IMPROVING HUMAN SECURITY FOR VULNERABLE
COMMUNITIES IN SOUTHWEST SERBIA
FULL PROPOSAL
For the UN Trust Fund for Human Security (UNTFHS）
UN Country Team in Serbia
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Acronyms
CSO
CPs
CRDA
EC
EU
FOS
GOS
HSU
IDPs
JP
JPM
LSG
MDG
MOV
NGO
NSDS
OVI
PPES
PUC
RHDR
TOR
UNDAF
UNDP
UNFPA
UNHSTF
UNOHCHR
UNOPS
USAID
WHO
Civil Society Organization
Collection Points
Community Revitalization through Democratic Action
European Commission
European Union
Friends of the Sandzak
Government of Serbia
Human Security Unit
Internally Displaced Persons
Joint Programme
Joint Program Manager
Local Self Government
Millennium Development Goal
Means of Verification
Non-Government Organization
National Sustainable Development Strategy
Objectively Verifiable Indicators
Preparedness and Planning Program
Public Utility Company
Regional Human Development Report
Terms of Reference
UN Development Assistance Framework
United Nations Development Programme
United Nations Population’s Fund
United Nations Human Security Trust Fund
United Nations Office of the High Commissioner for Human Rights
United Nations Office for Project Services
US Agency for International Development
World Health Organization
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Table of Contents
Acronyms ...................................................................................................................................................... 2
1
Basic data/ Summary ............................................................................................................................ 4
2
Executive summary ............................................................................................................................... 4
3
Introduction and rationale for funding from the UNTFHS ................................................................... 5
4
Context .................................................................................................................................................. 7
5
4.1
Past and current activities ............................................................................................................. 7
4.2
National and local government commitments............................................................................... 8
4.3
Project identification and formulation .......................................................................................... 9
4.4
Beneficiaries ................................................................................................................................. 9
Project details ...................................................................................................................................... 11
5.1
Goals and objectives ................................................................................................................... 11
5.2
Outputs and activities .................................................................................................................. 11
5.3
External factors/risk .................................................................................................................... 18
6
Sustainability....................................................................................................................................... 18
7
Implementation and partnership strategy ............................................................................................ 20
8
Dissemination, public affairs and communications ............................................................................ 21
9
Monitoring and evaluation plan .......................................................................................................... 21
10
11
Administration and financial management ..................................................................................... 21
10.1
Management structure and financing arrangements ................................................................... 21
10.2
Financial reporting ...................................................................................................................... 23
10.3
Substantive reporting .................................................................................................................. 23
10.4
Work plan.................................................................................................................................... 23
Budget ............................................................................................................................................. 23
Annex 1 (Budget)........................................................................................................................................ 24
Annex 2 (Logical Framework) .................................................................................................................... 25
Annex 3 (Assumption/Risk Log) ................................................................................................................ 34
Annex 4 (Work Plan) .................................................................................................................................. 37
Annex 5 Additional Information on Implementation Activities and Arrangements ................................... 40
Annex 6 (Letters of Support) ...................................................................................................................... 49
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1 Basic data/ Summary
Date of submission
Benefitting country and location
Title of the project
Duration of the project
Executing UN organizations
(incl. contacts in field offices)
Non-UN executing partner
Project budget including PSC
29 June 2012
Serbia (southwest region)
Improving Human Security for Migrants & Vulnerable
Communities in southwest Serbia
24 months
UNDP Country Office Serbia (executing)
UNOPS Europe and Middle East Office (executing)
WHO Country Office Serbia (executing)
UNFPA (executing)
Commissioner for Protection of Equality
Ministry of Environment, Mining and Spatial Planning
Ministry of Human and Minority Rights, Public
Administration and Local Self-Government
Ombudsman
Serbian Office for EU integration
Municipality of Novi Pazar
USD 2,859,659
2 Executive summary
Southwest Serbia, commonly known as the Sandzak, is one of the most deprived areas in Serbia. It is
home to a number IDPs, refugees and returnees under the readmission agreements. Living conditions of
the Roma community are particularly hard. Although the Sandzak is among the youngest regions in
Serbia (more than 50% of population is under the age of 30), the youth unemployment rate is 60%.The
region is ethnically mixed and the two largest ethnic groups, Bosniaks and Serbs, are divided internally
and disenfranchised by the central government. There is a threat of inter-ethnic and intra-communal
conflict.
