ST: Strategy 2024-2028

VISION

...Eastern Europe that is peaceful, inclusive, social, and sustainable. Eastern
Europe with multiparty democracy in which young people with progressive values
are relevant and actively engaged in civil society, politics, and decision-
making processes at all levels of governance.

MISSION

Our mission is to empower and support young progressive changemakers in Eastern
Europe, enabling them to increase their political relevance and impact. With our
activities and events, that include trainings, seminars, conferences, as well as
leveraging digital tools, platforms, and resources, we strive to equip them with
the necessary skills and knowledge to lead the change for more just, open, and
sustainable societies.

BACKGROUND

External

We embark this strategy period in a very different reality. The unprovoked,
illegal, full-scale invasion of Ukraine by the Russian Federation has turned the
world upside down and had immense complications for the globe and especially for
our region. Meantime, we are witnessing rise of populism and authoritarianism,
democratic backsliding, deliberate weakening of the institutions, attempts of
state capture, attacks on civil liberties, civil society, and independent media.
Consequently, it is increasingly difficult to be young, green, progressive, and
democrat in this restrictive context where activism and engagement in politics
is becoming more and more challenging, exhausting, and dangerous.

In opposition to this, we are also witnessing a growing movement actively
fighting to counter and challenge backlash on democracy. Young activists play a
vital role in this movements of resisting authoritarianism and advocating for
progressive policies.

Young people are an integral building block of the diverse coalition that drives
the Green and Progressive political movement in Europe. However, the gap between
West and East and North and South of Europe in terms of success of
Green/Progressive parties remain wide. While Western European Green parties have
made significant strides in gaining political representation and influence, the
same progress has been slower to materialise in the Eastern European context.
Nevertheless, recent years have seen the emergence of progressive political
movements in the region with increasing influence on the forefront for the fight
for democracy, equality, and sustainability.

Internal

Over the past three years, CDN has seen notable changes and developments. We
have worked diligently to enhance our operations by professionalising our work,
better organising tasks and responsibilities within the Executive Committee
(EC), balancing workload, and improving working conditions for staff.

Furthermore, we have updated our Statutes, transitioning partner organisations
into Member Organisations (MOs), a move aimed at fostering inclusivity, and
creating a more cohesive network. This shift maintains primary focus on non-EU
member countries while encouraging greater participation from Eastern European
countries within the EU.Simultaneously, we are striving to reach and include
more independent progressive activists, young politicians as well as relevant
organisations.

Given the restrictive nature of governments in specific Eastern European
countries, some of our Member Organisations face significant challenges in
becoming more politically engaged and operating effectively within their
respective nations. In recent years, numerous activists have had to relocate due
to these constraints. MOs that collaborate closely with local communities in
their respective countries constantly contend with the looming threat of
government intervention and limitations, stemming from the intensified scrutiny
on activists and NGO activities.

Process

This is the context in which this four-year strategy is being developed and
drafted. The process formally started at 2023 General Assembly (GA) in Warsaw
that included Strategic Planning Meeting (SPM) that aimed to extract ideas and
guidelines for the next years of operation. The event brought together
21delegates from 13Member Organisations. The SPM was led by external facilitator
who conducted four sessions with the aim to gather input from delegates
representing MOs. Sessions included SWOT analysis, understanding people,
political priorities, as well as resources, and action areas.

Taking the report from SPM into account, the Secretary General led the process
and together with an EC representative worked on the initial draft, which was
subsequently reviewed and approved by the entire Executive Committee. In the
second phase¹, the draft was shared with MOs and Partners with a survey to
gather feedback, guiding further revisions. Simultaneously, Secretary General
organised several meetings with stakeholders including in-person feedback
session during Study Session in Budapest attended by 10 participants. Based on
the input, Secretary General and a designated EC member further refined the
strategy. Finally, the Strategy Paper underwent the process of review,
amendments, and final adoption by Member Organisations during the 2024 General
Assembly.

SWOT LANDSCAPE

Leveraging Strengths: Sustaining and Amplifying Impact

CDN, as an organisation, possesses certain strengths that should be harnessed
and expanded upon to achieve its mission and vision effectively. These
strengths, rooted in the organisation's values and operational practices,
include a solid reputation built on trust, a commitment to inclusiveness, and
the promotion of intersectionality. CDN's diversity, both culturally and
geographically, adds significant value, enhancing its ability to adapt to
different contexts within the Eastern Europe. Furthermore, the organisation's
dedication to democratic principles and quality work, underpinned by a well-
structured network, empowers its members, and provides space for knowledge and
experience sharing.

