Technical ProposalProject no. 00075632-EUPROGRES

Provision of Campaign for the promotion of Gender Equality in South West Serbia

Mena Group

Consultancy, Training & Translation

Contents1. Description of the Consortium.........................................................................................3

1.1. SIPU International........................................................................................................3

1.2. Mena Group....................................................................................................................4

1.3. Other partner.................................................................................................................5

1.4. Registration Documents............................................................................................5

1.5. Annual Balance Sheets..............................................................................................5

1.6. References......................................................................................................................5

1.7. Project management...................................................................................................7

2. Rationale: Our understanding of the Assignment..................................................10

2.1. Gender Equality in Serbia and South West Serbia.........................................10

2.1.1. The public of South and South West Serbia.................................................11

2.1.2. Attitudes in target audience...............................................................................12

2.2. Approach.......................................................................................................................13

3. Strategy.................................................................................................................................16

3.1. Draft Activity Plan......................................................................................................17

3.2. Important throughout...............................................................................................25

3.3. Expected outcomes...................................................................................................26

3.4. Reporting; Monitoring & Evaluation.....................................................................26

3.5. Phasing, timing and work plan..............................................................................29

4. Proposed Team Structure...............................................................................................31

4.1. Composition of the team.........................................................................................31

5. Proposed Project Team Members.................................................................................35

Appendices, including proposal submission form, registration documents, references etc. follows after section 5.

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1. Description of the ConsortiumSIPU International AB (Sweden) and Mena Group (Serbia) has formed a consortium for this project (please see the consortium agreement attached to this proposal as an appendix). We have also formed partnerships with one Serbian CSO’s (the Democratic Transition Initiative). Together we form a strong consortium with experiences from carrying out large scale projects including awareness campaigns for gender equality. Our established network adds valuable insights and experiences, as well as core professional personnel.

The consortium confirms that the proposal will be valid for 90 days from the 8th of April 2012.

The proposal submission is attached to this proposal as an appendix.

Contact person for this proposal is: Josefin Persdotter, SIPU International ABPostal address: Box 45113, 104 30 StockholmPhone: +46 (0) 8 698 06 15Fax: +46 (0) 8 698 06 10Mobile: +46 (0) 70 728 40 70

1.1. SIPU InternationalSIPU International AB - The Swedish Institute for Public Administration - is a Swedish consultancy and training organisation specialising in capacity building and institutional development in transitional and developing countries. SIPU is one of Scandinavia’s leading consultants in the area of public service development. With a turnover in 2010 of € 14 million, SIPU International is currently operating in over 40 countries around the world, including Serbia. The organization have a track record of consultancies in more than 60 countries globally and employ more than fifty full time staff in the headquarters in Stockholm and project offices abroad. In addition, SIPU contract a high number of short-term experts every year.

SIPU International has solid experience from all the areas relevant for this assignment, having worked extensively with gender issues and the organisation of communication campaigns. The organization has worked with similar projects in the region, as well as in many other parts of the world, with funding provided from both Multilaterals (UNDP) and bilateral donors (SIDA, Norad, DFID, USAID). As an example, in 2008 SIPU finalised a project in 500,000 EUR SIDA-funded project in the Russian Federation focused on awareness raising on gender issues which included “White Ribbon campaigns”, establishment of an information and communication strategy, trainings and development of models that were disseminated in the country.

SIPU have a strong position in the Balkans, especially in Serbia where we have worked actively for the past 10 years. Currently SIPU International is implementing the regional Technical Assistance for Civil Society

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Organizations-programme - TACSO, supporting civil society in all the Western Balkan countries and Turkey. In this 13.4 million EUR programme SIPU International and partners are organising are carrying out a wide range of information and communication activities, such as conferences, publications and media events. In this and other projects and programmes SIPU International has demonstrated continuous excellence in project and programme management.

http://www.sipu.se/international

1.2. Mena GroupMena Group is a local consultancy firm based in Nis, South Serbia, whose mission is to be in the forefront of the development of learning organizations by bringing innovative solutions to society change . Mena Group consists of a team of four staff and a large network of sub-consultants in various fields, with long experience stemming from assignments with both local and international organizations as projects managers, facilitators, advisors, experts and trainers. Mena network also comprises experts within universities, civil society organizations and public agencies..

Mena experience includes work with research, coaching and mentoring, project management and training/counseling within the areas of organizational development, agricultural and rural development and cross-cutting issues such as human rights and gender sensitivity. Mena Group’s focus has been on finding specific solutions for businesses, local structures, civil society organizations in order to improve management, systems function and social learning.

The team at Mena Group has been internationally trained in the best known techniques of facilitation , and offers services for: facilitation of meetings (strategic, project, CEO meetings, Board members meetings, planning meetings etc.), facilitation of workshops, strategic planning process facilitation, gender mainstreaming and analysis, conference and round table planning and focus groups facilitation.

Mena Group work is mainly locally and nationally based but includes cooperation with various international donors and development programs funded by Sida, USAID, UNDP, UN FAO and EU.

http://www.menagroup.org

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Mena Group

Consultancy, Training & Translation

1.3. Other partnerThe Democratic Transition Initiative (DTI) is a non-governmental organization that promotes the principles of local economic development, sustainable civil society, human/minority rights, and fights against xenophobia. Democratic Transition Initiative is active since 2004 in social and economic development. Their portfolio includes technical expertise provision, campaign development and implementation, accompanied by video and media content production.

http://www.dti.org.rs

1.4. Registration Documents Please find our state registration documents attached to this proposal as an appendix.

1.5. Annual Balance SheetsPlease find our Annual Balance Sheets for the years 2008, 2009 and 2010 attached to this proposal as an appendix.

1.6. ReferencesPlease find our detailed project references and letters of recommendation and certification attached to this proposal as an appendix. An overview of a couple of our relevant experiences are presented below, followed by a list of selected completed projects including contact details and value.

Title of project Similar projects/ Programmes

Experience in the region

Similar projects funded through UN system

Gender Equality and men in the Russian Federation xITP - Human Rights Towards Gender Equality, Global xTechnical Assistance for Civil Society Organisations x xFostering Interventions for Rapid Market Advancement x xCapacity Building of the Gender Mechanisms of Bosnia and Herzegovina

x x

Promotion of women in the Civil Service xInterim Support for the handover of the Proni-project, Bosnia and Herzegovina, Croatia, Macedonia(FY ROM), Montenegro, Serbia

x

Development of Modern Human Resource Management (HRM) in the Civil Service, the Republic Of Serbia

x

Support to the Public Administration Reform in Serbia xSystem implementation for Gender Violence Intervention xEvaluation of UNDP Contribution at the Regional Level to Development and Corporate Results

x

Strengthening decentralisation and local governance xEvaluation of UNDP support to National Human Rights Commission in Rwanda

x

Capacity building for CSO in Jablanica and Pcinja districts on gender equality and minority rights

x x x

Gender based Content Analysis of Educational Material in Primary and Secondary Education

x x x

Title Started - completed

Value (EUR) Client Contact

Gender Equality and men in the Russian Federation

June 2006 -Dec 2008

535,000 Vologda County Oblast

Ms. Evgenya Smirnova, deputy head of Department of Labour and Social

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Administration develTel./Fax +7 81 72 72 1383mashirova@sobes.vologda.ru