In order to address these problems, the UN Team in Serbia will pioneer an innovative and scalable model
that will employ, engage and empower vulnerable groups in southwest Serbia.
This project will create jobs that will generate household income, secure access to public and social
services, and promote community cohesion which will collectively enhance and strengthen human
security in southwest Serbia. It will set the ground for a widespread behavioral change and for increased
citizen’s engagement in community related matters.
The main project deliverables include: establishment of a formal recycling and waste collection center
and cooperative, enhancement of the inter-ethnic dialogue and human rights through art, sports, culture
and education and improvement of the access to services related to citizenship rights and documentation.
Beneficiaries are politically disenfranchised, socially excluded and economically and culturally
unempowered individuals and households in Novi Pazar and other municipalities in southwest Serbia,
especially the women, youth and Roma. The number of direct beneficiaries is estimated at 60,000 women
and men.
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3 Introduction and rationale for funding from the UNTFHS
Southwest Serbia borders Montenegro, Bosnia & Herzegovina and Kosovo1, and is one of the poorest
regions2 in the country. In 2011 Serbia conducted its first census in a decade. Preliminary census results
report 229,382 people in the Sandžak, a majority, 60%, of whom are Bosniaks, followed by 38% Serbs
and 2% other ethnicities3.
In 2005, The International Crisis Group (ICG)4 wrote that southwest Serbia was “vulnerable and a
possible flashpoint of new violence.” Four years later, little had changed, and as a result two dozen
diplomats joined U.S. Ambassador Cameron Munter in founding the “Friends of the Sandžak (FOS).”
FOS provides a forum that has allied the external partners, focusing their development interventions on a
region that is politically and economically isolated from Belgrade and the rest of Serbia.
The ethnically diverse populations in the Sandzak communities “coexist,” living alongside one another, studying and working in
common institutions and/or organizations, but in segregated
communities. Neighborhoods are divided along ethnic lines, and
tensions are rising.
The threat of inter-ethnic and intra-communal conflict is still
simmering after a decade, and now the threat of regional conflict
directed by the south at the north (Belgrade) is also increasing. The
populations in the south are collectively disenfranchised from
central government in Belgrade.5 Communities across southern
Serbia, complain about the lack of demonstrable and deliberate
action on the part of central Government. Following the tragic
assassination of Prime Minister Zoran Djindjic in 2003, the succession of governments that has followed
has invested relatively little in regional development. Between 2003 and 2008, the Government invested
11.8% of total state aid in regional development and in reducing regional disparities.6 A fraction of this
sum was invested in the south. Multi-laterals and bi-laterals provided €460.9 million in development
assistance to Serbia between 2000 and 2009 – of this, less than 3% was invested in south and southwest
Serbia.7
According to recently-completed social science research, the divisions between the center and the
periphery are growing wider, not narrower. Southern Serbia is struggling with political, social and
economic disenfranchisement, and as a result, the sense of “belonging” is fraying. The state has not
invested in the social or economic development of the region, and communities report increasing
dissonance in their-own allegiance to state institutions.8 Many distrust that laws will be applied fairly and
1
UN Security Council Resolution 1244
Word “region” in this document is used as a geographical term
3 Serbia Official Census 2002
4 Serbia’s Sandzak – Still Forgotten, ICG, 2005; The troubles of Sandžak, Economist, 27 August 2011
5 Bacevic, Jana; Bancroft, Ian; Fridman, Orli; and, Tosic Jelena. The Conflict and its Aftermath in South Serbia – Social and
Ethnic Relations, Agency and Belonging in Presevo and Bujanovac. October 2011. Center for Comparative Conflict Studies
(CFCCS), the Faculty of Media and Communications (FMK), Singidunum University. Belgrade, Serbia.
