youth Office) as responsible parties for the implementation of activities; 7) ensure ownership and patronage for the organization of future cultural events in the region.

4.4 Beneficiaries

Outputs/Activities Directbeneficiaries

Indirectbeneficiaries

1.1Establish a formal recycling and waste collection center andcooperative in or near Novi Pazar

Min. 50 persons employed by the Cooperative for waste collection/recycling (18-50 years of age and min 25% women) and 40 for other activities (18-50 years of age and min 25% women)

Families of employees/members (min. 400 persons)LSG (increased tax revenues, savings in social benefits, transport to/from landfill, etc.)Population of SW Serbia (improved waste management system, reduced environmental risks)

2.1.1 Enhance human rights culture in Sandzak through organization of inter-cultural

Min.10,000 taking part in cultural events (18-34 years, 60% men, 40% women, estimate)

Private sector (revenue from visitors)LSG (increased tax revenues)Population of SW Serbia (improved

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and human rights education events

800 taking part in tourist events (18-24 years, 50% men, 50% women)Min. 10 tourist guides (18-24 years, 50% men, 50% women)13,000 taking part in sports events (7-18 years, 60% boys, 40% girls)

participatory decision making, empowerment, access to data)

2.1.2 Establishment of the Dialogue Café

Min. 300 youth and CBO representatives (18-34 years, 50% men, 50% women)

LSG (building accountability and transparency)

2.1.3 Organization of panel discussions

Min. 300 taking part in various seminars (18-35 years, 50% men, 50% women)

LSG (building accountability and transparency)

2.2.1 Youth programme – combining community works and youth employment

Min. 60 youth who passed vocational training and internship programmes (18-24 years, 70% men, 30% women)

Families of employees (min. 400 persons)Population of SW Serbia (shape the region’s economic development)

2.2.2 Advanced Youth Leadership School

Min. 50 young activists (18-24 years, 50% men, 50% women)

Members of the regional network (min.300)Population of SW Serbia (more accountable future leaders)

2.2.3 Develop safety partnerships

Min. 120 community members (18-34 years, 50% men, 50% women)6 Local Self Governments (accountability)

Population of SW Serbia (participatory evaluations, empowerment, citizens reporting, access to data)

3.1.1. Tailored and specific activities for target community needs in accessing documentation and citizenship rights

6 health, registration, employment and social protection institutions and municipal offices in SW SerbiaPopulations that are considered vulnerable or marginalized

6 health and employment, registration and social protection institutions and municipal offices in SW SerbiaPopulations that are considered vulnerable or marginalized

3.1.2. 100 persons in the target groups have obtained valid: identity documents; working booklets; medical cards and 100 persons have access to preschool, school and adult literacy classes

100 persons (all age groups, 50% men, 50% women)

6 health, registration, employment and social service institutions in Sandzak

8000 people in the catchment area of Blagevo health clinic (all age groups, 50% men, 50% women)

100 children and adults (attending preschool,(4-6 years) school (6 – 14years) and adult literacy classes (18 – 45 years) - ( 50% men, 50% women)2 schools near Roma settlements through the support of pedagogical assistants

100 persons (all age groups, 50% men, 50% women)6 health, registration, and employment and social service institutions in SW Serbia

8000 people in the catchment area of Blagevo health clinic (all age groups, 50% men, 50% women)

3 Roma settlements in Novi Pazar through the development of Roma medical mediator capacity

100 children and adults (attending preschool,(4-6 years) school (6 – 14years) and adult literacy classes (18 – 45 years) - ( 50% men, 50% women)

2 schools near Roma settlements through the support of pedagogical

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assistants3.1.3 Target population and health care workers have greater awareness of the rights of vulnerable populations and reproductive health

100 persons from the target populations attending awareness raising workshops 180 persons from the target populations attending awareness raising plays and adjacent workshops200 Health care workers attending trainings on HIV/STIs prevention and testing and Reproductive Health

100 persons from the target populations attending awareness raising workshops Other members from the cooperative and their communities; youth from Novi Pazar High schools and their immediate communities200 Health care workers attending trainings on HIV/STIs prevention and testing and Reproductive Health

5 Project details

5.1 Goals and objectives Logical Framework is given in the Annex 2. Annual Workplan is given in Annex 4.

5.2 Outputs and activities Detailed description of Outputs/Activities is given in Annex 5.

Objective 1: Income Generation and Employment for targeted populations improved (UNOPS/WHO)

Background

This Objective will see the establishment of a recycling and waste collection center and cooperative in or near Novi Pazar that will be innovative, scalable, and which provides legal and formal employment for individuals from vulnerable populations. These individuals comprise populations of refugees, IDPs, migrants and other vulnerable peoples who are disenfranchised politically, socially and/or economically, and for whom want and fear are tragically pervasive. These vulnerable individuals and their families are unserved by the government’s health, education and social services, including job placement implemented under a variety of “active labor market measures.” In addition to the direct benefits that marginalized individuals and their families will enjoy, the center will yield environmental benefits that further enhance security that is otherwise impaired by the degradation of natural resources, such as water and air quality.

Initial focus will be on Novi Pazar City as it provides for the largest waste recycling market in the Sandzak area, has best capacities to support the project, and has largest populations of vulnerable groups. It is understood that once the Cooperative and Center demonstrate good performance, expansion scenarios to include other municipalities of the Sandzak region will be explored/considered. Types of secondary waste materials to be collected by the Cooperative and agreed upon with the City authorities include:

Paper/cardboard (packaging, newspapers, office paper…) Plastics (mainly packaging - PET, PE foil and PP) Metal packaging (Alu and Fe beverage cans and food containers) EE waste (household appliances, computers and TVs, small house appliances…) Car batteries and tires

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In addition to secondary waste materials – separated by waste generators, the City authorities expressed their appreciation for the Recycling center to be involved as well in the separation of mixed communal wastes – or primary separation, collected by the PUC every day. The project will further explore this within available budgets.

The Cooperative may also spearhead other income-generating activities, that diversify sources of income and which create further demand for labor. The project envisages budgetary provisions for pilot projects that focus on alternative employment options such as cleaning, landscape management, removal/transport services, shredding of sensitive materials for banks and industry, used clothing donation and reuse, etc. In close cooperation with the City Secretariat for Environment and Local Economic Development Office opportunities for waste related activities that generate increased added values (such as composting, plastic shredding, etc).

Output 1.1: Establish a formal recycling and waste collection center and cooperative in or near Novi Pazar that employs at least 50 people, and able to diversify into other employment/income generation activities, including activities with increased added value

Public – Private Partnership and Legal Covenants

Activity 1.1.1 Cooperation agreement signed with the City of Novi Pazar and the Cooperative

Arranging meetings/workshops with stakeholders aimed at providing more in-depth information on the project and include collector’s communities.

Identifying and agreeing on suitable sites for centre and collection points and detailed roles and responsibilities of the City, the PUC, WHO and UNOPS for their establishment and operation.

Development and signing of Cooperation Agreement between the UN, the City and PUC Cooperation Agreement Partners monitor progress through regular coordination meetings Amend the Cooperation Agreement to include the Cooperative – once established, as additional signatory also as basis for future bilateral agreements City – Coop upon exit by the UN

Establish a waste collection Center and Cooperative

Activity 1.1.2 Construction and Equipping of the Centre and 5 Collection Points (CPs)

Ensure approval of all building permits by concerned local authorities Procurement of design services for the structural design of the centre/CPs. Procurement of works and supervision services for the construction of the Centre/CP. Monitoring of works and supervision and contract management/ administration Procurement and installation of equipment for recycling centre and CPs Handover/transfer of assets under agreed upon terms and conditions

Activity 1.1.3 – Establishment of the Cooperative

Social mobilization of target communities and groups, including general awareness campaigns, meeting/workshops with community leaders and members, identification of founding members and educate them on cooperative features.

Drafting of all legal cooperative documents, organization and mentoring, establishing financial accounting system, registration as business, application for waste management permit

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Recruitment of Centre Manager, Admin Assistant and accounting services for 12 months. Development of business and training plan Grant agreement with the Cooperative for financial start up support for a period of 12 months and

for regulating ownership and use of assets, as well as defining exit strategy Continued mentoring and coaching

Staff Training and Certification

Activity 1.1.4 Cooperative personnel /members trained and certified

Training in equipment use and occupational health and safety Training members in business development and vocational training on marketing

Operating and Revenue targets, Business development

Activity 1.1.5 – Cooperative personnel number 50 persons following 9 months of operation

Performing workshops for potential collector participants Creating a register of potential members Selection and motivational screening for new members applying gender equality. Supporting the registration of new members to the Centre through assistance with documentation

issues, incl. personal documentation and Employment/Working booklets Continuing liaison with communities engaged in waste collections to stimulate membership

Activity 1.1.6 – Women make up at least 25% of the workforce in the cooperative

Developing criteria for positive discrimination Identifying advocacy role models within the cooperative for greater engagement of women Conducting gender discussion groups

Activities 1.1.7 – A minimum of 30 public/private institutions/businesses have agreed to provide recyclable waste to the Centre

Approaching waste generators and securing supply contracts Organizing interactive seminars with waste generators. Training Cooperative on how to approach companies and other waste generators Workshop for local governmental institutions, waste collectors, producers and communities to

provide information on the project purpose, activities and recycling

Activity 1.1.8- Profit margins from the centres meet business plan targets

Following start of operations, each 6 months show increase of at least 10 %.per month in average of collected/processed waste materials.