Technical Assistance for Civil Society Organisations

Aug 2009 - Aug 2011

4,026,63 European Commission

Henk Visser+32-2-299.85.52.Henk.Visser@ec.europa.eu

Capacity Building of the Gender Mechanisms of Bosnia and Herzegovina

May 2008 - May 2009

308,240 Gender Equality Agency

Samra Hadžiabdiæ-Filipoviæ+387 33 209 761genderagencijabih1@bih.net.ba

Promotion of women in the Civil Service

Febr 2007 - Dec 2009

414,643 Civil Service Agency

Paola Albornoz+46 8 698 50 00paola.albornoz@sida.se

Interim Support for the handover of the Proni-project, Bosnia and Herzegovina, Croatia, Macedonia(FY ROM), Montenegro, Serbia

Sept 2003 - May 2005

4,300,000 Sida and country field offices

Björn Mossberg, Swedish embassy

Belgrad bjorn.mossberg@foreign.ministry.se

Development of Modern Human Resource Management (HRM) in the Civil Service, the Republic Of Serbia

May 2002 - Dec 2006

3,642,995 Office for Personnel Management

Olivera Jovetic+38111 362 00 91

System implementation for Gender Violence Intervention

May 2008- April 2009

406,927 UNDP (procured through UNOPS)

Karen Rasmussen, Procurement Officer+45 3546 7585karenr@unops.org

Evaluation of UNDP Contribution at the Regional Level to Development and Corporate Results

June 2010 - Nov 2010

173,554 UNDP Evaluation Office

Oscar Garcia+1 212 906-5768oscar.garcia@undp.org

Strengthening decentralisation and local governance

Jan 2002 - July 2003

150,000 UNOPS/UNDP Mr Kalyan Pandey, CTA, UNDP Tirana+355 69 20 90 532

Evaluation of UNDP support to National Human Rights Commission in Rwanda

Febr 2002 - Sept 2002

75,000 UNDP Rwanda/UNOPS Copenhagen

Christine Umutoni+45 3546 72 33

“Capacity building for CSO in Jablanica and Pcinja districts on gender equality and minority rights”

5th November 2010 - 30th April 2012

USD 35,325.00

UNDP for the needs of Peace-building and Inclusive Local Development (PBILD) programme

Marina Babović, Project Co-ordinator for Governance and Social Inclusion, UN Bujanovac Field Office, Karadjordja Petrovica bb, Bujanovac, Serbia, Tel: (+381) 17 654-705, Mob: (+381) 63 390-237E-mail: marina.babovic@undp.org

"Gender based Content Analysis of Educational Material in Primary and Secondary Education"

5th January 2010 – 15th May 2010

USD 50,455.00

UNDP Danijela Djurovic, UNDP Belgrade, Internacionalnih brigade 69, Belgrade, Tel: (+381) 11 2040400

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1.7. Project managementThe Project Director from SIPU who will be the main responsible for the project’s implementation and provide technical support in M&E and quality assurance is Mr Pontus Förberg. Mr Förberg will be the main responsible for the timely submission of technical and financial reports of the project. He will also handle high level contact with donors. Any expenses (materials, subcontracting of web designer etc) will be approved by the Project Director (financial supervision).

Mena Group Director Tamara Zivadinovic will be responsible for co-management of the project together with Pontus Förberg from SIPU International. She will be responsible for coordinating the local team, communicating with international colleagues, monitoring project progress and reporting.

Project Director Mr Ponuts Förberg

Pontus Förberg is a Senior Project Director at SIPU International. He has led numerous projects and programmes in Serbia and the region over the past 20 years, giving him a solid understanding of project management and the region. Mr Förberg is currently managing a large SIDA funded project in Albania focusing on Community Policing, where gender is one of the three main components. In the framework of the project a wide number of activities are carried out to raise awareness on gender issues, mainly focused on the general public.

Ms Tamara Zivadinovic – Project Manager

In the past 10 years she has served as team Leader of several development project in Serbia. She has been dealing with rural development, institutional capacity building and gender issues.

Ms. Zivadinovic is development and management specialist with special interest in training design, whose particular background and interests lie in organisational change, creation of a learning environment and gender mainstreaming in project design, implementation & transformation of projects to be gender sensitive. Trained in Facilitating the Multi-Stakeholder Processes & Social Learning at the International Training Centre in Wageningen, Netherlands. Certificate for Technology of Participation Methodology (developed by the Institute for Cultural Affairs, USA). Developed methodologies such as the creation of Multi-disciplinary Teams, and group formation. Developed specific training programs for facilitators working with group development. Co-founder of the Serbian Facilitators Network. 7 years of intensive work in South-West, South-East & Central Serbia, in the field with women groups, as well as local self-governments, regional government bodies and national institutions. Native Serbian speaker, fluent in English.

Business Integrity Management Plan

This section describes the Quality Assurance System, the Business Integrity Management Plan and the Consultants’ Standards of the Consortium’s lead firm – SIPU International. These standards apply to all consultants with whom we collaborate (both internal and sub-contracted) and will be applied and respected in all aspects related to the carrying out of this assignment.

SIPU International Quality Assurance system

SIPU International is committed to provide high and consistent quality consulting services to professional standards and international good practice, on time and to budget. The application of ethical standards and

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integrity procedures that preserve the objectivity, honesty and impartiality of our advice and actions are key objectives for SIPU International and integral to our core values, vision and reputation.

SIPU International has developed and applies a quality assurance system, which is compliant with ISO 9001:2000. The main focus is i) to safeguard that contracts and assignments are implemented to the full satisfaction of the commissioner, and in accordance with the Terms of Reference, ii) that necessary feedback is efficient in order to correct possible weaknesses in a timely manner, iii) that lessons learned from the implementation of assignments are collected and disseminated to relevant actors, and iv) that such experiences – both positive and negative – are considered for improving forthcoming activities and to the use for our clients.

Quality Assurance covers all the important areas of the business cycle for projects and assignments, in particular:

• Tendering and contracting. This includes standards and criteria for selecting which tenders to respond and which not to, in order to ensure that we only tender for projects where we can be confident in our ability to deliver proposed services to the satisfaction of the client, and in accordance with the financial and other business goals as expressed in our annual business plan. Also, standards and procedures are in place for writing proposals, developing methodology, selecting and vetting CVs, making budgets and work plans in conformity with ToRs procurement rules. Finally, there are procedures and a regulated chain of command for drafting, checking and negotiating contracts.

• Selection of consortium partners, sub-contractors and external consultants. SIPU International AB collaborates with a number of partners in the implementation of projects and assignments. The quality of their work is just as important as our own. Criteria and procedures to guide this selection and to verify the experience and expertise of potential partners are established, for new as well as continuously for old partners. As a rule, we try to work with well-tested and trusted partners.