6 Serbia 2009 Development Report (p.64)
7 Infante, William and Martins, Adriano. Development Assistance in Southern Serbia: Has it made a Difference. Unpublished
paper, Sept. 2010. Belgrade Serbia
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Bacevic, Jana; Bancroft, Ian; Fridman, Orli; and, Tosic Jelena. The Conflict and its Aftermath in South Serbia – Social and
Ethnic Relations, Agency and Belonging in Presevo and Bujanovac. October 2011. Center for Comparative Conflict Studies
(CFCCS), the Faculty of Media and Communications (FMK), Singidunuum University. Belgrade, Serbia.
2
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evenly, and clerics in southwest Serbia have openly called for citizens to eschew paying taxes.
Consequently, this multiethnic region is moving away from Belgrade, and in 2010 a chorus of calls for
greater autonomy came from Sandzak’s political and religious leaders.
Autonomy is vague and ill-defined in the vernacular of the local politicians. Yet, calls for autonomy
reflect the profound frustration that the region is experiencing as a result of sustained political, social and
economic neglect.
Different minority groups in southwest Serbia are highly vulnerable – notably Roma. Over the past two
decades the region has experienced several different periods of influx - refugees fleeing Croatia during
the war in the mid-nineties, and later Internally Displaced Persons (IDPs) from Kosovo in 1999. More
recently, groups of returnees have arrived in southwest Serbia after failing in their efforts to secure
economic asylum in the European Union. According to EU estimates, more than 9,000 people were
repatriated to Serbia from EU member states between 2009 and 2011 – a comparable number is
purportedly awaiting repatriation9.
Although there are no reliable statistics about the number of returnees currently living in southwest
Serbia, one local NGO estimates that 50,000 people have returned to Sandžak since 2000, and most have
settled in Novi Pazar and Sjenica10.
Population in the Sandzak region is predominated by the younger age groups: nearly one half of
population is under age of 30. The young population is continuously pressing the labor market for new
jobs, resulting in very large labor inflows mainly toward the unemployment pool. The percentage of
unemployed youth is almost 60%, while employment rate of youth is below the national average (about
12, 1%) with participation rate at the labor market of nearly 40%. Disturbing fact is that nearly 95 % of all
young workers with primary education are informally employed. Nearly a half of young people (between
the ages of 15 and 24) are neither employed, nor in education, or training.
Human Security in Southwest Serbia
Southwest Serbia has the highest poverty rate estimated
at 30%. It is the poorest performing region with real
growth of 5% over the 8 years from 2001-200811. This
is due to a history of underinvestment, poor physical,
social and educational infrastructure, the collapse of
socially owned enterprises, and brain-drain through outmigration from the region. This leaves limited business
opportunities and a general lack of private investment.
As a result, the unemployment rate in southern and
eastern Serbia is 24.8%, with joblessness as high as 60%
in communities, such as Tutin, on the southernmost
border of Sandzak12.
According to the UNHCR13 among the neediest persons are the approximately 4,100 individuals (900
refugees from Croatia and Bosnia and 3,200 persons displaced from Kosovo) who still live in 42
collective Centers throughout Serbia. Tens of thousands of other refugees and IDPs live in substandard
9
Center for Protection of and Assistance to Asylum Seekers, Vecernje Novosti, 19 October 2011
Serbian Returnees Left to Fend for Themselves in Sandžak, BIRN, Zoran Maksimovic, 2011
11
Serbian 2008 Household Budget Survey
12
Conversation – Tutin Mayor Gegic, Bajro with UNRC William Infante 2011
13
UNHCR Global Appeal 2011 (update) – Serbia, 1 Dec 2010
10
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temporary housing or in illegal settlements, with little more than basic shelter, and often without access to
water, electricity or land on which to grow their own food.
IDPs are at higher risk of disease due to
joblessness and poor living conditions, and
therefore increased stress. According to a recent
UNHCR survey14 24.1% of IDPs suffer from
chronic diseases, while 8.5% are classified as
disabled. According to the UNHCR15 , the risk
of exposure to HIV and other sexually
transmitted diseases is linked to the sexual
behavior of IDP youth and to their knowledge
about HIV/AIDS. Compared to the youth in the
general population and taking into account the
higher percentage of Roma in the IDP population, IDP youth are at higher risk of HIV and other
sexually transmitted diseases, in relation to more frequent sexual experience with random partners,
less frequent use of condoms with such partners, caring less about their health . Often, IDPs do not
have access to formal healthcare or Government assistance due to a lack of proper documentation. The
UNHCR survey found that 8% of households reported lacking one or more basic documents (identity card
and birth certificate). The fraction of individuals at risk of statelessness is twice as high among Roma,
especially those that fled from Kosovo in 1999, who are facing multiple deprivations: economic
exclusion, exclusion from social services and exclusion from participation.