Activity 1.1.9 Minimum of 40 persons engaged by the cooperative for alternative employment activities through pilot schemes

Engaging in dialogue with stakeholders and identify potential areas for alternative employment Develop project concepts

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Establish review/approval mechanism for pilot concepts Elaboration of concepts into projects - feasibility studies/business plans, project documents and

review by approval mechanism Determine implementation strategy and develop/undertake procurement actions Monitor/evaluate

Establish a Social Community Fund

Activity 1.1.10 -Community Social Fund established through allocation of part of Cooperative profits for community support activities

Whilst ensuring the sustainability of the Cooperative, activities include

Determine percentage of profit for social and community support. Set mechanisms for managing and criteria for accessing the funds Set areas the social community should be focused on Drafting and adoption of instructions into the cooperative rules and business plan. Assisting the cooperative in the initial management and allocation of the fund. Meetings with the cooperative and the municipality to ensure transparent process of instruction/

amendment on CSR into the cooperative rules and business plan.

Objective 2: Disenfranchised groups in Sandzak are in better position to enjoy their human rights and develop human potentials (UNDP)

Background

In a citizen’s survey in December 201016 of 25 municipalities in south and southwest Serbia, 31% of interviewees in Novi Pazar said that they feared for their safety. The dominant reason for feeling unsafe was reportedly crime, followed by poor inter-personal relations. The anecdotal evidence suggests that the citizens from other parts of Serbia are reluctant to visit Sandzak because of the fear for their safety.

Output 2.1 Ethnic stereotypes between young people from Sandzak and other parts of Serbia diminish by the end of the project

Activities under this output will contribute to enhanced inter-ethnic dialogue, human rights culture and cooperation in southwest Serbia through art, sports, culture and education, including the human rights education. Illustrative partners include: Local Self Government, UNOHCHR, Sandzak Committee for the Protection of Human Rights and Freedoms, Urban In, Youth Office Novi Pazar, Open Fun Football Schools, Mass Entertainment Group, MTV Adria.

Activity 2.1.1- Support to organization of inter-cultural events in Novi Pazar

Support the organization of the Stari Grad (“Old City”) festival Support the organization of sightseeing tours Develop interactive map of target municipalities

16 Citizens’ Satisfaction Survey, EU-PROGRES, UNOPS, January 2011

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Organize sport activities – football and basketball tournaments, running and mountain biking trails

Activity 2.1.2 – Establishment of the Dialogue Café

Selection and equipping of premises Outreach Organization of sessions

Activity 2.1.3 Organization of at least seven panel discussions

This activity will focus on improving interethnic and interreligious relations among young people in Sandzak through panel discussions and other fora. Discussion will be organized around topics such as promoting and monitoring of democracy and human rights, removing the hate speech from the dialogue, anti-discrimination etc.

Selection of premises Engaging presenters/moderators/lecturers Organization of five forums and two seminars

Output 2.2 - By the end of the project, local institutions more actively supporting employment of youth and participatory decision making

Activities under this output will contribute to increasing community safety and security through social inclusion by building institutions and expanding people’s capacities and opportunities. Activities will be implemented in close cooperation with civil society and local authorities in Sandzak. Illustrative partners include: Civic Initiatives, DamaD, Sandzak Committee for the Protection of Human Rights and Freedoms, Social Innovation Camp, Highlander Center, Youth Office Novi Pazar.

Activity 2.2.1 - Youth programme – combining community works and youth employment

Establishment of the training centre Development of curriculums Selection of participants Vocational trainings Community works

Activity 2.2.2 - Advanced Youth Leadership School

Selection of trainers Curriculum development Selection of participants Delivery of training Establishment of the regional network

Activity 2.2.3 - Develop community level and inter-municipal safety partnerships that engage local authorities, public institutions and organizations, women’s groups, youth groups, ethnic minorities, CSOs and the communities

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Establishment of web portal for collection of ideas (preparatory phase) Selection of proposals Organization of camps Development and implementation of six to twelve functioning projects (one or two per municipality)

that utilize web 2.0 technologies Establishment of local and national cross-sector networks of civil society activists, PR specialists and

web designers

Objective 3 – To improve access to Social and Public Services (WHO/ UNOPS/UNFPA)

Background

Many refugees and IDPs, particularly Roma, cannot access social benefits, public services or formal employment because they have no documentation of birth, or citizenship. Without proper documentation, they and their children are further excluded and marginalized. The procedures to secure legal documentation can be difficult, cumbersome and expensive.

This project will help to legally register all those in the target areas who currently have no documentation and thus are at risk of statelessness. The project will raise awareness, educate, and support those that require assistance in securing birth registration and other legal certifications of citizenship. Additionally the project will support this target population in acquiring health and work booklets, together with improving access to education and social services. These activities will support both the target population and the relevant institutions.

Outputs 3.1 Reduced threat of statelessness and improved access to services related to citizenship rights and documentation

Activity 3.1.1 Tailored and specific activities for target community needs in accessing documentation and citizenship rights

Assessment Phase - To tailor activities to the specific and cultural needs of the target populations Develop a “social matrix” of the Recycling centre members, their families and communities to

identify gaps in access to services Perform a SWOT analysis of services Perform an assessment of health status and immunization with the targeted populations Perform an assessment of the health clinic in Blagovo for scoping of the rehabilitation needs

Activity 3.1.2 - 100 persons in the target groups have obtained valid: identity documents; working booklets; medical cards and 100 persons have access to preschool, school and adult literacy classes

Registration - Providing support to people from the targeted groups in obtaining valid identity cards

Health-Providing support to the targeted groups in obtaining valid medical cards and access to services

Employment and Social protection -Providing support to people from the targeted groups in obtaining valid working booklets and access to social protection

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Education – Providing support to people from the targeted groups in obtaining access to education and increasing the number of children of the recycling Centre members and employees attending primary education

Activity 3.1.3 – Target population and health care workers have greater awareness of the rights of vulnerable populations and reproductive health

Providing support to people from the health profession and CSO/NGO groups build capacity on these topics

Raising awareness of HIV/AIDS, reproductive health and human, citizen and minority rights through:

o supporting of implementation of the accredited reproductive health curriculum for health care workers in primary and secondary centers in and around Novi Pazar

o Trainings for local health care practitioners to work with youth at higher risk in the area of HIV/AIDS and other STIs

o Trainings for NGO who already work with IDPs, to understand specific needs related to reproductive health of IDPs in order to increase access to services of this population

Objective 4: Diffusion and Adoption of the Human Security Concept (UNDP)

Background

Introducing the Human Security Concept in southwest Serbia will contribute valuably to promoting inter-ethnic understanding and community cohesion, and to reducing the risk of conflict. The insecurities in southwest Serbia are complex and inter-connected, deriving from political, social and economic factors. Insecurity in southwest Serbia is associated with interpersonal divides that separate individuals along ethnic, cultural and religious lines, and also with protracted neglect that has disenfranchised individuals, families and communities who reportedly do not possess strong sentiments of allegiance or belonging to the state. Marginalization compounds vulnerability, and demands a new paradigm and approach that engages and empowers, and promotes a human-centered definition of security.

Output 4.1 Human Security Concept – Awareness Raising and Education

Activity 4.1.1 - Prepare and distribute promotional materials diffusing and disseminating the Human Security concept to central/local governments and to communities in southwest Serbia

Activity 4.1.2 - Engage social “influencers” to promote the Human Security Concept through broadcast and print media, and through alternative and social media

Activity 4.1.3 - Organize at least 3 town hall meetings, community workshops, school-based activities or other public forums in each participating municipality in southwest Serbia engaging the public and citizens in the process of participatory research that will disseminate and advance Human Security concepts and the paradigm

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5.3 External factors/risk The project implies close cooperation between local authorities in the City of Novi Pazar, Sjenica Tutin, Priboj, Prijepolje and Nova Varos, as duty bearers, which will be crucial for sustaining project objectives in the long run.An ongoing internal monitoring of the political, social, economic and cultural situation relating to the project will be maintained to ensure sound management. Regular assumption and risk reviews will be undertaken and reported in Quarterly and Annual Reports.Comprehensive Risk Log is given in the Annex 3.

6 Sustainability The sustainability of the project relates to financial, social, technical and operational, management and organizational and institutional factors as elaborated in the table below.

Financial

Diverse and stable client portfolio Longer term contractual arrangements with Buyers Optimal product mix (paper, aluminum, plastics, e-waste, tyres, batteries, etc) Revenues generated profits and employment/membership levels Cost-effective operations Sound financial administrative and accounting systems in place Youth office possesses separate budget line in municipal budget to maintain level of

activities initiated through the project

Social

Performance of Corporate Social Responsibility (CSR) fund Mechanism in place for Cooperative employees, members and their families, to access

basic citizen’s rights/public services. Culturally sensitive services are accepted Youth office and local administration will sustain contact with constituencies from

disenfranchised groups involving them in community-related activities

Technical and Operational

Capable/trained centre operators and collectors Sound and cost-effective operation and maintenance systems in place. Sound logistical planning systems for waste collection, handling and recycling Hygiene/occupational health practices in accordance with legal requirements Youth Office capacitated to mobilize youth from Sandzak to take part in crowdsourcing

and citizen reporting

Management and organization

Functioning cooperative structures and processes Professional management in place Appropriate remuneration and incentive systems in place Effective business development planning and marketing systems in place Membership expansion strategy synchronized with the business plans Local authorities will have full ownership over the products delivered though participatory

workshops (e.g. web portals, crowdsourcing tools etc.)Institutional Partnership agreement with City Municipality

Embedment of Cooperative in municipal waste management strategies and/or plans Recognized legal entity and actor in the market of secondary waste materials Contribution to decreasing waste loads to the municipal landfill Operate in full accordance with law and regulations of Republic of Serbia Long term arrangement with city of Novi Pazar authorities re. organization of the Stari

Grad Festival on an annual basis Local authorities brokers waste collection activities between Stari Grad Festival and

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recycling center Support and engagement of health and social related Ministries, City and municipal

authorities

Key outputs for achieving sustainability include: A sound business plan that is regularly updated ; Strategic partnerships with key stakeholders, including the City of Novi Pazar, other

municipalities in Sandzak region, the City’s PUC, relevant City departments and offices (incl. at the community level)

Partnership between municipal authorities, Stari Grad Festival and private sector established on a long-term basis

Youth Office continues exchange programmes with other Youth Offices from Serbia aimed at enhancing cultural and inter-ethnic dialogue

WHO, UNOPS and UNFPA in the achievement of sustainability assume the following roles and responsibilities:

Setting an enabling institutional framework for the Cooperative(s) Ensuring a viable business environment Ensuring adoption and implementation of social cooperative objectives for

employment/membership, income generation and distribution, access to citizen rights and community improvement

Ensuring quality and cost-effective management and organisation of business operations through technical assistance, mentoring and coaching

Provision of budget support to the Cooperative for the start up phase Ensuring improvements in access to citizen rights and community living conditions Ensuring raised awareness of Reproductive Health and Rights and HIV/AIDS Ensuring UN core values are respected throughout the project.