• Managing project implementation. This is the most important component. A project management handbook details all the procedures, norms, policies and routines to be applied when managing SIPU assignments and projects. This is a means to ensure that every project is managed and implemented to the same high standards and to facilitate senior management monitoring. Every project has a designated SIPU core staff project director who is primarily responsible for the successful implementation and results of the project, regular client contacts and communication, technical backstopping, consultant recruitment, supervision and management (together with project Team Leader in major projects) and that all relevant guidelines, procedures and policies from SIPU, the client and the donor are followed. A key factor for a successful implementation of an assignment is how well we select and manage a multidisciplinary team. Each team member should have complementary competence, experience and skills that should contribute to the achievement of the objectives. Cultural competence and a deep understanding of the local context is of special importance, which is why we have a vast network of local consultants. Our role is to make sure that each consultant can use his or her potential in each assignment. The method we use is to start each assignment with a kick-off where all team members interpret the ToR and agree upon the content. Thereafter the division of labour and development of a work plan should reflect and take advantage of the complementarity of the team members. Continuous meetings are held in person or over the telephone in order to safeguard the quality and that all aspects of the assignment is covered. The Project Director is also

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operationally responsible ensuring quality and integrity control, lessons learned and end-of project quality and satisfaction survey with the client, and may be assisted by a Project Administrator for logistics and administrative backstopping. The project director has these responsibilities by delegation from the concerned Business Group Director, who in turn has this responsibility in delegation from the Managing Director. Procedures and instructions detail what decisions and acts can be taken by the project director alone, what is prepared or proposed by the project director but decided by or communicated for information to the Business Group Director and Director of Finance & Administration or in some cases the Managing Director.

• Financial management. Procedures and cost norms are in place for budgeting, for budget and cash flow follow-up, projections and rolling revisions, as well as procedures for project cash and bank account handling and reporting, invoicing and payment follow-up. There are also procedures and triggers for early identification of potential significant financial deviations and how to address these.

• Personnel management. A detailed Staff Handbook (available and updated on the intranet) regulates company policy and procedures on all issues regarding permanent and contract staff. SIPU has formalised procedures for yearly staff consultations in which past and future performance, expectations and ambitions are discussed and agreed upon. Feedback from clients and SIPU project directors on performance of sub-contractors, contracted external consultants consortium partners collected, analysed and used as factors in deciding on future cooperation.

• Steering and direction. The Managing Director has overall quality management responsibility, as well as for common resources such as CV and project reference databases. The Business Group Directors act as quality managers for projects and assignments in their respective areas. The Director of Finance and Administration is quality manager for financial matters. An internal modular training program is regularly organized, covering all aspects of SIPU project management policies and procedures, and is mandatory for all project directors.

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2. Rationale: Our understanding of the Assignment

2.1. Gender Equality in Serbia and South West SerbiaThe current state of gender equality in Serbia has two components that define the position and roles of women and men in Serbian society. On one hand, there is the policy component which has significantly improved in the last few years. On the other hand, patriarchy is deeply rooted as a value system at family level, but also in the way institutions function on an everyday basis.

The Constitution of the Republic of Serbia, adopted in 2006, envisages in article 15 equal opportunities for all and equality between women and men in Serbia. In 2009, the Law on gender equality and the Law on discrimination were adopted providing key institutional framework for the improvement of the position of women. The Law on gender equality regulates all relevant spheres of life regarding equality and prohibits gender based discrimination. A very important part of the Law is the obligation of local self-governments to provide equal opportunities for men and women, but also to establish Local gender mechanisms (LGM’s) 1. So far, more than 100 local gender equality mechanisms have been established. Local gender mechanisms can have different form: it can be a person, committee, council or board.

At the national level, the Gender Equality Council, established in 2004, serves as the advisory body of the Serbian Government. It comprises of representatives of relevant ministries, representatives of civil society and experts in gender equality issues. The role of the Council is to analyse and evaluate the situation in the field of advancement of women and propose short-term and long-term measures to the Government for achievement of full gender equality and strengthening the position of women. The Gender Equality Directorate (GED) within the Ministry of Labour and Social Policy was formed in 2008. GED is supposed to draft laws and strategies aimed at improving the situation of women, implement the ratified international instruments in this field, promote the policy of equal opportunities and conduct awareness raising campaigns. The Directorate has established close cooperation with UN entities such as UNDP and UNIFEM, as well as the Council of Europe and other relevant regional and international organizations. In addition to the mechanisms established on governmental level, the Parliament of Serbia has its own Gender Equality Committee which examines laws and other regulations, reviews policy making and the implementation of the laws by all bodies responsible to the Parliament. One of the four deputies of the Ombudsman of the Republic of Serbia has as primary responsibility to deal with gender issues. Various gender equality mechanisms have also been established at the level of the Autonomous Province of Vojvodina (notably Gender Equality Institute), as well as at local level.

The most important national policy document is the National Strategy for the Improvement of the Position of Women and the Advancement of Gender Equality which was adopted in February 2009 for the period of 2009 -

1 In targeted area, as per information on GED webpage, there are LGM in: Novi Pazar, Raska, Tutin, Ivanjica, Priboj and Prijepolje. Sjenica and Nova Varos do not have LGM yet.

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2015. An Action Plan for the implementation of the Strategy has also been adopted. These two documents cover six strategic issues that are most relevant for the advancement of position of women in Serbia: political participation, education, health, violence, economy and media. Raising awareness on specific gender issues is one of the main activities.

2.1.1. The public of South and South West SerbiaStatistical data2 presented in following tables are showing that in all municipalities except Ivanjica there are more women than men. Women are less employed and there are more women in the group of unemployed. The political participation of women is very low, for instance amounting to less than 20% membership in municipal assembly. There are no gender disaggregated data for education and health.

Presented data are from the census 2002, but found in the publication: Statistical office of the republic of Serbia (2011), Municipalities and regions in the Republic of Serbia,2011 Belgrade

2 Presented data are from the census 2002, but found in the publication: Statistical office of the republic of Serbia (2011), Municipalities and regions in the Republic of Serbia,2011, Belgrade

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Number of citizens

Municipality Total Male Female

Novi Pazar 85 996 42 502 43 494

Sjenica 27 970 13 975 13 995

Raska 26 981 13 451 13 530

Tutin 30 054 14 838 15 216

Ivanjica 35 445 17 868 17 577

Priboj 30 377 15 062 15 315

Nova Varos 19 982 9937 10 045

Prijepolje 41 188 20 416 20 772

Employment

Municipality Total number of employed persons

% of women

Novi Pazar 17 000 40,6%Sjenica 3000 41,5%

Raska 5000 38,0%

Tutin 3000 34,2%

Ivanjica 7000 46,8%

Priboj 5000 39,1%

Nova Varos 3000 37,2%

Prijepolje 5000 40,8%

Number of unemployed people

Municipality

Total Number of women

% of women

Novi Pazar 20 475 11 541 56,4%

Sjenica 5337 2435 45,6

Raska 3622 1963 54,2

Tutin 6707 3634 54,2

Ivanjica 5218 2325 44,6

Priboj 5397 2703 50,1

Nova Varos 2248 1105 40,2

Prijepolje 6442 3521 54,5

Number of Municipal councillors

Municipality Total Number of women

%

Novi Pazar 27 3 11,1

Sjenica 39 3 7,7

Raska 35 7 20

Tutin 37 3 8,1

Ivanjica 37 4 10,8

Priboj 41 4 9,8

Nova Varos 27 3 11,1

Prijepolje 61 11 18,0

Source: Statistical office of the republic of Serbia (2011), Municipalities and regions in the Republic of Serbia 2011, Belgrade