The contemporary history of conflict in southwest Serbia is marked by economic, political and religious
features. Most in the Bosniak community distrust the national government. This distrust originates in the
1990s conflicts, but has grown because a succession of national governments has neglected socioeconomic issues, notably unemployment.
4 Context
4.1 Past and current activities
The United Nations, the EU, and other international and bi-lateral organizations have implemented a
succession of projects to address chronic underdevelopment in southwest Serbia. Between 2005 and
2009, the UNDP implemented the EU and Swiss-funded “Municipal Development in Southwest Serbia”
(PRO I & II) which sought to strengthen local governments, promote socio-economic development and
improve living standards. UNOPS is currently implementing the successor EC-funded programme
“European Partnerships with Municipalities Programme” (EU–PROGRES) that is building municipal
capacity. USAID has invested through a succession of programs, beginning in 2001 with Community
Revitalization through Democratic Action (CRDA), and the recently-concluded Preparedness and
Planning Program (PPES) which addressed local-level disaster management and resilience. Virtually all
of the projects that have been implemented to date have focused on municipal capacity-building, socioeconomic development, or disaster preparedness. Few if any have focused on inter-ethnic and intercultural dialogue, and none has worked to bridge the widening divide that separates the Sandzak and rural
Serbia, from national government in Belgrade. This project will address the full scope of human
insecurities. It recognizes the multi-dimensional character of security threats – including but not limited to
14
15
Assessment of the needs of internally displaced persons in Serbia, UNHCR, February 2011
HIV Risk Survey among Young Internally Displaced Persons UNHCR,UNICEF,UN Theme Group on HIV/AIDS, 2010
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violent conflict and extreme impoverishment – as well as their interdependencies (both sectorally and
geographically). In particular, this project will attribute equal importance to civil, political, economic,
social, and cultural rights.
The project will implement the following components of the Human Security approach that will add value
in addressing the problems in Sandzak:
 Providing concrete and sustainable benefits to vulnerable people and communities threatened in
their survival, livelihood and dignity.
 Implementing the “Protection and Empowerment” framework by comprehensively including both
top-down protection and bottom-up empowerment measures.
 Promoting partnerships with civil society groups, NGOs, and other local entities and encouraging
implementation by these entities.
 Concentrating on those areas of human insecurity that are currently neglected and avoiding
duplication with existing programmes and activities
The proposed project supports the goals and objectives advanced by the Trust for Human Security and
addresses Article V. Focus of Implementation (a), and Article IV. Key Funding Criteria (a) – (h) that are
stipulated in the UNHSTF Guidelines.
The project approach is to the great extent informed by the PRO II terminal evaluation which
recommended that future engagements in the Sandzak should: “Focus on raising citizens’ voice – training
and facilitation of CBOs to participate in municipal processes, inclusion of NGOs, facilitation and
capacity building of municipality, small grants for project activities, community dialogue and
networking”.
The project takes into account the recommendations from 2011 Regional Human Development Report
(RHDR) on Social Inclusion that advocates for “inclusive institutions, education and labour market
policies to support inclusive, diversified growth and to help change mindsets”.
The UN Agencies that contributed to this project proposal have explored different funding options, but
believe that the policy and philosophic paradigm advanced by the UNHSTF is the most responsive to the
needs that exist in southwest Serbia and which are manifest in potential conflict that threatens security.
No other source of funding exists at this juncture to address this specific need, or for the pioneering
programming that is proposed.