By project’s end the Cooperative is expected to perform successfully and on a sustainable basis – this requires to be confirmed by an independent evaluation/audit exercise toward the end of the Agreement. The independent audit/assessment will also produce recommendations as to the handover of assets.

UNDP in the achievement of sustainability assume the following roles and responsibilities: Establishing strategic partnerships with local stakeholders on different levels (local authorities,

civil and private sectors) Stimulate enabling environment for creation of an open society, free of prejudices and fear Contribute to regional cooperation by fostering free movement of youth across the Western

Balkans Through promotion of human security concept, decrease ethnic distance and promote multi-

culturalism

7 Implementation and partnership strategy The Joint Programme (JP) will be implemented through parallel funding mechanism by four UN

agencies and in close consultation with respective cooperating partners. UNDP is designated as the lead agency. Stakeholders’ roles are described in the table below.

Stakeholder Relevant activities and anticipated engagementLocal authorities in Novi Pazar, Tutin,

Involved in project preparation and implementation. Main partner in all project activities as a duty-bearer. Responsible for sustainability of the project activities.

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Sjenica, Nova Varos, Priboj and Prijepolje (primary)Commissioner for Protection of Equality (primary)

Responsible for implementation of activities related to alternative dispute resolution, in line with their mandate.

Municipal Public Utility Companies (primary)

In addition to secondary waste materials – separated by waste generators, the City authorities expressed their appreciation for the Recycling center to be involved as well in the separation of mixed communal wastes – or primary separation, collected by the Municipal Public Utility Companies every day

Primary and Secondary health centers (primary)

Involved in implementation of objective 3, leading towards long term impact of project activities by changing attitudes and building capacity of health care workers – change agents in their communities

Municipal health institutions and offices (primary)

Involved in tailoring and implementation of all health activities in Objective 1 and 3

Ministry of Health (primary)

Policy level review of activities, particularly related to access to medical booklets, primary health care clinic rehabilitation and engagement of Roma medical mediators

Youth Office (secondary)

Involved in preparation and implementation of activities within objective 2. Main partner with all youth-related activities and broker between UNDP and community-based organizations in Sandzak.

Universities in Novi Pazar (secondary)

Involved in implementation of activities within objectives 2 and 4, main advocate for change within the academic community.

High schools in Novi Pazar (secondary)

Involved in implementation of activities within objective 2, leading towards long-term impact of project activities by changing mindsets of youth in Sandzak. Advocates for change within youth in high-schools.Involved in implementation of activities within objective 3 – educational shows, adding up to the project activities by influencing the mnidsets of youth in Sandzak

Elementary schools in Novi Pazar (secondary)

Involved in implementation of activities within objective 2, leading towards long-term impact of project activities. Advocates for change within children in elementary schools.

Community Based Organizations – Centers for Social Work, National employment Service (secondary)

Involved in implementation of all activities. Main partners for activities related to education and professional development of vulnerable groups.

Local CSOs (secondary)

Involved in project preparation and implementation, in capacity of responsible parties and through grants mechanisms.

8 Dissemination, public affairs and communications The project will promote the Human Security Concept through targeted activities aimed at audiences including, but not limited to, government agencies and institutions at national and local levels, academia, civil society and community-based organizations as well as the general public in southwest Serbia. This will be executed by a UNDP/UNCT Communications Specialist through broadcast, print and alternative media, and through direct public outreach in town hall meetings, community forums, school-based activities, and others as described in Objective 4.

All promotional activities, as well as messaging formats will be agreed in advance with the HSU. Festival and supporting events represent unique opportunity for extensive outreach. UNDP will use social media (e.g. Facebook, blogs, twitter etc.) as one of the main communication channels.

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9 Monitoring and evaluation planThe project will be monitored by the JP Steering Committee, and will apply the 11 steps Human Security Impact Assessment (HSIA) methodology. The impact assessment will be closely coordinated and integrated with the monitoring of Serbia’s MDGs, and major development frameworks, such as the UNDAF and the National Development Strategy. In addition, the project will introduce annual Pulse survey as a tool to establish some baselines and measure change in citizens’ perceptions with regards to the expected project outcomes.

In addition there will be a technical coordination mechanism established for Objectives 1 and 3 to monitor the process of center/cooperative establishment and subsequent center/cooperative performance. Members of such mechanism include PUC, the relevant City Secretariats, the Cooperative and the UN partners.

Independent consultants will conduct mid-term evaluation which will be formative in nature. It will serve to make corrective actions and to refine objectives, indicators and implementation timeframes as needed. In the last stage of the project implementation, final evaluation will be conducted following the UN evaluation standards. UNDP has already developed Terms of Reference (ToR) for both mid-term and final evaluation which could be easily adjusted if requested by the HSU.

The Joint Program Manager (JPM) will monitor and evaluate program performance constantly, assessing financial performance, membership, employment and other quantitative metrics that are tied to the operation of the Center and the Cooperative. The JPM will also define and implement mechanisms to measure results that are associated with behavior change, and therefore qualitative performance in domains such as increasing community cohesion and securing better access to services. The JPM will promote participatory research and approaches to evaluation that engage municipal and local partners and grassroots beneficiaries.

10 Administration and financial management

10.1 Management structure and financing arrangements A JP Steering Committee will be established and it will include senior members from the following partner organizations: SEIO, lead Ministry, Mayor of Novi Pazar and UN actors – RC Office, UNDP/UNHCHR (lead Agency), UNOPS, WHO and UNFPA. The Steering Committee will meet prior to project launch and subsequently once per year, in order to provide general guidelines on the implementation strategies; to agree on aspects relating to the public visibility of the project, the donor and the implementation partnership; to reinforce the inter-agency commitment for achievement of project objectives; finally to review/endorse all the decisions. The JP Steering Committee will also communicate electronically between the meetings and endorse/approve project activities as necessary.A JP Management Committee will be also established. It will include active participation of the experienced technical staff of all participating Government, UN and NGO partners active on the project. This committee will meet quarterly and it will be co-chaired by lead Ministry and lead UN Agency. This panel will have the following objectives: exchange information on project progress; to agree on operational priorities; to discuss possible obstacles in project implementation and to identify the most appropriate solutions and the necessary steps that must be taken in order to ensure that the expected project outputs are achieved. Ad-hoc, technical/sectoral meetings will also be organized at the operational level between the UN partner agencies and their NGO and other partners to share relevant data and assessments, to avoid

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duplication and make the best use of available resources and to maximize the impact of their work at community level.

The project partners have agreed that the management of the UNTFHS funds will follow the procedures of parallel fund management for joint projects. The joint project document will consist at a minimum of a common work plan agreed by all participating UN agencies, an aggregated/consolidated budget showing the inputs from the various parties involved, the coordination mechanism and signatures of the participating organizations. The funding arrangements will follow each agency’s regulations and rules for individual programming and project processes. UNOPS, UNDP, UNFPA and WHO will prepare separate budgets, consistent with their procedures, and covering the mutually agreed components of the project. Each Agency will sign financial agreement with UNHSTF. Consistent with current practice, each UN partner will be responsible for auditing its own contribution to the project as part of its existing regulations and rules. Human Right and UN coordination advisory and implementation support services will be provided by the UNHCHR and UN RC Office respectively.UNDP will be the lead Agency on this project and together with the UN RC Office will ensure proper coordination of all relevant actors participating on the project and overall coordination with external partners implementing activities in this region. UNDP and RC Office will also consolidate the project reports in line with UNHSTF requirements. Project budget has a separate section, that will be administered by UNDP, and that will include costs related to the office premises, salary of Joint Programme Coordinator and other joint admin costs.

A Project Implementation Unit will be established in Novi Pazar. The project team will consist of Joint Programme Coordinator, support staff recruited by UN Agencies participating on the project. This approach will allow smooth coordination in the domain of operations issues (use of car, staff’s time, office equipment etc) related to this project implementation. Members of the Project Implementation Unit will report directly to their Agencies’ supervisors and will provide support and inputs to the work of Joint Programme Coordinator.The project will be lead by a national Joint Programme Coordinator who will be based in Novi Pazar and recruited/administered by UNDP. The Joint Programme Coordinator will lead the project team, report to the lead Agency and work closely with all participating UN Agencies and UN RC/Office. Joint Programme Coordinator will also be in charge of the partnership building with relevant partners/stakeholders, including liaison with Government at the local level on behalf of the Project Team. Joint Programme Coordinator will also be in charge of facilitating the work of the Programme Management Committee. The Terms of Reference describing in details duties and responsibilities of the JPC will be developed by UNDP/RC Office in close cooperation with Project Management Committee.

