ST-224: Strategy 2024-28

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:

• Promoting Inclusivity: Ensure that all our activities are inclusive and
  
  accessible to a diverse range of participants. Implement measures to
  
  accommodate different backgrounds and ensure safe space;

• Ensuring intersectional approach: embed an intersectional approach into
  
  all our initiatives, recognising the interconnectedness of environmental
  
  issues with social justice concerns, as well as acknowledging the complex
  
  interplay of personal characteristics such as race, gender, sexuality,
  
  class, and ability;

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:

• Develop a comprehensive governance handbook that outlines roles,
  
  responsibilities, and decision-making processes for the Executive
  
  Committee, office as well as for temporary structures (such as Presidency,
  
  Prep Teams);

• Improve delegation order and reinforce in practice;

• Develop transfer document for each staff position (replacing of single
  
  document for whole staff);

• Optimise office structure and positions, ensuring more efficient task
  
  allocation and defined responsibilities:

  • In case of financial possibilities, prioritise the following new
    
    staff positions for: 1. Finances and Admin 2. Communications

Communications:

• Utilise digital organising tools such as petitions and establish
  
  newsletter using ‘Action Network’ platform (transfer data from all othercontinue
  
  sources)newsletter. Initially, to be distributed quarterly, with the goal of
  
  transitioning to a monthly basis;

• Targeted social media presence and increased political communication;

• Improve internal communications by unifying communications channels;

Human Resources:

• Revise contracts to ensure their legal compliance and practical
  
  applicability;

• Prioritise office well-being and professional growth;

• Update guide for onboarding and offboarding procedure;

• Establish a systematic performance assessment process, including regular
  
  evaluations and feedback sessions;

Finances:

• Reinforce intra-organisational financial procedures and rules;

• Strengthen fundraising efforts to diversify income streams by applying a
  
  minimum of two grants from sources beyond our existing partners. However,
  
  ensuring that any new projects do not overburden existing staff;

• Facilitate sub-granting possibilities to member organisations;

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.