4.2 National and local government commitments
The Government of the Republic of Serbia (GOS) adopted the National Sustainable Development
Strategy (NSDS) in May 2008. This comprehensive framework addresses the main areas of economic
and social development, and it is bolstered by sector-specific strategies such as the Poverty Reduction
Strategy of the Republic of Serbia; Regional Development Strategy; Strategy for Migration Management;
National Plan for Integration of the Republic of Serbia into the European Union; Strategy on Integrated
Border Management in the Republic of Serbia; National Strategy on Resolving the Problems of Refugees
and Internally Displaced Persons; and, Strategy of National Security of the Republic of Serbia.
The relevant local strategies include: Sustainable development strategies for Novi Pazar, Tutin, Sjenica,
Priboj, Prijepolje and Nova Varos, draft Local waste management plan for Novi Pazar, Local strategy
for Roma 2010 – 2012 Novi Pazar, Youth Strategy and Action Plan for Novi Pazar 2012-2012, Local
Action Plan for Youth Entrepreneurship Development in Novi Pazar 2011-2013 and the Local Plan of
Action for the Children of Novi Pazar 2008-2013.
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Social protection, human safety and security lie at the heart of a human rights-based approach that is
embedded in the work of all UN agencies in Serbia. This human rights-based approach is enshrined in
the UN Development Assistance Framework (UNDAF 2011-2015), and is addressed specifically in
Outcomes 2 and 3. Outcome 2 promotes “Increased access to, and provision of, quality basic social
services (health, education, social welfare, and affordable housing) for all, especially vulnerable and
marginalized populations,” and advocates for “Communities and individuals [to] enjoy higher levels of
tolerance and safety, and their human rights are protected”. Outcome 3 promotes regional stability and
cooperation, and encourages “National and local authorities [to] partner with communities, ethnic
minority groups, and civil society organizations to better manage territorial development and promote
social cohesion”.
In order to increase efficiency and effectiveness of the project, UN and the GOS agreed to implement as
many joint programmes as possible. Sustainable benefits to people and communities in Sandzak could be
provided only as an outcome of the joint endeavor. The project will advance multisectoral response that is
contextually relevant, people-centred and prevention-oriented. It has already started partnership building
with national authorities and local counterparts during the design phase and will nurture it further during
the project implementation. The project will capitalize on the comparative advantages and predominant
capabilities of each of the executing UN Agencies, and will cooperate with other UN Agencies (resident
and non-resident in Serbia); civil society, non-governmental and community-based organizations;
academia; local government; and others to implement this programme.
4.3 Project identification and formulation
The project has been prepared through extensive consultative process which included stakeholders at
different levels. At the national level, government expressed their strong commitment to support the
project (see Annex 5). Extensive consultations on project activities took place with Novi Pazar
authorities, representatives of community based organizations such as the Youth Office, local grassroots
NGOs and think-tanks and finally with international partners through the “Friends of Sandzak” forum.
Strong local government buy-in and support is essential for the success of this project. Once the funding
has been approved by the HSTF, the project will execute formal agreement(s) with the Municipality of
Novi Pazar, and/or others which will: 1) provide the location (site) for the recyclables collection center; 2)
process the requisite local licenses and permits; 3) process relevant documentation and secure citizens’
access to services for members of the Recycling Center, their families and communities; 4) ensure support
in coordination and outreach to target beneficiaries; 5) provide space for trainings, workshops, innovation
camps and conferences; and 6) provide logistical support by directly engaging the municipal staff or
offices (e.g. Youth Office) as responsible parties for the implementation of activities; 7) ensure ownership
and patronage for the organization of future cultural events in the region.
4.4 Beneficiaries
Outputs/Activities
Direct
beneficiaries
Indirect
beneficiaries
1.1Establish a formal recycling
and waste collection center and
cooperative in or near Novi
Pazar
Min. 50 persons employed by the
Cooperative for waste
collection/recycling (18-50 years
of age and min 25% women) and
40 for other activities (18-50
years of age and min 25%
women)
Families of employees/members (min.
400 persons)
LSG (increased tax revenues, savings
in social benefits, transport to/from
landfill, etc.)