10.2 Financial reporting Each UN participating agency will prepare financial reports in accordance with its policies and procedures, and operational policy guidance, which will be submitted to the Joint Programme Manager annually for consideration and the preparation of narrative and financial report.

10.3 Substantive reporting In accordance with the Guidelines of the UNTFHS, an annual progress report will be submitted and shall contain: a) an account of actual implementation of the activities compared to that scheduled in the Workplan, and the achievement of outputs, based on the objectively-verifiable indicators; b) an identification of any problems and constraints (technical, human, financial, etc.) encountered during

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implementation; c) recommendations for corrective measures; and d) a detailed work-plan for the following reporting period.This consolidated report will be submitted by UNDP, the lead agency for the Programme, based on inputs from the individual UN partner agencies. The various assessments/survey results which will form part of the outputs of planned activities, together with the periodic monitoring/evaluation reports to be prepared by relevant Programme personnel, will serve as the basis for the formulation of these annual reports. A final report will be submitted within six months after the funds have been expended or upon completion of the activities, whichever occurs first.

10.4 Work plan A summary work plan for the full project is given in the Annex 4. A short annual work plan will be sent to HSU within 3 months of the start of the project.

11 Budget

The estimated budget is USD 2,859,659. A detailed activity based budget is given in the Annex 1.

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Annex 1 (Budget)

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Annex 2 (Logical Framework)Project Strategy Objectively verifiable indicators (OVI) Sources and means of verification (MOV) Important assumptions and risks

Human Security Goal

To improve the human security of refugee, IDP, migrant and other vulnerable individuals and communities in southwest Serbia, freeing them from want and need that is associated with political, social and economic exclusion.

1. Trust in the work of the local and national authorities increased

2. Feeling of personal insecurity decrease

Baseline:

Limited trust in national institutions

31% of NP citizens feel insecure (2010)

MOV: 1. Pulse Survey, baseline Qs: What is your level of satisfaction with the following institutions...? / Do you trust the following institutions...?

2. Human Security Impact Assessment (HSIA)

Objectives, Outputs and Activities

Objective 1: Income Generation and Employment for targeted populations improved

Number of people from targeted groups formally employed or are members of the Cooperative

Quantity of waste being formally recycled

Income generation and distribution activities.

Baseline:

•Unemployment data from National

•Employment Service, Social Welfare Center;

Employee and membership registration and logs at the Cooperative/Centre

Cooperative and recycled waste buyer’s records, and accountant reports

The Government remains committed to strategies aimed at vulnerable and marginalized groups and migrants, and poverty reduction in general

Output 1.1. Establish a Waste Recycling Center in or near Novi Pazar

Recycling centre and 5 transit stations established and functioning 12 months after and fully sustainable after 24 months of the start of project implementation

Management mechanisms in place for the recycling centre and transit stations

Municipal/city registration, work permit issuance;

Business plan and labor rules;Embedment in city waste management strategy

Foundation documents of the Cooperatives; city

Suitable location is identified and assigned to the project expeditiously and efficiently by Municipality (ies) for the establishment of the recycling center and transfer points.

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Cooperative established and functioning business register; Assembly meeting minutes; annual financial reports/statements, employment records, etc.

Interim/final evaluation/monitoring

Key stakeholders, incl. Ministries, City of Novi Pazar, municipalities and vulnerable and marginalized communities remain willing to participate in project activities

The number of people from target communities interested to joins the initiative is sufficient to satisfy staffing needs

Activity 1.1.1 Cooperation agreement signed with the City of Novi Pazar and the Cooperative – and other municipalities as appropriate

For each targeted municipality – starting with Novi Pazar:

Signed cooperation agreement at the start of implementation.

Signed new cooperation agreement or amendment to the existing agreement including newly established Cooperative as additional signatory (timing after 12 months)

Signed bilateral agreement between City and Cooperative enabling continuation of partnerships upon exit by UN partners (by end of implementation)

Signed agreements and/or amendments

Minutes of meetings of coordination mechanism established

City provides for/facilitates utility connections, etc

City and the Cooperative will jointly advertise the services by the Cooperative

Cooperative waste collection and recycling activities by the Cooperative is embedded in the City/Municipal waste management strategy

The Recycling sector in Serbia and Sandzak increases only marginally over the project period

The volume of waste contracted from companies/schools/ institutions are sufficient to sustain operations and drive profitability.

Activity 1.1.2Construction

and Equipping of the Centre and 5 Collection Points (CPs)

Constructed Centre that complies to requirements

Functioning recycling equipment

Established collection points

Issuance of certificates for substantial and final completion of the construction works – acceptance of as built design by the City

Commissioning of equipment and first running results

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Middlemen and corruption are ingrained in the informal waste collection sector in Serbia and include unfair competition, bribing, stealing of collected materials

All risks identified in Annex 3

Activity 1.1.3 – Establishment of the Cooperative

Cooperative founded by first members.Organisational/ governance framework established

Proper management and administration systems implemented

Registration in business registerFoundation documentsMinutes of Assembly meetingsEmployment/membership recordsFinancial accountant reportsManagement board reportsBusiness performance records

Activity 1.1.4 Cooperative personnel /members trained and certified

.Number of training modules designed and delivered, and numbers of trainees that participated and were certified

Materials, guides, and publications produced; trainee/participant lists

Activity 1.1.5 – Cooperative personnel number 50 persons following 12 months of operation

Number of employees and members of the Cooperative broken down by month and type of activity

Cooperative employment/membership records.

Personnel (staff/employee) salary, wage and benefits data; and, membership registration records

Activity 1.1.6 – Women make up at least 25% of the workforce in the cooperative

Percentage of women engaged in the cooperative broken down by employment category

Cooperative employment/membership records

Activities 1.1.7 – A minimum of 30 public/private institutions/businesses have agreed to provide recyclable waste to the Centre

Number of companies/schools/ institutions that provide recyclable waste to the recycling Center.

Contracts with companies, schools, institutions and other sources of recyclable materials;

Cooperative financial statements and operating records

Activity 1.1.8- Profit margins from the centres meet business plan targets

Operating metrics and ratios including: kgs of recyclable materials processed; gross revenues; net profits; operating and net margins; salary, wage and benefits paid.

Cooperative financial records - financial statements: balance sheet, income statement (P&L), cash flow statement, etc

Activity 1.1.9 Minimum of 40

persons engaged by the

Alternative employment actions designed and under implementation

Approved project fiches and signed implementation agreements

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cooperative for alternative employment activities through pilot schemes

Cooperative financial/business/employment records

Activity 1.1.10 -Community Social Fund established through allocation of part of Cooperative profits for community support activities

CSR Fund established and capitalized. Funds allocated and disbursed for community support activities

Positive feedback from communities

Governance structures, policies and procedures are put in place.

Cooperative records

Community satisfaction survey

Cooperative documents

Interim/final evaluation

Objective 2: Disfranchised groups in Sandzak are in better position to enjoy their human rights and develop human potentials

By the end of the project the ethnic distance between different ethnic groups in Sandzak decreased

Baseline:

The most intense ethnic distance is observed in Novi Pazar and vis-a-vis Roma population. Precise baseline will be established during the initial stage of the project through Pulse survey

MOV:Facebook (no. of friendships between Serbs and Bosnaiks-proxy)

Pulse survey indicative Q: Would you object if a member of the following ethnicities... [scenario options provided]...?

Pulse survey indicative Q: How often do you talk socially to members of other ethnic groups?


Output 2.1 Ethnic stereotypes between young people diminish by the end of the project

1. 70,000 young people participated in intercultural activities

2. Decrease by 5% the two categories of i) young people who have contact with other ethnic groups only ‘very rarely (maybe once a year)’ and ii) young people who ‘never’ have contact with other ethnic groups.

Baseline:

Sandzak youth reluctant to visit places outside the region

Serbian youth has prejudices towards Sandzak

Local stakeholders do not have sufficient capacities to implement project activities in a timely manner

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MoV: 1. Pulse Survey - indicative Q: Do you and how frequently have contacts with other ethnic groups?

2. Social media monitoring


1. At least 60,000 youth attends the festival

2. At least 2,000 youth from Serbia takes part in inter-cultural exchange

3. At least 30% of tourist animators from vulnerable groups (Roma, IDPs, young people from rural areas etc.) trained to conduct sightseeing tours

4. 10 football tournaments organized

5. Digital map of the region established

1. Festival records

2. Project progress report

3. National Employment Service records, Project progress report

4. Project progress report

5. Municipal website

Due to financial constraints, private sector might not be able to sufficiently contribute to the organization of Novi Pazar events

Activity 2.1.2- Establishment of the Dialogue Café

1. At least 6 videoconferences organized 1. Recorded sessions (project files) Due to summer holidays and school vacations, UNDP might not be in position to reach sufficient number of youth volunteers

Activity 2.1.3- Organization of panel discussions

1. At least 4 forums on multiculturalism organized 1. Recorded sessions (project files)

Output 2.2 By the end of the project, local institutions are more actively supporting community safety, youth employment and participatory decision

1. No. of mechanism developed to address community safety, conflict and violence prevention

2. By the end of the project, each participating municipality is implementing one or more action plans that address community safety, conflict and violence prevention and integration

Baseline:

Weak citizens engagement in decision making

MOV:

1. Municipality records/ Human Security Impact Assessment (HSIA)


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making 2. Municipality records/ Human Security Impact Assessment (HSIA)


1. No. of tangible community assets that are (re)constructed

1. Progress report 1a. Video materials, photos, blogs Youth from disenfranchised groups might not be interested enough to start vocational trainings, awareness raising trainings (on RH, HIV and Rights) or volunteering work


1. At least 50 young activists from Sandzak trained in human rights and non-discrimination frameworks, culturally and human rights sensitive budgeting and policy development.