2.1.2. Attitudes in target audienceIf we take the latest public opinion research on gender equality3 we can see there is a lot to be done in Serbia on raising awareness on gender equality and related issues. The research done by the Institute of Social Sciences – Centre for Political Studies and Public Opinion Research as part of the Inception Program, implemented by the Gender Equality Directorate of the Ministry of Labour and Social Policy of the Republic of Serbia had as its main objective a field survey on the public opinion of Serbian citizens on a number of gender equality issues. The survey was conducted during 2010 and included a sample of 1,204 citizens in Serbia, not including Kosovo*. The survey focuses on the following topics:

attitudes toward gender equality and gender related issues; gender equality in the fields of politics, economy, education and media; attitudes toward gender equality policy; and underlying socio-psychological determinants of attitudes toward gender equality.

Three aspects of gender equality were explored: perception, experience and policy. Gender identity was deemed less important than some other identities. The research has shown that the attitude of citizens is that boys and girls are not different, but when asked about expectations stereotypes came out. More expectations are specific for girls: being obedient, having good manners, expression of emotions, doing household chores, and taking care of other people. The only gender-specific values ascribed to boys are doing sports and being independent,4 It is important to note that one third of citizens are ambivalent towards the idea of gender equality and that one sixth opted for a negative response towards gender equality . The best known gender equality issue that citizens recognize is violence against women. Education level impacts women’s understanding of gender equality. Better educated respondents more often opt for governing positions, elimination of prejudices, and gender equality in financial power.

It is important to stress that half of the respondents had average knowledge about gender equality. The respondents were aware of discrimination policies and practices at work and in economy, but they also showed stereotypical thinking regarding jobs women should practice: apartment cleaning, care of old and/or disabled persons, and babysitting. A man is the first choice when talking about apartment painting, computer repair and flying an airplane. Most of the respondents rely on media as the key source of information on gender equality, and state that violence, trafficking and discrimination of disabled people are more visible in media. Half of respondents do not remember any TV program representing women in a humiliating and stereotypical way. The respondents do not recognizing the problems in education issues for men and women. They think that girls

3 The Institute of Social Sciences – Center for Political Studies and Public Opinion Research (2010), Empirical Survey of the Opinion of the Serbian Citizens on Gender Equality, Gender equality directorate with the support of SIDA

4 “According to the gender distribution of responses, there are some differences. Male respondents believe that independence (12%), and practicing sports (18%), are more important for boys, and that girls should be more obedient (14%), have good manners (10%), do house chores (31%), express their emotions (15%), and care about others (11%). Female respondents also relatively frequently stressed their expectation about girls doing household chores (24%), expressing emotions (11%), being obedient (9%), and caring about others (9%).”Source: The Institute of Social Sciences – Center for Political Studies and Public Opinion Research (2010), Empirical Survey of the Opinion of the Serbian Citizens on Gender Equality, Gender equality directorate with the support of SIDA

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and boys have the same educational possibilities and opportunities, and that women are not disadvantaged in textbooks. They support policy measures, but most of them think that “women should fight for themselves”.

Municipalities show their level of awareness on gender equality through their activities and policies focused on improving the position of women. Two of the targeted municipalities, Novi Pazar and Ivanjica have very strong local gender mechanisms. Novi Pazar has a female President of Municipal Assembly and Ivanjica has signed the EU Charter for gender equality on local level. The representatives of these two municipalities were present and very active on the trainings for local mechanisms organized by GED and conducted by Consortium partner Mena Group in 2011, as part of the programme for strengthening local mechanisms for gender equality. Four other targeted municipalities have local gender mechanisms but they are not that visible and active, and 2 of them do not have LGM at all.

In targeted municipalities, two ethnic groups are mostly represented:5 Serbs and Bosniacs (Bosnjaci). Bosniacs are a majority in Novi Pazar, Sjenica and Tutin, while Serbs are a majority in Raska, Ivanjica, Priboj, Nova Varos and Prijepolje. Other bigger ethnic groups are Roma, Muslims and Montenegrins.

Finally, it is important to stress that the project team will face cross-cultural issues in targeted municipalities. These municipalities have specific cultural background, habits, traditions and behaviours and it is of great importance to design and adjust the campaign according to these issues.

2.2. ApproachAwareness of gender equality in the society is a prerequisite for gender equality. It might sound like a mere truism but it is much more than that. One who is aware and understands gender equality as a concept and as something crucial for a democratic society as well as for a thriving economy becomes a driver for change: a driver for gender equality. Without public awareness and understanding there are very limited possibilities to achieve results. Therefore SIPU warmly welcome this initiative.

SIPUalso warmly welcome the approach to speak about gender as something more than women’s rights and the underlining of the fact that gender sensitivity is not about pitting women against men.

SIPU and Mena group work with gender from three perspectives:

i) gender equalityii) women's political and economic empowerment and iii) social inclusion and diversity

We follow two paths in our work with gender issues where we

i) Focus on a Human Rights and Democracy perspective (equal rights) ii) Focus on how gender-equality can increase socio-economic development, state revenue,

business activities, and reduce poverty etc.).

Both paths are equally important. For SIPU gender equality is much more than only women’s rights and it is with great pleasure that we read the Terms of Reference since the breadth and depth of the concept of gender is fully acknowledged also by UN. In the contact of this specific assignment we 5 Presented data are from the census 2002, but found in the publication: Statistical office of the republic of Serbia (2011), Municipalities and regions in the Republic of Serbia,2011, Belgrade

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would like to stress the following:

- Gender is both masculine and feminine: the norms and systems of gender affect both women and men. It is imperative that the issue is not treated as something that only regards women. In the GEPAC should be targeted to both women and men and should deal with problems and possibilities for both women and men.

- Gender is aged: different age groups each have specific gendered worlds, problems and needs. The gender issues to be tackled and raised in the GEPAC should cover several age groups (e.g. children, adolescents, young adults, living with children, middle-aged, elderly).

- Gender is ethnic: The situation of a young girl belonging to one ethnic group might be very different to that of a young girl belonging to another. The GEPAC should hence cover all relevant ethnic groups.

Understanding gender as a concept means understanding thinking outside of the box. To think outside the box of stereotypes and norms: to challenge yourself and your ideas of what it is to be a woman or man, girl or a boy.

- Can boys be ballerinas? - Can girls play soccer?- Can the father take paternity leave?- Can the grandmother start a business?