Addressing Weaknesses: Strengthening the Foundation

Despite its notable strengths, CDN has encountered specific challenges over the
past few years. Some of MOs have exhibited instability and inactivity within the
network, and in their local initiatives. Motivation levels among MOs and
activists associated with CDN have been inconsistent. The secretariat has faced
recurring challenges stemming from relatively poor working conditions and issues
with staff well-being, along with difficulties arising from inadequate internal
communication tools and task division. These challenges are compounded by
several weaknesses, including high turnover of staff, limited impact assessment,
reluctance towards innovation, difficulty to reach new audiences, insignificant
political influence, insufficient knowledge transfer, a dearth of comprehensive
policies, and an absence of a dedicated social media presence. Addressing these
challenges and weaknesses is essential for CDN's continued growth and impact in
the region.

Using Opportunities: Embracing Strategic Advantages

CDN's strategic planning capitalises on emerging opportunities in the political
and organisational landscape. We are witnessing growing engagement of youth in
politics even though the methods are different from traditional ways such as
party or organisational membership. At the same time, there is rising Green
movement in Central and Eastern Europe (CEE) as well as increased focus from the
wider Green movement in the region with aim to support progressives on the
ground. CDN, with its established presence and expertise, is uniquely positioned
to seize this moment. CDN should explore extensive partnership opportunities,
foster sustainable collaborations, and facilitate the exchange of experiences
and ideas with partners. Furthermore, embracing intersectionality and digital
technologies can enhance CDN's influence and reach.

Mitigating Threats: Safeguarding Organisational Resilience

To secure its future, CDN must address potential threats that could interrupt
its mission. These are the potential threats to successful achievement of the
mission: consolidation of far-right, authoritarian, and populist governments in
the region that create hostile environment for progressive activists; shrinking
space for civil society; all these accompanied with economic challenges that
result in demoralisation and high level of brain drain of CDN’s primary target
group; Besides, visa and border restrictions hindering in-person events.

STRATEGIC GOALS:

1. Empower Progressive Changemakers

...and equip activists and leaders with necessary capacities to actively engage
in political processes; Provide comprehensive training, political education,
opportunities for knowledge exchange, and utilise digital tools to foster their
growth, reach, and impact.

2. Strengthen the Network

...and connect further with the existing Member Organisation as well as welcome
new ones. Moreover, prioritise intra-organisational growth and
professionalisation of CDN to enable greater and more sustainable impact.

3. Bring Eastern European Perspective

...and cultivate a strong understanding of regional dynamics and political
developments in Eastern Europe. Position CDN as influential source and a
reference point within Green and Progressive European circles.

STRATEGIC OBJECTIVES:

1. We will Empower progressive changemakers by:

   1. Developing and implementing effective training events to enhance
      their capacities;
   
   
   2. Strengthening theoretical knowledge in key subject areas (such as
      the climate crisis, security, social justice, democracy) by
      organising educational events such as seminars, conferences, Study
      Sessions, as well as knowledge-sharing outputs such as publications,
      podcasts and recordings;
   
   
   3. Design and implement tailored mentoring year-long projects with
      series of in-person and digital meetings focusing on key areas of
      impactful and sustainable organisation.
   
   
   4. Elevating attention towards 1. young members within political
      parties who are not necessarily involved in youth wings; 2.
      progressive activists who are not part of member organisations;
   
   
   5. Collaborating with professional organisations, companies, experts,
      and academics to support preparatory teams in creating relevant and
      high-quality content for activities as well as deliver at least 1/4
      of sessions during the events.

Overarching approach:

2. We will Strengthen the Network by:

   1. Evaluations and annual membership survey to gather feedback and
      ensure relevance of upcoming activities;
   
   
   2. Expanding Network Membership, particularly in countries where we
      currently lack representation. Additionally, giving special
      attention to the independent activists and young members of
      progressive political parties;
   
   
   3. Focusing on further Professionalisation of the organsiation: improve
      internal management, governance processes, policies, transfer of
      knowledge and documenting.
   
   
   4. Diversifying Funding Sources: Develop a fundraising strategy to
      maximise support from Green foundations while actively seeking new
      funding sources. Concurrently, increase attention towards small-
      donor donations and launch fundraising campaigns.
   