1. Post training evaluation and training attendance records

Local partners (CSOs) will support UN in outreach to target beneficiaries


1. All Sandzak municipalities involved in grants implementation

2. At least one project of communal interest per municipality that utilize web 2.0 technologies developed and implemented

3. Establishment of local and national cross-sector networks of civil society activists, PR specialists and web designers

Progress report

Local authorities have to be ready to sustain products that will be developed through innovation camps

Objective 3: Improved Access to Social and Public Services

Number of persons in the target group that have obtained during the course of the project valid

– identity cards

-working booklets

- Medical cards

Baseline: Information from the social matrix development

MOV: Social Mobilization, Capacity Development and Access to Services project records of persons who have requested support in obtaining these documents have been successful

The Government of Serbia remains committed to implement the Strategy for Roma inclusion

Output 3.1 Reduced Number of people who benefited from improved access Training attendance records Adequate cooperation with selected

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threat of statelessness and improved access to services related to citizenships rights and documentation (registration, health, education, social protection and employment) for beneficiaries

to citizenship rights in the following fields: health, employment, education, social protection, identity cards

Ministries, local self-governments, families, local communities, institutions, especially waste , education, registration, health and social services

Activity 3.1.1 Tailored and specific activities for target community needs in accessing documentation and citizenship rights

Social matrix document identifying the needs of the target audience

Reports on the SWOT analysis of services

Report on the health and immunization assessment in the target audience

Report on the rehabilitation needs of the health clinic

Related reports and documentsAttendance records

Overall political stability is maintained.

Adequate cooperation with selected Ministries, local self-governments, families, local communities, institutions, especially waste , education, registration, health and social services

Administration and logistical procedure and environments are maintained

Suitable staff are identified and recruited - local and expatriate

The project will not exceed the available investment funds

Current exchange rates will not fluctuate greatly

Activity 3.1.2 100 persons in the target groups have obtained valid: identity documents; working booklets; medical cards and 100 persons have access to preschool, school and adult literacy classes

Number of persons in the target groups that have obtained identification documents:

identity cards

working booklets

medical booklets

Clinic reopened, staffed and running in Blagevo

Number of people who benefited from improved citizenship rights and education

Number of children and adults attending preschool and adult literacy classes

Project progress reports/Human Security Impact Assessment (HSIA)

Clinic building and attendance records

Training and evaluation reports

Progress reports

Attendance records

NGO Training Needs Assessment report

Selected NGOs Workplans

Attendance records and report cards (review with Cooperative members/employees school booklets

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Attendance rates in schools of children from vulnerable populations

of children under 15 years which provides attendance records)

Training materials and attendees records

Activity 3.1.3 Target population and healthcare workers have greater awareness of the rights of vulnerable populations and reproductive health

Number of persons aged 15-24 years in the target groups that have been provided with comprehensive information on reproductive health including family planning

Number of persons aged 15-24 years in the target groups that have been provided with comprehensive information of HIV/AIDS

Attendance records

NGO Training Needs Assessment report

Objective 4: Human Security concept recognized in development programmes in Sandzak

By the end of the project institutional/governance structures are capacitated to protect the affected communities against the identified threats

Baseline: Local institutions do not sufficiently apply Human Security Concept

MOV: HSIA

Local institutions are eager to mainstream Human Security Concept into local policies

Output 4.1 Population of Sandzak better aware of the Human Security Concept - UNDP

Increased awareness of Sandzak population with regards to basic freedoms and equal opportunities

1. Pulse Survey – indicative Q: Do you feel that your freedom is endangered in any way? Do you think that all citizens of Sandzak have equal opportunities with regards to (economic, personal, political, community)

Public interest must be cultivated by communicating the merits of the Human Security Paradigm for each individual and family

Activity 4.1.1 - Prepare and distribute promotional materials diffusing and disseminating the Human Security concept to central/local governments and to

1. Number of publications and promotion materials (area coverage)

2. Outreach level (number of institutions/individuals) Progress reports

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communities in southwest Serbia

New communication, awareness and educational tools will be employed that excite and engage the target individuals and their families.

Activity 4.1.2 - Engage social “influencers” to promote the Human Security Concept through broadcast and print media, and through alternative and social media

1. At least 6 (1 per municipality) social “influencer” engaged to promote the Human Security Concept

2. Number of broadcasts, print and alternative social media products

1. Press clipping

2. Blogs, Twitter, etc.

Activity 4.1.3 – Organization of town hall meetings, community workshops, school-based activities or other public forums in southwest Serbia

1. At least 3 town hall meetings, community workshops school-based activities or other public forums are organized in each participating municipality

2. Representation of at least 20 participants per event

1.Workshop reports, meeting minutes

2.Attendance record

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Annex 3 (Assumption/Risk Log)

# Assumption Assessment & Management Issues

1

Overall political stability is maintained National and local elections were held in May 2012. At the time of writing this proposal City/Municipal structures are in negotiation but this is not expected to change for the duration of the project.

2


The government of Serbia has been very active in targeting interventions for vulnerable populations and it is considered that the government will continue in its current path in line with the EU accession process.

3

The impact of the current global financial crisis will not further impact available finances

The financial crisis has, according to experts, bottomed in Europe, while Serbia will be adversely affected for the immediate future.

Additionally the vulnerable and marginalized populations will suffer from further decreases in employment opportunities and services.

4

Key stakeholders, incl. Ministries, City of Novi Pazar, municipalities and vulnerable and marginalized communities remain willing to participate in project activities

The project will have a demand based approach and the flexibility to ensure that selected beneficiary stakeholders commit to active participation.

5

Administrative and logistical procedures are maintained and supportive of project completion within time lines

These are regular assumptions within a project that will be addressed through the experienced project management staff.

6

The Recycling sector in Serbia and Sandzak increases only marginally over the project period

The project has a clear picture of the current environment in Novi Pazar and Serbia relating to recycling. The project will continue the monitoring of the situation and will endeavour to create partnerships with any new initiatives.

7

Programmes and activities will be conceived by NGOs/CBOs/CSOs with public participation, and will stimulate and support initiatives that engage, educate and involve people from target municipalities

The project had extensive consultations with key stakeholders in order to ensure that the activities are defined in a way to ensure efficient and effective implementation.

8

Inter-municipal cooperation in the Sandzak involves local authorities, public institutions and organizations, women’s groups, youth groups, ethnic minorities, CSOs and the communities

The project ensured main stakeholders buy-in during the design phase. Additional formal and informal cooperation protocols will be established during the project initiation.

Major risks Risk Mitigation Measures

Availability of suitable land for the Center Availability of public land in Novi Pazar is scarce and a prerequisite for start of waste recycling-related income generation activities. City of Novi Pazar has identified suitable land plots which require further review as regard needs for

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provision of public infrastructures. Following conditions apply: Flat land surface of 3000 m2; Located max. 10 km from urban areas and suitable for waste management; availability of public infrastructure (water, sewerage, industrial power electricity, access road).

Middlemen and corruption Middlemen and corruption are ingrained in the informal waste collection sector in Serbia and include unfair competition, bribing, stealing of collected materials, etc. Middlemen will be offered to participate in the Centre activities and this will allow integration of the already established informal system, decrease the risk of conflict and it will allow persons during application for documentation to continue to earn an income. Quality assurance mechanisms will be applied to ensure the correct monies are provided to the collectors that bring materials to the centre. Logistical surveillance through GPS marking of vehicles and set collection routes.

Competition and Privatization With the progress of Serbia towards the EU accession, privatization of waste companies is planned. As a cooperative the Centre will not have the assertive profit making company tactics, but will rather be focused on low technology and high manpower. The competitiveness of the Cooperative in this environment will be enhanced by its position as a “social programme” and the advantages of its community focus position that other “for profit” organizations will not benefit from, such as “Corporate Social Responsibility “and recipient of grants and equipment donation and centre infrastructure.

Cooperative The use of a cooperative as the management unit has many benefits which negate issues in relation to assets, familial over representation and oversight that may be an issue in other management mechanisms. These include:

Each member of a cooperative has one vote, therefore the possibility of one family obtaining control or corruption of Centre management is diminished compared to other structures.

A board of trustees oversees the cooperative activities and ensures oversight and monitoring of progress in line with the vision of the centre

Assets do not have to be owned by the cooperative but can be used by it therefore making it impossible for the cooperative to sell any assets on.

Equipment and assets The equipment and assets of the project related to the centre activities will continue to be available for use by the cooperative following the exit of the UN agencies. The risk of mishandling, misuse and sale of the equipment and assets has several options to choose from in order to allay this possibility. Additionally injury is a key concern which will be addressed through appropriate training in equipment use along with occupational health and safety, as well as through provision of tools and clothing.

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During the project period the equipment is held by the UN and as part of the project exit strategy, an assessment to identify the best option for holding of the equipment and assets will be performed.