Gender equality is to a very large extent about empowering all individuals in a society to fully live up to their potential and not limit them to what they are supposed to be and do according to tradition and norms. Through this women and men, girls and boys can contribute to the best of their ability to their community and thereby contributing to its socioeconomic development. The project partners feel that it is very valuable to focus on the mind-opening aspects of understanding what gender equality actually means throughout the campaign.

Gender equality is naturally also about the political and economic empowerment of women, as well as working with non-discrimination in the work place, labour market, about domestic violence and much more. The National Strategy for Improving the Position of Women and Promoting Gender Equality, the Law of Equality of the Sexes, Law against discrimination, CEDAW declarations etc. comprise all these highly important issues and there are several institutions such as the local gender mechanisms and the Ombudsman, who work with these issues on a daily basis. But a prerequisite for the possibility to implement these plans and live by these positions is a broad awareness and understanding.

As showed in the surveys described above a rather large proportion of the population of Serbia are either ambivalent or even negative towards the whole idea. This is not unusual in post-communist societies in general, and is also a growing trend in countries such as Sweden. It is imperative that the public understands the relevance and the positive impacts of the actual concept of gender equality . We understand the objectives of the campaign as aiming towards understanding more than anything else. Mere awareness is not enough: understanding is key.

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Awareness is also crucial for enabling citizens to claim their rights and for the authorities to secure such rights. The awareness should include at least basic knowledge of the rights of non-discrimination, how to claim such rights and where to seek remedy if needed. It should also include understanding on how details and practical implementation make a difference on whether gender equality and non-discrimination provisions are respected or not.

Awareness in the society can only be achieved through long-term commitment and open dialogue. Mere one-directional provision of information or theoretical education on gender equality seldom achieves the target of increasing awareness. Also awareness-raising which relies on top to bottom approach is often not achieving the objective of raised awareness. One-directional information does not make impact on people's minds, thus does not affect them. Best results can be achieved through interactivity, dialogue and involvement of the audience. Therefore the media components, promotional material and public events should seek to use concrete examples that come from the lives of ordinary citizens and to be interactive.

An essential element of an awareness raising campaign on gender equality is inclusion of authorities. In the present programme the authorities in question will be those in the eight target municipalities. If awareness raising is only targeting citizens and non-governmental organisations, it provides for the empowerment of people in an environment which is not welcoming to their claims, or even is hostile, but does not address the public, state or municipal environment. This would create disappointment towards the public system and towards believing that the rights genuinely are for ordinary citizens.

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3. StrategyWe propose a core team of 3 consultants existing of one campaign manager, one gender awareness expert and one youth and campaigning expert. The core team will be supported by supportive staff and by the Mena Project Manager and the Project Director from SIPU. Professional media-producers will be hired when needed for the media components. The core team will design, carry out and coordinate the awareness campaign in cooperation with their support staff and EU PROGRES. Please read more about the responsibilities and task of the team members below (Composition of the team).

EU PROGRES will be involved in the process of development of design and content of specific items and the final versions will be sent for approval before production.

The EU PROGRES Programme will monitor implementation throughout and the core team will maintain regular communication with them on a daily basis if/when appropriate.

Monthly and weekly plans will be agreed with EU PROGRES Programme staff.

Relevant project materials will be provided to EU PROGRES in electronic format or printed, as per agreement with EU PROGRES.

SIPU and MENA will ensure the appropriate visibility for the Programme and for its donors: The European Union and the Government of Switzerland as requested in the terms of reference.

The project consortium will ensure that the activities entail a balanced geographic distribution among the eight target municipalities. The campaign will be implemented in Serbian language.

Women's equal participation in politics is an important element of women's rights and enhancing women's participation in decision-making, but this this programme will not go into concrete election or candidacy planning or focusing on political parties and their election activities as such. Decision-makers may however be invited to the public events and they may be contacted when designing the campaign and media activities. The programme is however self-evidently politically neutral in all its activities. For events and activities where presence of authorities, decision-makers and public figures is required, the inclusion of them will be made in the basis of complete political neutrality.

The implementation of the campaign will start in May 2012 and run for four months. The implementation will consist of four phases which will overlap in time:

- Phase 1: Inception- Phase 2: Designing and preparing- Phase 3: Campaigning - Phase 4: Analysis and Reporting

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The activities of the project will be structured in the order presented below. More info on intended scheduling of activities, see draft work and activity plan below.

3.1. Draft Activity Plan

Activity 1.1: Team mobilisation and stakeholder meetings

Activity 1.2: Get in depth understanding of EU PROGRES Programme Document

Activity 1.3: Finalising the Comprehensive plan for the Gender Equality Public Awareness Campaign (GE PAC).

The finalisation of the Comprehensive plan for the GE PAC includes drafting a final M&E plan, a final campaign Activity plan and much more. It should serve as the steering document for the whole campaign.

EU PROGRES will be involved in the process, and should approve the final plan.

The work of finalising the Comprehensive plan for the GE PAC should start by finalising and deepening the understanding of the target audience.

The project consortium suggests that the campaign targets:

- Mainly ordinary citizens,- Both women and men,- Both young and old, but with a - Focus on the young.

The project consortium thinks that it is imperative to aim the campaign to both women and men and young and old. All members of a society are effected by and part of enabling gender equality. It is however important to focus on the young: The youth are the future, and they are also more likely to be able to break patterns.

The target audiences should also include representatives of authorities, educational institutions, active civic organisations, community leaders and students/youth representatives. As mentioned previously it is also important that the campaign targets all ethnicities and keeps a geographical breadth.

Secondly it should focus on defining the key messages. These should be derived from the objectives of the campaign and from careful consideration and thorough discussions with UNOPS and EU PROGRES. From the key messages one develops a simple slogan for the campaign.

As stated in the terms of reference the objectives of the campaign are:

- To raise general awareness on gender equality, its concepts and aspects- To familiarize citizens with diverse range of gender-based issues in their everyday lives- To raise awareness of the importance of overcoming existing barriers to gender equality as beneficial

for all- To demonstrate and promote links between democracy and gender equality- To promote gender mainstreaming- To highlight links between gender equality and related principles of good governance

Taking these into consideration we suggest that the key messages and the slogan will be built with these concepts in regard:

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- Everyday life- Breaking boundaries- Freedom of choice- The positive impacts of gender equality

The campaign will introduce messages that are clear and compelling and thus reaching to the minds of ordinary citizens. The messages will be developed during phase 1 together with the planning of the media component, promotional items and material and public events. It is important to present messages in a form which is thought through in the context of the local sociocultural environment.

We suggest that the concept of individual freedom to be and do what you want, no matter if you are a man or a woman, should be the core message of the campaign. Being able to be who you are, and do what you want without restrictions of culture and traditions enables you to contribute to the society in the best possible way.

Therefore the project consortiums suggest the campaign message to be something along the lines of: Break boundaries: you are free to be who you are, and free to contribute to your community.

Activity 2.1 Develop memorable, distinctive and simple slogan, logo and visual identity

The campaign slogan should be carefully considered and finalised only after the key messages has been decided in cooperation with a diverse group of representatives of the target audience.