   
   5. Developing well-being-oriented Human Resource policies, fostering
      skill and knowledge development, and enhancing the working
      conditions and retention of staff and the Executive Committee;
   
   
   6. Organising productive and well-planned Executive Committee Meetings
      and invigorating General Assemblies;
   
   
   7. Enhancing communication channels and strategies, including the use
      of digital platforms and social media, to effectively disseminate
      information, statements, share success stories, and mobilise for
      collective actions and campaigns.

3. We will Bring Eastern European Perspective by:

   1. Strengthening Partnerships with Progressive and Green Stakeholders:
      Foster ongoing and extended collaborations with partner
      organisations like Federation of Young European Greens, as well as
      European Green Party, Green European Foundation, and Heinrich Boell
      Offices in the region.
   
   
   2. Increasing political communication on Eastern Europe issues and
      developments: publishing statements and opinion pieces by Executive
      Committee Members, Secretary General, and other relevant
      individuals, organising webinars, providing input to other Green and
      Progressive actors;
   
   
   3. (Re)Introducing and maintaining Newsletter to share important
      updates, insights, and perspectives from Eastern Europe. Highlight
      the contributions of Member Organisations and other progressive
      forces from the region, actively engage with them to gather input
      and provide informed contributions on key regional and political
      developments.

BOLSTERING OUR CAPACITY FOR EFFECTIVE STRATEGY
DELIVERY

To ensure our ability to execute the strategy effectively, we recognise the
importance of building organisational capacities which are essential not only
for our strategic success but also for achieving our goals. Consequently, we
have identified following four priorities:

Internal Management:

Communications:

Human Resources:

Finances:

IMPLEMENTING, MONITORING AND EVALUATION

To bring our vision and mission to life, CDN is led by its Executive Committee
and Secretary General, elected by member organisations at our annual General
Assembly. The daily operations are carried out by staff, based in Belgrade,
under the responsibility of the Secretary General. Our guiding document, the
Political Platform, adopted by member organisations at the General Assembly,
outlines our political positions and values. While Internal Rules of Procedure
regulates framework of our operations. In addition, Safe Space Policy provides
practical guidelines for ensuring inclusive and safe environment during our
activities as well as general work.

Implementing

Central to our implementation strategy are the Annual Activity Plans that are
developed and presented by the Executive Committee to be adopted at the General
Assembly. They serve as a roadmap for the year ahead, outlining specific
initiatives and activities aligned with our strategic objectives. Developed
through inclusive and democratic processes, these plans provide detailed
guidance for action, defining objectives, and timelines.

In coordination with our Annual Activity Plans, Executive Committee presents a
Financial Plan which is subsequently adopted at the General Assembly. This plan
is designed to efficiently allocate resources in alignment with our strategic
objectives and initiatives, ensuring the availability of the financial support
required to achieve strategic objectives.

Monitoring and Evaluation

The fulfilment of Strategic Plan is monitored by the Executive Committee under
the guidance of Secretary General. They identify and track Key Performance
Indicators (KPIs) directly linked to our strategic objectives. These KPIs
undergo an annual review to assess their progress and effectiveness in advancing
our strategic priorities.

As part of the monitoring process, progress reports related to the Annual
Activity and Financial Plans are presented at the General Assembly. These
reports offer a comprehensive overview of each initiative, highlighting
achievements, challenges, and areas for adjustment, while also showcasing their
alignment with our strategic objectives and progress toward fulfilment.

CDN values feedback from participants of our events, Member Organisations,
partners, and other stakeholders. We actively seek input through surveys,
consultations, and feedback mechanisms to gain diverse perspectives on our work.
This continuous feedback loop helps us identify areas for improvement, refine
our strategies, and enhance the impact of our initiatives.

The strategy will undergo a mid-term assessment at the two-year mark to evaluate
its relevance, progress, and effectiveness in advancing our strategic
priorities. The review process will be led by Secretary General and involve
analysing feedback from conducted activities, interviews with several
participants, stakeholders, selected Member Organisations, and partners. Based
on the feedback, the Executive Committee should discuss amendments to the
Strategy to be proposed at the 2026 General Assembly.

1 NOTE: While this section describes activities in past tense, it's done for
clarity and anticipates that, by the document's effective date, these processes
will be completed. As of now, the document has completed phase one and two and
is currently submitted to the General Assembly for amendments and final
approval.