Falling prices on recycled materials A review of the market prices over the last 5 years (2006-2011) for PET, office/white paper and Aluminum show similar findings: relative stable high prices during 2006-2008 (peak by beginning 2008) followed by a sharp fall (by 45%) in the beginning of 2009 with market prices steadily recovering in 2009-2011 and a starting decline during last 6 months in 2011. Current prices seem to fluctuate within a 15% margin of an average in between the 2008/2009 high/low peaks.In case of repetition of sharp fall of prices – which seems however at this stage unlikely, measures are at the disposal of the Cooperative in order to reduce income loss that would endanger sustainability levels, including 1) Exploring ways to reduce costs: further improvements in business operations, cutting bonuses, etc; 2) Conclude contracts with Buyers for longer term and for fixed prices or with build in safety valve clauses; 3) Ensuring the right product mix: PET and Al offer higher profit margins per kg than office/white paper; 4) Building up of adequate cash reserves to “sit out the storm” and wait for better times. Another factor that would mitigate steep fluctuations in market prices in Serbia are the incentives/penalties for packaging waste generators stemming from the Directive for Packaging Waste Reduction Plan for 2010-2014. Given the requirement to meet annual targets for recycling rates, packaging waste generators may require to provide incentives to collectors to continue collection of such wastes. This may prove in reality higher unit prices than market prices.


Continuous monitoring of project activities and designation of full-time UNDP staff for backstopping

Due to financial constraints, private sector might not be able to sufficiently contribute to the organization of Novi Pazar events

Initiate discussion with traditional sponsors well in advance (through the festival organizational board) Include local authorities from the outset

Due to summer holidays and school vacations, UNDP might not be in position to reach sufficient number of youth volunteers

Start planning and negotiating the activity implementation at least six months in advance. Use Youth Office as a broker and liaison with other 100 Youth Offices throughout Serbia

Youth from disenfranchised groups might not be interested enough to start vocational trainings, awareness raising trainings (on RH, HIV and Rights) or volunteering work

Cooperate with local Human Rights NGOs to reach as many as possible suitable individuals at least 6 months in advance of the activity. Use locals for advocating and lobbying

Local authorities have to be ready to sustain products that will be developed through innovation camps

Include local authorities in the dialogue with local constituencies and in the product design. Try to ensure their buy-in and sustainability from the outset

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Annex 4 (Work Plan)Project title: Improving Human Security for Migrants & Vulnerable Communities in Southwest SerbiaUNTFHS Project number: Year: 2012-2014

Expected outputs Planned activitiesList main activities, including M&E to be undertaken during

this year

Timeframe Responsible party Planned budget(USD)

Year 1 Y2

Q1 Q2 Q3 Q4

1.1 Recycling and waste collection center and cooperative

1.1.1 Cooperation agreement signed with the City of Novi Pazar and the Cooperative

XUNOPS 13,627

1.1.2 Construction and Equipping of the Centre and 5 Collection Points (CPs)

X X X UNOPS 615,250

1.1.3 Establishment of the Cooperative

X X X UNOPS 74,160

1.1.4 Cooperative personnel /members trained and certified

X X UNOPS 32,410

1.1.5 Cooperative personnel number 50 persons following 9 months of operation

X UNOPS 67,344

1.1.6 Women make up at least 25% of the workforce in the cooperative

X X X X UNOPS 5,000

1.1.7 A minimum of 30 public/private institutions/businesses have agreed to provide recyclable waste to the Centre

X X UNOPS 20,000

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1.1.8 Profit margins from the centers meet business plan targets within 9 months of operation

X UNOPS 82,000

1.1.9 Minimum of 40 persons engaged by the cooperative for alternative employment activities through pilot schemes

X UNOPS 50,000

1.1.10 Community Social Fund established through allocation of part of Cooperative profits for community support activities

X X UNOPS 18,771

2.1 Diminishing ethnic stereotypes

2.1.1 Support to organization of inter-cultural events in Novi Pazar

X X X UNDP 390,000

2.1.2 Establishment of the Dialogue Café

X X X UNDP 35,000

2.1.3 Organization of panel discussions

X X UNDP 15,000

2.2 Youth employment and participatory decision making

2.2.1 Youth programme – combining community works and youth employment

X X X XUNDP 120,000

2.2.2 - Advanced Youth Leadership School

X X X UNDP 35,000

2.2.3 - Develop community level and inter-municipal safety partnerships

X X X X XUNDP 186,900

3.1 Improved access to services related to citizenship rights and documentation

3.1.1 Tailored and specific activities for target community needs in accessing documentation and citizenship rights

X X X X

WHO/UNOPS 170,100

3.1.2 100 persons in the target groups have obtained valid: identity documents; working booklets; medical cards and 100 persons have access to

X X X X WHO/UNOPS 260,100

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preschool, school and adult literacy classes.3.1.3 Target population and healthcare workers have greater awareness of the rights of vulnerable populations and reproductive health

X X X X X

UNFPA 86,950

4.1Promotion of Human Security Concept

4.1.1 Prepare and distribute promotional materials diffusing and disseminating the Human Security concept to central/local governments and to communities in southwest Serbia

X X X X X

UNDP 70,000

4.1.2 Engage social “influencers” to promote the Human Security Concept through broadcast and print media, and through alternative and social media

X X X X X

UNDP 25,000

4.1.3 Organize at least 3 town hall meetings, community workshops, school-based activities or other public forums in each participating municipality

X X X X X

UNDP 25,000

Management Programme management, operating expenses, M&E, audit, reporting

X X X X X UNDP 274,966

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Annex 5 Additional Information on Implementation Activities and Arrangements Output 1.1 Establish a formal recycling and waste collection center and cooperative in or near Novi Pazar that employs at least 50 people, and able to diversify into other employment/income generation activities, including activities with increased added value

The Center will be owned and operated by the Cooperative which will be duly registered as legal business under Serbian law. The Cooperative will manage the Center which will be staffed by individuals who will be trained to exercise the full range of administrative and operational functions associated with the running of the center. Cooperative by-laws will require that any changes to the articles of incorporation and/or registration be approved by a two-thirds majority of the Cooperative members.

The Cooperative will execute off-take agreements and/or supply contracts with any local public or private entity that generates recyclable waste. This may include local government, schools, institutions, enterprises and companies. The Cooperative will seek to execute contracts for a volume of recyclalbe waste sufficient to ensure financial sustainability.

The Cooperative members and employees will be trained and certified in areas such as Waste collection; Waste handling, sorting and processing; Equipment use and maintenance; Occupational health and safety; Business development and marketing: Defining the market and market needs; product placement and positioning; competition in the recyclables market, etc.

The Center will commence operations within 9 months following receipt of funds. The Center will work to be cash flow positive on a monthly basis within 12 months of the commencement of operations, and to be profitable by the end of the second year of operations.

Retained earnings generated by the Center will capitalize a Social Community Fund which will also seek to secure additional contributions from external sources including municipalities, companies or private persons. The funds will be maintained in a separate account by the Cooperative, and will be disbursed according to the terms and conditions that will be defined in the Cooperative Agreement executed with the Municipality and other relevant parties. The Social Community Fund will be governed by a separate Board that will be comprised of members of the Cooperative and the Municipality. The Board will make funding decisions related to the allocation and disbursement of funds. The Board will also establish criteria for the selection of prospective recipients of funds, and will monitor the use of funds. Projects that receive funds will likely be small, and may include initiatives to promote health, literacy and education, and other social goods. 10% of funds should be invested in promoting gender issues.

Synergies with other ongoing programs by national and/or international partners will be explored so as to enhance impacts and ensure good coordination. One partner is the EU-funded Partnership for Municipalities program that among others plans to invest in water and sanitation programmes in communities also targeted by this project. UNOPS and WHO budget permitting, envisage complementing this investment by renovating an existing/building a new community health center (ambulant) to be housed in the MZ

UNOPS will enter into a direct grant support agreement with the newly established Cooperative for supporting the start up of the new recycling center. A total of USD 40,000 is budgeted for such start up support. The Cooperative shall be solely responsible for the performance of the services it has been

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engaged for, with UNOPS ensuring management, oversight and due diligence in carrying out its responsibilities. The Cooperative will open a specific bank (sub) account so as to ensure transparency of transactions made and protection from tax and legal measures (as it concerns a grant from UN entity). The Agreement will describe terms and conditions for granting the budgetary support including a clear scope of services/logframe, reporting requirements, payment schedule and monitoring/evaluation arrangements. Also, all specific bank accounts will be required to empower co signature as designated by UNOPS in order to secure proper spending of allocated grant funds.

Additional grant agreements could be considered at a later stage of the Project when alternative employment initiatives have been identified and approved. Such grantees may include municipalities, community organizations and not-for-profit organizations. In these circumstances, the award process would be through competitive selection, and follow a detailed grant methodology to be drafted with Donor and PSC consultation and approval. In the absence of a Donor-approved methodology, the process will follow UNOPS own internal rules and regulations as related to grant support.

UNOPS as lead organization for Objective 1 will be responsible for the implementation of activities and management of funds. It will closely collaborate with WHO especially for activities related to social mobilization of communities leading towards the establishment of the cooperative. In addition WHO and UNFPA will be the lead organizations for Objective 3 and as such be responsible for the implementation of activities and management of funds. UNOPS will implement for WHO recruitment and administration of personnel as well as selected procurement actions. Corresponding budgets will be included then in the Agreement between UNOPS and the Fund.