The project consortium suggests that the campaign slogan sends of a positive vibe and focuses on the goal and results rather than the problem.

The project consortium suggests that the campaign slogan speaks directly to the target audience and keeps personal and direct tone of voice.

SIPU and Mena group suggest that the campaign slogan states:

I am free - to be me.

The slogan will, when finalised, of course be in Serbian language.

The slogan could have several variations leading up to the core campaign slogan, such as:

Man saying: I am free - to be a fatherWoman saying: I am free - to be a politicianYoung boy saying: I am free - to danceMid-aged woman saying: I am free - to start a businessYoung woman saying: I am free - to play soccerEveryone saying: I am free - to be me.

People can also, during public events, and online, insert their own ideas on what they are personally free to be.

I am free - to be ………I am free - to be me.

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The variations on the campaign slogan could be used in the promotional materials produced and in the media component, naturally.

This interactive use of the slogan can be utilised during public events, and online, as it also has been used in the national campaign by the GED.

The project consortium suggests that the logo could look something like this:

The whole campaign should be visually compelling and keep a very high professional quality.

The uniform visual identity is essential in order to achieve attention-grabbing and distinctive campaign activities. Please see an overview of some of our suggestions regarding visual identity below.

Activity 2.2: Develop and produce Promotional materials:

When the comprehensive plan is developed and slogan, visual identity etc. is finalised promotional items will be developed. The material should include information and hard facts, but should be easily digestible, give concrete examples from daily life and show the benefits of gender equality.

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The brochure and leaflets should be easy to read, easy to bring with you and interesting enough to make you want to read it. We suggest that they should be highly informative but first and foremost personal and direct. E.g. the man who says he is “free-to be a father” explains in text why he has chosen to take paternity leave; the girl who says she is “free- to play soccer” tells us in her own words how much she enjoys the sport.

Please see a draft of a tri-fold brochure below.

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The consortium will design and produce four campaign posters; one main larger and three smaller posters. It is important that the posters do not stand alone. They have to be combined with other, more informative, activities and material such as the TV-advertisements, the public events and/ or the informative brochure. Please see a suggestion below:

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SIPU and MENA will also design and produce small giveaways such as badges with the campaign slogan. This could be particularly good for youth. It is something they can bring with them; something that evokes both discussion and identification with the message.

SIPU and MENA will also design and produce ecological cloth bags with the campaign slogan printed on them. These could be used by any ages and by both men and women. They also serve a practical purpose and will very likely be used by the target audience: thereby spreading the slogan and the message.

The promotional material will be used during public events. Additional channels for distribution of the material will be determined in this preparatory stage.

The project consortium should design a simple website for the campaign. All promotional items should link to the website where all informational material is presented. It is important that the person who wants to know more and/or comment can do so.

Suggestions:

- Leaflets and brochures could be combined into one item, as there is always a difficult task of distributing them and getting people to read them.

- We propose to produce four (4) campaign posters- We propose to design a simple website for the campaign.

Outputs & Results

o Leafletso Brochure (informative)o Campaign Poster (main)o Means of indoor and outdoor visual communications (additional campaign posters, badges,

website)

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Activity 2.3: Develop and implement Media component of the Campaign

Based on the key messages and key target audiences, a media component will be further developed. The Media component will aim to produce material for TV, Radio, newspapers, Web portals such as YouTube, Facebook etc. The project consortium suggest a number of possible such products below.

For development of media messages and media component local media professionals will be subcontracted.

The media campaign will seek to use the media outlets that are followed locally in order to reach the target audiences. The design of the media campaign will focus heavily on the regional issues and context. It is imperative to meet people where they are; in their reality; their daily life.

The media campaign outputs will be highly visually compelling and keep a high professional quality.

Suggestion: The media component is very likely to be the most time-consuming and costly parts of this phase. Therefore we suggest a focus on synergies in production. For example: a short film for TV can become a YouTube movie and a radio-commercial. And a poster can easily become a newspaper advertisement.

Video

The project consortium will produce a short film presenting the core idea of the campaign. This video will be presented on our campaign website, on YouTube, and it should also be presented on local TV (advertisement). The film could start with several local people saying things like: I am free - to be a father; I am free - to be a politician; I am free - to play soccer etc. one after the other. Then it could be followed by some information and deliver the key message. Then ending with everyone saying: I am free - to be me.

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Audio

We propose that the short advertisement for radio should be developed; it can be built from the short film (see above).

Written material

We propose that the core team produces one or more debate-articles for publication in local printed media. This should also be presented on the campaign website.

We propose that the core team produces short written portraits of the persons included in the campaign. E.g. the man who says he is “free-to be a father” explains in text why he has chosen to take paternity leave; the girl who says she is “free- to play soccer” tells us in her own words how much she enjoys the sport. And so on. These should also be included in the brochures in shorter versions.

Advertisements

Advertisements in radio and TV could be produced as presented under Audio and Video above. Information/PR about public events can also be added when/where applicable.

We propose that advertisements in printed media should be developed from the campaign posters and brochures. Advertisements should be general campaign info and particular public event info.

Web-portals

We propose that campaign website will serve as the base for the web material.

We propose that YouTube and social media such as Facebook and Twitter should be used.

We propose the use of quizzes and tests on web-portals and on our own website (interactivity).

Comment: Since we feel that the youth are the most important target audience we will put an extra focus on web-based media since they are easily reached there.

Outputs & Results

o Video: short film for TV and YouTube, advertisemento Audio: Radio talks, advertisemento Written material ando Advertisements in printed media

Reports Report on implementation of media component of the campaign including

o Detailed overview of achieved coverageo Qualitative and Quantitative analysis

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Activity 2.4: Design and implement Public events:

Public events will be planned and implemented in at least 3 of the municipalities, focusing on the key messages and target audiences.

It is crucial that the public events reaches the intended target audience and attracts and involves the public. We think the public events should be lively and interactive: welcoming the public to take part in the campaign. It is also an opportunity to attract the attention of local newspapers and TV-channels and thereby widening the impact of the event.

The events may be workshops, competitions, street events, quizzes or similar.

We propose that the public events will be carried out during evenings since the summer days are too hot for the target audience to be out in public.

The public events should to a large extent focus on and attract youth.

The events should include authorities who are in charge of implementing government or municipal decisions.

The events could be carried out in cooperation with local CSO’s such as local Young organisations, the Youth Offices (Kancelarije za mlade), and the like, in target municipalities.

Outputs & Results

Public events in at least three of the eight municipalitieso Targeting min. 400 persons from civil society, community leaders, students and youth

(100 from each selected municipality).The public events shall lead to:

o At least 5 reports in national and o At least 10 reports in regional and local media

Reports Report on each public event

3.2. Important throughout

Cooperation’s:

SIPU will establish close cooperation with local CSO’s in each of the target municipalities. They would have the role as support in development and distribution of material, and in some cases helping in preparing and carrying out the public events. Their involvement will also strengthen sustainability since local persons will be informed and have an extent of ownership of the campaign. Youth CSO’s are especially important to cooperate with. Key expert XXX has extensive experience from working with youth issues in and with youth organisations. This will strengthen us in this respect. Please read more below.