Output 2.1 Ethnic stereotypes between young people from Sandzak and the Serbia proper diminish by the end of the project


The main music and art events in Serbia, usually take place in more developed regions (Belgrade or Vojvodina Autonomous Province). UNDP will support organization of arts, sports and culture events in Sandzak region. The events will take place in the city of Novi Pazar, being the regional center, and will host young musicians and artists. Expected audience will include population from the entire Western Balkans region (i.e. from Bosnia and Herzegovina, Montenegro, Kosovo etc.). Music and arts will be used as a tool to enhance multi-ethnic identity, break stereotypes and fight social exclusion, thus providing long term benefits for the communities that are currently threatened in their livelihood and dignity. Activities will be implemented in partnership with other UN partners, such as the UN Human Rights Adviser in Serbia (OHCHR), local authorities, youth office, organizational board of the “Stari Grad” festival and private sector (Telekom Srbija, Komercijalna Banka, UNIQA insurance etc.). Experience from the Exit festival (held annually in Novi Sad, Vojvodina) will be used to promote and establish the festival as a branded regional event. Number of direct beneficiaries is estimated to 10,000 (could be even 60,000-80,000 if organized on the main city square). Number of indirect beneficiaries is by far bigger, taking into account the wide media coverage that the festival ensures (Macedonian National TV, Atlas from Montenegro, Hyatt from B&H, Kosava, Prva and RTS from Serbia, Blic newspapers, Dnevni Avaz (B&H), Vijesti (MNE) and 24 local TV stations. The event represents ideal opportunity for the promotion of the HS concept in Serbia. Specific activities will include:

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“Stari Grad” (“Old City”) festival -the festival will gather young, non- affirmed bands from Serbia as well as popular bands from the Western Balkans. Besides music programme, series of side-events, such as theater plays, painting and photo workshops, art exhibitions, and interactive workshops focusing on stereotyping, discrimination and tolerance will take place. The entire programme will be branded, among other things, with HS related slogans (to be determined) and the speakers and artists will be asked to promote ideas pertinent to inter-ethnic understanding and community safety. UNDP, in cooperation with the local youth office, will be engaged in attracting high school students from at least 40 municipalities in Serbia to attend the festival and take active participation in accompanying events, such as volunteer work, forum discussions etc. (see more below). UNDP will ensure that at least 2,000 young people find accommodation in their peers’ houses and will organize the transportation. This activity is expected to contribute to decreasing ethnic distance by bringing together young people from different regions of Serbia and giving them opportunity to meet each other.

Sightseeing tours – youth from Serbia and the region will go for sightseeing tours around Sandzak (monuments of culture: monasteries Sopocani and Djurdjevi stupovi, Altun-Alem mosque, Hammam, city fortress etc.), as part of the student exchange scheme. The activity is expected to contribute to inter-ethnic dialogue by human rights education, increasing knowledge about history and culture of the Sandzak region and advancement of the human rights culture. UNDP and the UN Human Rights Adviser in Serbia (OHCHR), in cooperation with the Youth Offices (through school Parliaments) will develop the student exchange programme, select schools and at least 400 elementary and high-school students from all over Serbia will visit their peers in Sandzak and will spend few days in Sandzak families. Likewise, children from Sadzak will be visiting other parts of Serbia. Ideally, they will pay back the visit. Main educational elements of such exchange programmes would focus on building knowledge of the young people with a view of empowering young leaders for human rights culture promotion. In addition, UNDP, National Employment Service (NES) and Centers for Social Work (CSW) will select and educate tourist animators who will be acting as tourist guides for sightseeing tours. At least 50% of tourist animators will be selected from vulnerable groups (Roma, IDPs, young people from rural areas etc.), who will pass the training organized by the NES and will be capacitated to work as work as local tourist guides.

Creation of an interactive map of SandzakUNDP will partner with local authorities and community based organizations to develop an interactive map of the region. The site will be a source of information about the region, and will provide interactive features that will allow users to provide feedback and inputs about local concerns (i.e. crowdsourcing). Mapped touristic points will be indicated with “pins” and hot-linked with a general descriptions, stories, photos, video, blogs and other content that will “substantively” strengthen local authorities’ monitoring, evaluation and reporting domains, thus making the site more accessible, transparent, informative, user-friendly, interactive and client oriented. The platform will be hosted on Novi Pazar and Youth Office websites and will be maintained by local authorities. No. of direct beneficiaries: 200,000 citizens of Sandzak region. Interactive map could be updated by at least 500 young people from the region (estimated internet penetration rate). All people interested in visiting the region (in terms of access to information) and local authorities (in terms of participatory evaluation, crowdsourcing) will benefit from it. The experience suggests that such approach makes effects on the local authorities who become more accountable and responsive in resolving the community related matters.

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Sport activities – football and basketball tournaments, running and mountain biking. The activity will focus on community-based sport initiatives for children, youth and adults of different social and ethnic groups. Sport games will be used as a tool to stimulate the process of peaceful co-existence, tolerance, gender-equality and inter-ethnic community building thus facilitating normalization of everyday life for the people of Sandzak. Local authorities, police, elementary and secondary schools and universities will be involved in the implementation of these activities, while composition of teams will be made based on the multi-ethnic, gender equality and social principles. Besides sports activities, the selected young volunteers will be engaged in marking of hiking and biking trails, cleaning up of environmental hot-spots etc.No. of direct beneficiaries: at least 13,000 (8,000 elementary school pupils, 4,000 secondary school students, 1,000 students)

Activity 2.1.2 – Establishment of the Dialogue Café

This project will establish the Dialogue Café in Novi Pazar. Dialogue Café Network uses leading edge video conferencing technology to enable face-to-face conversations between diverse groups of people from around the world so that they can create a global community for sharing experiences, learning from each other and working together. Dialogue Café in Sandzak will be a part of global network that spans many different and unique cities, whose experiences, knowledge, know-how and expertise could be crucial for surmounting the local problems, especially the issue of communication and cooperation among different ethnic and religious groups.

Dialogue café Novi Pazar will provide opportunities for local civil society organizations, schools, universities, local administration and public sector to open up constructive dialogue over the local issues, such as access to public services, education, employment and the environment..

Given the current composition of the Dialogue café network (including potential participation via CISCO offices and expansion to Novi Pazar), the following topics can be selected:

Minority rights, non-discrimination and gender equality in the light of EU Candidate status – experiences of new EU member states Potential participating locations: Novi Pazar; Wroclaw; Belgrade;

Integration of minorities, community cohesion – EU experiencesPotential participating locations: Novi Pazar; Paris; Amsterdam; Lisbon; Lille

Interethnic, interreligious trust, dialogue and cooperation – examples of best practicePotential participating locations: Novi Pazar; Rio; London; Ramallah; Amsterdam; Cleveland; Cairo

Youth participation in decision making processes – towards more accepting, open societiesPotential participating locations: Novi Pazar; Cairo; Doha; Amsterdam; Dubai; Lisbon and Cleveland

Can countries in transition/developing countries really go fully green and if yes, how best?Potential participating locations: Novi Pazar; Rio; Belgrade; London; Doha

Impact of digital technologies on low tech industries - the future of textiles productionPotential participating locations: Novi Pazar; Belgrade; Lisbon; Sao Paulo

Activity 2.1.3 Organization of panel discussions

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This activity will focus on improving interethnic and interreligious relations among young people in Sandzak through panel discussions and other fora. Discussion will be organized around topics such as promoting and monitoring of democracy and human rights, removing the hate speech from the dialogue, anti-discrimination etc.

Specific activities will include:

Forums

Five forums would be organized: The importance of dialogue between cultures and civilizations in the multi-ethnic communities.

On this forum, the speech would be held by opinion leaders from sports, music, art, literature, cinematography, scientist, public officials from Belgrade, Sarajevo and Podgorica, etc. Interreligious dialogue and tolerance. The speakers would be scholars from the Islamic community and Serbian Orthodox Church.

The culture of dialogue. Speaker- Borka Pavicevic, director of the Center for Cultural Decontamination in Belgrade.

Hate speech: modalities, forums, consequences. Effects of the hate speech on the human rights culture and everyday life of people in multiethnic communities. Speakers would be the CSO representatives reporting regularly on hate speech in Serbia.

Discrimination and Media: Speakers would be the Chief Editors of national broadcasters discussing the interest of media and their role on fighting discrimination and prejudice

The result of these discussions would be demystification of prejudices about others, emphasizing the positive aspects of multi-ethnic communities and building the mutual respect. These lectures will help to better understand problems in their communities, and allow them to come with proposals for solving these problems. 200 participants will be involved in discussions. The discussions will be followed by media, and therefore, this issue will be accessible to greater number of people.

Seminars

Democracy, human rights and peaceful conflict resolution.

The seminar is designed for students from both of Universities in Novi Pazar and for the last grade high school students. It would last five days. The aim is to provide educational opportunity on international policy with regards to the democracy, human rights and peaceful conflict resolution and thus empower students to become advocates for national policies on the same issues.

Multi-ethnic society –advantage or drawback The seminar is designed for youth taking part in preparation or attending the Novi Pazar festival. The seminar will aim at bringing lecturers from European Universities to discuss with the youth in Sandzak region about advantages of living in multiethnic society and how these advantages could be used to enhance economic prosperity.


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The activity will improve social and economic status of youth in southwest Serbia (particularly economically disenfranchised groups) by raising their capacities and involving them in development of their community. Namely, the project envisages organization of series of trainings for multi-ethnic groups of young people that represents a combination of vocational training and internship programmes.

A multi-ethnic cohort of at least 60 participants (of Roma, Bosniak and Serbian nationality) from Sandzak region will spend a total of six months in two phases. The first four months will be in intensive hands-on learning in a central facility where students will gather each day for classroom-based activity, counseling, and support services. During this phase, students will split their time in the Training Center and in community-based social action projects. In other words, students will spend equal time each week in classroom activities to strengthen their language skills, and financial literacy, learn technical skills, leadership training, and practice “soft skills”, and in community revitalization projects that showcase the potential of youth; provide practical, hands-on, work experience; and link students directly to market activity. In the remaining two month phase, participants will pursue internships, apprenticeships, jobs, entrepreneurial initiatives, links to micro-finance institutions, and other livelihood related activities. They will return once a week to the training facility for follow-up coaching, counseling, and business development services. Elements of social and civic education will be woven into both phases of the program through youth policy councils, alumni councils, social action teams, and individual coaching. Also, basic psycho-social supports will be provided throughout the program through counseling, case management, financial incentives, referrals to services, transportation, social activities, peer exchanges, and other activities.