MENA group already have potential cooperation partners in several municipalities.

The recently established Gender Equality Mechanisms are in place in six of the eight municipalities. We hope to be able to cooperate with them.

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Reaching target audience:

It is important to recognise the importance of using different channels and media within the campaign in reaching the target audience. The younger generation will be easily reached through the Internet, but the older generation will be more easily reached through TV and newspapers. It is also important to consider the actual dates of the campaign. Such things as vacation season; summer break and the national election should be taken into consideration when planning and preparing how to reach the target audience.

Attracting attention of media: By getting the attention of the local established news media we will be likely to greatly increase the impact of the campaign. We should take extra care to consider this factor during the preparatory phase.

3.3. Expected outcomes The campain will contriube to reaching the set goals (the objectives) of this project.

- The general awareness on gender equality, its concepts and aspects have been raised in south and south west Serbia

- Citizens in south and south west Serbia have been familiarised with diverse range of gender-based issues in their everyday lives

- More people in South and South west Serbia has understood the importance of overcoming existing barriers to gender equality as beneficial for all

- More people in South and South west Serbia have understood links between democracy and gender equality

- More people in South and South west Serbia have understood the value of and need for gender mainstreaming

- More people in South and South west Serbia have understood links between gender equality and related principles of good governance

We hope that it will therein also- increase the understaning of the concept of gender equality- increase people’s will and possibility to break gender bounderies and patterns

The outputs of the campaign have been listed above under their respective activities, and below under reporting, monitoring and evaluation.

3.4. Reporting; Monitoring & EvaluationThe final M&E plan with clear and measurable indicators of achievements will be finalised in Phase 1. A draft monitoring and evaluation plan is presented below.

In accordance with the Terms of Reference we, as the service provider, will produce the following reports:

- Monthly EU RPOGRES reports (after first month and thereafter)- Reports on the conduct of particular campaign activities:

o Report on implementation of media component of the campaign including

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Detailed overview of achieved coverage Qualitative and Quantitative analysis

o Report on each public event- Final report (Final report presenting and analysing conducted activities, outputs, potential impact of

implemented activities, in clear and easily understandable format)

As also mentioned above the EU PROGRES will monitor implementation throughout and the core team will maintain regular communication with them on a daily basis if/when appropriate and monthly and weekly plans will be agreed with EU PROGRES.

All reports will be submitted in English

The reports will include quantitative and qualitative results and analyses as well as detailed overview of achieved coverage.

Quantitative data will be collected throughout for each of the campaign activities.

Data collection for qualitative requires some additional activities such as e.g.:- on the spot interviews (e.g. on the street near a campaign poster, during a public event)- focus group interview(s) with representatives of target audience- individual interviews with CSO representatives etc.

Reports in local and national media will also be analysed.

In order to collect the right data it is imperative to also have clear and measurable indicators. We present a matrix for selecting indicators below, with some examples. These should be further developed during the inception phase and should be:

- Clear (precise and unambiguous)- Relevant (appropriate to the subject at hand)- Economic (available at a reasonable cost)- Adequate (able to provide sufficient basis to assess performance)- Monitorable (amenable to independent evaluation)

We suggest indicators for measuring the results of the campaign to be:Quantitative, e.g.:

- Number of promotional items handed out/distributed (and delivered to people)- - number of leaflets distributed- - number f brochures distributed- - number of campaign posters distributed- - number of other promotional items distributed- Number of visitors on campaign webpage- Number of views on youtube film- Number of persons attaining public events- Number of persons taking quiz/test- Proportion of the population (percentage to be defined in consultation with local media outlets)

reached with campaign messages with the min. 50 media pieces developed and broadcast through radio/ tv/web portals/ print media

- Number of articles and reports in local; national and regional media

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Qualitative, e.g.:- How has the target audience perceived and understood the campaign message?- How has the target audience been affected by the campaign?- How does the interview subjects perceive the concept of gender equality, the potential

benefits of gender equality, gender mainstreaming, gender equality linkages to good governance etc (based on objectives and sought outcomes)

Please also see below for more details on timing of reporting and monitoring.

Matrix for Selecting IndicatorsIndicator(examples)

Data source

Data collection method

Who will collect data

Frequency of data collection

Cost to collect data

Difficulty to collect

Who will analyse and report data

Who will use the data?

1 Number of promotional items handed out

Production of material distributed

Counting Core team Monthly Low Easy Core team Core team, EU PROGRES, UNOPS and other donors

2 Number of visitors on campaign webpage

Website visitor counter

Automatic Automatic Throughoutand summing up monthly

Very low Easy Core team Core team, EU PROGRES, UNOPS and other donors

3 Number of views on youtube film

YouTube counter

Automatic Automatic Throughout and summing up monthly

Very low Easy Core team Core team, EU PROGRES, UNOPS and other donors

4 Number of persons attaining public events

Notes Counting Core team during public event

During public events

Low Easy -Medium

Core team Core team, EU PROGRES, UNOPS and other donors

5 How has the target audience perceived and understood the campaign message?

Focus group interview subjects

Focus group interviews

Core team In final report

Medium Medium Core team Core team, EU PROGRES, UNOPS and other donors

6 etc…

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3.5. Phasing, timing and work plan

Assumptions:

- We assume that the contracting will be finalised by the end of April in order for the team to be able to start working in May 2012 (as is the indicative starting date for campaign implementation set in the ToR).

- The Terms of Reference states that the campaign should last four months. We assume that this means that the campaign implementation, including preparation and analysis, should take four months.

Suggestion to the ToR:

If the campaign is to start in May 2012 and go on for four months it is important to take the following into consideration:

- Serbian parliamentary election will be held on May 6th 2012 and it is likely that municipal authorities, the media and the public will be quite preoccupied with the election results throughout the month of May at least.

- School’s summer break starts June 9th (June 16th for the secondary school pupils) and lasts until August 31st.

- Authorities and local government offices will be likely to be closed during vacation/holiday season (approx. end of June to start of August).

It is imperative that the campaign material and efforts reach as large a part of the target audience as possible. These circumstances may pose a threat to that and may reduce the impact of the campaign. Potentially there could be a possibility for postponing the starting date of the actual campaigning activities to end of August. Preparations could be done starting May and some smaller campaign activities could be carried out during summer.

Our manpower estimates are as follows:

Position Unit Number

Project Manager (Mena) Day 20

Campaign Manager Day 60

Gender and media expert Day 60

Youth and campaign expert Day 60

Supportive staff: Project assistant Day 20

Supportive staff: Public events assistance Day 20

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Draft work and activity planMonth May June July August

Week # 1 2 3 4 1 2 3 4 5 6 7 8 9 10 11 12

Phases

1 Inception

2 Design and preparations

3 Campaigning

4 Analysis and reporting

ActivitiesTeam mobilisation and start-up meetings with stakeholders

Get in depth understanding of EU PROGRES Programme Document

Finalising the Comprehensive plan for the GE PAC.