The first four-month phase of the program will directly engage young people in the planning and creation of tangible community assets such as building wheelchair ramps on public buildings, upgrading and weatherizing homes for vulnerable families, building or improving playgrounds and bike paths, planting trees, restoring historical features, municipal landscaping, building low-cost, innovative solar lamps for rural homes, and making other “green” improvements. In this way, the program teaches that the development of the individual is tied to the development of the community. As described above, participants will spend half of their time in the first four month phase in social action analyzing community development processes, facilitating planning meetings, practicing basic skills for employment, applying their classroom learning, interacting with municipal leaders, and demonstrating their potential. All the participants will be provided with stipends that would be enough to cover their basic expenditures during the project duration.

When choosing the participants, special attention will be paid to the social status of the participants, ethnic diversity and gender balance. YouthBuild principles will be strictly followed: respectful collaborative relationships between youth and adults; in a safe supportive learning environment; mastering new skills, knowledge and behaviors for school, work, family, and civic engagement; practicing leadership roles and actions; building tangible community assets in service to others in need; and creating hope and opportunity for one’s future.

Apart from at least 60 direct beneficiaries, this activity will have impact on the entire population of this region and it will shape the region’s economic development. Using the media, local and national, websites, social networks, billboards, various mailing list and communication channels, etc. the plan is to reach to several hundred thousand people living in Serbia.

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The Advanced Youth Cross-Cultural Political Leadership School is a 7-day school which provides motivated and active individuals with skills and techniques to help them strengthen their leadership role within local communities and political parties. The school will empower young leaders to become effective human rights advocates in the political life of their communities.

UNDP, in cooperation with other UN partners, such as the UN Human Rights Adviser in Serbia (OHCHR), civil society, will provide trainings for at least 50 young activists of different ethnic backgrounds. Topics that will be covered through the training include: non violent communication, peaceful conflict resolution and transformation, negotiations, teamwork, lobbying and advocacy, human rights and non-discrimination frameworks, culturally and human rights sensitive budgeting and policy development. Trainings will be delivered by certified trainers and prominent lecturers. Participants will identify issues and policies that are negatively affecting local community and will propose actionable recommendations to local authorities and institutions. One of the outcomes will be the establishment of a regional network of young leaders that will serve as a platform for further promotion of interethnic communication and cooperation. Number of direct beneficiaries: at least 50 young activists from Sandzak, who will benefit from the leadership school.Indirect beneficiaries: members of the regional network.


With the recent upsurge of Web 2.0 technologies, innovation in development is increasingly coming from outside of the “developed” world. Individuals and communities are collaborating at scale, speaking directly to their governments en masse, as well as beyond them to the development community and the international public sphere. The new technologies are also enabling the rapid circulation of ideas and providing opportunities for social entrepreneurs to engage with much wider audiences.

Civil Society Organizations (CSOs) across the world are driving and being driven by this new model of development; however, regional engagement with web 2.0 technologies varies. The identified lack of Serbian CSO engagement in this area is regrettable. Anecdotal evidence suggests this is, in part, due to a lack of understanding of the potential of web 2.0 technologies among CSOs, as well as the discrete nature of professional networks within the country.

Based on experience in Armenia, Georgia and Bosnia, UNDP will provide a forum that unifies people, ideas and digital tools to create innovative web-based solutions to social challenges. Ideas are accelerated through the developmental process with software and an accompanying business model often produced within 48 hours. The events build cross-sector networks of civil society activists, graphic designers, PR specialists and web technology experts, as well as develop civil society’s capacity to utilise web 2.0 technologies.

The activity includes a two to three month preparation period where a call for ideas is launched and a wide range of ideas related to community development are gathered. This is followed by a two-day event where a group of experts is working with participants from the local community (including

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representatives of the local self-government, CSOs, private sector etc.) on articulating the ideas into concrete project proposals. Following the event, the most promising projects receive financial support and incubation for a year, and, based on their success, advice on donor mobilization. This process ensures the sustainability of the projects as well as the networks formed during the event.

Output 3.1 Reduced threat of statelessness and improved access to services related to citizenship rights and documentation.

Activity 3.1.1 – Tailored and specific activities for target community needs in accessing documentation and citizenship rights

Assessment Phase - To tailor activities to the specific and cultural needs of the target populations Develop a “social matrix” of the Recycling centre members, their families and communities to

identify gaps in access to services. Perform a SWOT analysis of services Perform an assessment of health status and immunization with the targeted populations. Perform an assessment of the health clinic in Blagovo for scoping of the rehabilitation needs.

Activity 3.1.2 - 100 persons in the target groups have obtained valid: identity documents; working booklets; medical cards and 100 persons have access to preschool, school and adult literacy classes

Supporting the Citizens Advisory Services Offices in their work related to accessing services for marginalized population and engage them to work with the “social matrix”. Includes monies for documents

Liaison with the target population, registration offices, City department of Social Protection and the Ministry of Internal Affairs, municipal health insurance fund office, City department for Health, primary health services and municipal health sector, City department on Education and the Ministry of Education, social protection and employment departments in the Ministries, municipalities, City secretariats, the National Employment Service to raise awareness of the issues relating to obtaining identity cards medical booklets, working booklets and to identify mechanisms that can support the improvement of access to the project target groups. Continuing communication and advocacy with Ministry of Health and Health Insurance Fund regarding access to healthcare for vulnerable or marginalised populations in general.

Registration - Providing support to people from the targeted groups in obtaining valid identity cards

Liaison with related authorities in Kosovo (Under UN security resolution 1244, 1999) to address issues in relation to persons geographically relocated from there.

Providing advocacy, legal and financial support during the process of inclusion and information to the unregistered on their rights and obligations as citizens

Organizing and delivering meetings/workshops for target populations, local governance and services offices to provide information on citizenships and minority rights related to personal identification/registration

Health-Providing support to the targeted groups in obtaining valid medical cards and access to services

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Support the education to Primary school level for potential candidates for the position of the MOH backed Roma Medical Mediator programme.

Reestablish the health clinic in Blagovo through infrastructure and building development and equipping. The Municipal health services will fund the appointment of relevant staff.

Organizing and delivering meetings/workshops for target populations, local governmental institutions and services offices aimed at providing health promotion and information on citizenships and minority rights related to: general information on rights; and access to medical cards; general health and cultural sensitivities and perceptions. (UNOHCHR/WHO))

Performing an assessment of the situation relating to nutrition intake and conduction of educational seminars with the target populations and Primary Health Care Centre staff to raise awareness of nutrition and the impacts of malnutrition. (1 training is planned)

Performing an assessment on the physical growth within the target population and conduction of educational seminars on growth monitoring with local health structures. (1 training is planned)

Employment and Social protection -Providing support to people from the targeted groups in obtaining valid working booklets and access to social protection

Working with institutions, service offices and related governmental bodies to implement 6 meetings to provide instruction and support application for work booklets to increase awareness of vulnerable population rights, cultural sensitivity and access to social protection services

Activity 3.1.3 – Target population and health care workers have greater awareness of the rights of vulnerable populations and reproductive health

Health - Providing support to people from the health profession and CSO/NGO groups build capacity on these topics

Raising awareness of HIV/AIDS, reproductive health and human, citizen and minority rights through:

Supporting of implementation of the accredited reproductive health curriculum for health care workers in primary and secondary centers in and around Novi Pazar

Trainings for local health care practitioners to work with youth at higher risk in the area of HIV/AIDS and other STIs

Trainings for NGO who already work with IDPs, to understand specific needs related to reproductive health of IDPs in order to increase access to services of this population

Raising the awareness of HIV/AIDS, reproductive health, HIV/AIDS and human, citizen and minority rights through supporting the performance of six shows from an established Roma/non-Roma theatre production and six formal seminars/ workshops on these subjects – 2 shows for the members of the cooperative and 4 shows for the youth form High schools in Sandzak – Novi Pazar. Each show should have 20 – 30 (max 60) attendees from the target population (members of the cooperative and their families and youth from High schools in Sandzak – Novi Pazar) and seminars/workshops should have around 20 attendees from the target group. Plays intend to also display a cultural synergy between Roma and non-Roma artists and while teaching some important health-related topics, they also create a two-way channel connecting both sides. This is important because integration does not happen if both Roma and non-Roma

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parts of the community are not connected. Through play the problems of the Roma also become something shared by the community and vice versa. Each play lasts for 45 minutes The training workshops, go deeper into the elements of the topic. Workshops will be delivered interactively, by the experts from these fields and will deliver a content that will provide relevant information on reproductive health (particularly Family Planning and adjacent issues), HIV and AIDS and connections between health and human and minority rights to target populations

Raising the awareness of HIV/AIDS, reproductive health and human, citizen and minority rights through supporting the performance of six shows from an established successful Roma theatre production and six formal seminars/ workshops on these subjects (UNFPA/ UNDP/ UNAIDS)

Provision of laboratory materials for STD and pap screening. The municipal health services will cover all other related costs (UNFPA/ UNDP/ UNAIDS)

Annex 6 (Letters of Support)

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Acronyms - undp.org€¦ · Web viewSouthwest Serbia, commonly known as the Sandzak, is one of...

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