Develop memorable, distinctive and simple slogan, logo and visual identity

Develop and produce Promotional materials

Distribute promotional items

Develop and implement Media component of the Campaign

Design and implement Public events:

Regular communication with EU PROGRES

Agree Monthly and weekly work plans with EU PROGRES

Provide EU PROGRES with relevant material

Ensure visibility for the Programme

Reporting and Monitoring and Evaluation

Data collection (monitoring)

Monthly EU RPOGRES reports

Report on implementation of media component of the campaign

Report on each public event

Final report (including analysis)

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4. Proposed Team Structure

4.1. Composition of the teamOur campaign team is all of Serbian nationality and based in Serbia. The team consists of a core so called “campaign team” of three persons: one campaign manager; one gender and media expert and one youth expert. They will be supported by short term experts in campaign design and media production.

The core team will also be supported by administrative staff at Mena Group and

The Project Director from SIPU who will be the main responsible for the project’s implementation and provide technical support in M&E and quality assurance is Mr Pontus Förberg. Mr Förberg will be the main responsible for the timely submission of technical and financial reports of the project. He will also handle high level contact with donors. Any expenses (materials, subcontracting of web designer etc) will be approved by the Project Director (financial supervision).

The Project Manager, Tamara Zivadinovic at Mena group will supervise reporting and monitoring & evaluation and serve as Serbian contact point in project management for stakeholders. She will make sure that all data collecting runs smoothly throughout the campaign.

The Campaign Manager, Ms Alexandra Galonja is responsible for the progress of the Campaign implementation and therein he distributes work tasks within the core team and the support staff. She is also responsible for subcontracting key short term experts for campaign material production; managing contacts with print shops etc.

The Gender and media expert as well as the Youth and Campaign expert will be involved in all stages of the campaign implementation, as well as in monitoring and evaluation. Their focus will lay on content (design of the plan, slogan, key message, brochure texts, other written material, design of public event, content of video and advertisement etc.), contact (public events, establishing contact with CSO’s, Youth organisations, authorities etc.), and analysis (contribute in all reports).

Professional media-producers will be hired where needed for the media components.

The core team will design, carry out and coordinate the awareness campaign in cooperation with their support staff and EU PROGRES.

Please see an organogram illustrating the reporting lines below:

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Key experts:

Campaign manager Alexandra Galonja

University degree in Communications, at the Faculty for Media and Communications, Belgrade, with strong gender focus.

Language skills: Native Serbo-Croatian speaker, fluent in English, basic Russian

Extensive experience in management and administration; facilitation of public events and various conferences, round tables, workshops etc. Development of public promotion strategies and relevant documents/texts for public promotion; Development of mechanisms which would mainstream inclusiveness of all marginalized groups; Preparation of narrative reports. Among her most relevant experiences are her work as Media Coordinator at AWIN, Belgrade within the campaign: INITIATIVE AGAINST MISOGINY IN MEDIA. She has also been project manager for lobbying and campaigning within VOICE OF DIFFERENCE.

Additionally Ms Galonja has published a manual on Value-Based campaigning: Galonja, A. (2008). Value-based Campaign: Facilitation Skills and Manual. Belgrade: Centre for Modern Skills.

Gender & Media Tatjana Obradovic-Tosic

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Campaign process

Results & M&E

Support staff

Youth & Campaign Expert

Gender & Media Expert

Campaign manager

Mena Project manager

SIPU Project director

Expert

University degree in psychology (Faculty of Philosophy in Nis). Currently finishing master thesis “The representation of female body in media discourse in Serbia”.

In the past 10 years Tatjana has been involved in different projects as a consultant, trainer, and member of analytical teams, working with statistical data evaluation, conducting research and preparing reports. Tatjana is the co-owner of Mena Group ltd. responsible for the consulting services in gender mainstreaming, gender and media, creation of research and survey methodologies and analysis of statistical data.

Tatjana is member of IAF Europe, IAF Serbia and EMCC Serbia.

Tatjana is a consultant in gender mainstreaming with a special interest in gender analysis of media and representation of female body in media texts (currently finishing master thesis “The representation of female body in media discourse in Serbia” at the Faculty of Political Sciences, Belgrade). Some of the latest projects she was involved in, as consultant, trainer and analyst, are:

• August 2011- present " Integration of gender equality in local development plans in Kula, Kovin and Subotica", project implemented by Femina Creativa (Subotica), funded by UN WOMEN - Consultant for qualitative and quantitative gender analysis of documents, interviews, mapping of women economic resources and development of amendments

• November 2010 - on-going “Capacity Building for CSOs on gender equality and minority rights”, PBILD program (part of UNDP) – curriculum development, trainer and coach

• September 2011: Training of municipal officials in strategic planning process and project design and implementation (Municipality of Palilula, Nis) – trainer in gender mainstreaming in strategic plans and project design, implementation and monitoring

• January 2011 – May 2011: Consultant on project: “Gender Equality Consultancy Services in Serbia within the project: Sida support to the Gender Equality Directorate in Serbia during the “Inception Programme” (development of curriculum, and trainer for Module 1:Gender awareness and mainstreaming and Module 5: Women and media), SIDA

Youth and campaign expert

Tanja Azanjac-Janjatovic

Tanja Azanjac - Janjatovic has over 15 years of proven experience in managing projects for improving the position of people in Serbian society trough promotion, education and support of citizens’ participation. Ms Azanjac was considerably involved in advocating and supporting the establishment of institutions for youth, like e.g. the Ministry of Youth and Sport and local Youth Offices across Serbia. This activity also included the monitoring of the performance of the newly established institutions. She took part as expert and civil society representative in several policy development processes.

She was a member of Ministerial Working group on Law on Youth, as well as involved in development of the National Youth Strategy and the National Youth Action Plan. During her professional career, Tanja has actively participated in preparation, from design to implementation, of numerous national and local awareness campaigns,

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with strong media component (National campaign on promotion of the National Youth Strategy, GOTV campaigns for 2000/ 2008/2012 elections.

In addition, Ms Azanjac is proficient and experienced in facilitating partnerships at the local and national level between government institutions and civil society organizations. Her profile is accomplished by her extensive experience in conducting trainings in Serbia as well as other countries of South Eastern Europe and ex Russian states.

Support staff:

Suzana Zivkovic for the last six years has been involved in facilitation and group work, as well as training design and its implementation on various community development and capacity building projects. She has provided support to different international consultants with excellent organizational, facilitation and translation skills. Her particular skills and experiences are in the fields of: Group facilitation, Technology of Participation methodology (Institute for Cultural Affairs, USA); conducted trainings in group facilitation methodologies; Co-founder & coordinator of Serbian Facilitators Network. A native speaker in Serbian and Swedish and highly proficient in English.

Design of promotional material and media component products etc.

We have several potential Serbian experts in our network that will assist us in this including Predrag Stakić, the person who got global UN award for humang rights logo.

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5. Proposed Project Team MembersCurriculum Vitae of the senior professional members of the team

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