Population of SW Serbia (improved
waste management system, reduced
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2.1.1 Enhance human rights
culture in Sandzak through
organization of inter-cultural
and human rights education
events
2.1.2 Establishment of the
Dialogue Café
2.1.3 Organization of panel
discussions
2.2.1 Youth programme –
combining community works
and youth employment
2.2.2 Advanced Youth
Leadership School
2.2.3 Develop safety
partnerships
3.1.1. Tailored and specific
activities for target community
needs in accessing
documentation and citizenship
rights
3.1.2. 100 persons in the target
groups have obtained valid:
identity documents; working
booklets; medical cards and 100
persons have access to
preschool, school and adult
literacy classes
Min.10,000 taking part in cultural
events (18-34 years, 60% men,
40% women, estimate)
800 taking part in tourist events
(18-24 years, 50% men, 50%
women)
Min. 10 tourist guides (18-24
years, 50% men, 50% women)
13,000 taking part in sports events
(7-18 years, 60% boys, 40% girls)
Min. 300 youth and CBO
representatives (18-34 years, 50%
men, 50% women)
Min. 300 taking part in various
seminars (18-35 years, 50% men,
50% women)
Min. 60 youth who passed
vocational training and internship
programmes (18-24 years, 70%
men, 30% women)
Min. 50 young activists (18-24
years, 50% men, 50% women)
Min. 120 community members
(18-34 years, 50% men, 50%
women)
6 Local Self Governments
(accountability)
6 health, registration, employment
and social protection institutions
and municipal offices in SW
Serbia
Populations that are considered
vulnerable or marginalized
100 persons (all age groups, 50%
men, 50% women)
6 health, registration, employment
and social service institutions in
Sandzak
8000 people in the catchment area
of Blagevo health clinic (all age
groups, 50% men, 50% women)
100 children and adults (attending
preschool,(4-6 years) school (6 –
14years) and adult literacy classes
(18 – 45 years) - ( 50% men, 50%
women)
2 schools near Roma settlements
environmental risks)
Private sector (revenue from visitors)
LSG (increased tax revenues)
Population of SW Serbia (improved
participatory decision making,
empowerment, access to data)
LSG (building accountability and
transparency)
LSG (building accountability and
transparency)
Families of employees (min. 400
persons)
Population of SW Serbia (shape the
region’s economic development)
Members of the regional network
(min.300)
Population of SW Serbia (more
accountable future leaders)
Population of SW Serbia (participatory
evaluations, empowerment, citizens
reporting, access to data)
6 health and employment, registration
and social protection institutions and
municipal offices in SW Serbia
Populations that are considered
vulnerable or marginalized
100 persons (all age groups, 50% men,
50% women)
6 health, registration, and employment
and social service institutions in SW
Serbia
8000 people in the catchment area of
Blagevo health clinic (all age groups,
50% men, 50% women)
3 Roma settlements in Novi Pazar
through the development of Roma
medical mediator capacity
100 children and adults (attending
preschool,(4-6 years) school (6 –
14years) and adult literacy classes (18
10
through the support of
pedagogical assistants
3.1.3 Target population and
health care workers have
greater awareness of the rights
of vulnerable populations and
reproductive health
100 persons from the target
populations attending awareness
raising workshops
180 persons from the target
populations attending awareness
raising plays and adjacent
workshops
200 Health care workers attending
trainings on HIV/STIs prevention
and testing and Reproductive
Health
– 45 years) - ( 50% men, 50% women)
2 schools near Roma settlements
through the support of pedagogical
assistants
100 persons from the target
populations attending awareness
raising workshops
Other members from the cooperative
and their communities; youth from
Novi Pazar High schools and their
immediate communities
200 Health care workers attending
trainings on HIV/STIs prevention and
testing and Reproductive Health
5 Project details
5.1 Goals and objectives
Logical Framework is given in the Annex 2. Annual Workplan is given in Annex 4.
5.2 Outputs and activities
Detailed description of Outputs/Activities is given in Annex 5.
Objective 1: Income Generation and Employment for targeted populations improved
(UNOPS/WHO)
Background
This Objective will see the establishment of a recycling and waste collection center and cooperative in or
near Novi Pazar that will be innovative, scalable, and which provides legal and formal employment for
individuals from vulnerable populations. These individuals comprise populations of refugees, IDPs,
migrants and other vulnerable peoples who are disenfranchised politically, socially and/or economically,
and for whom want and fear are tragically pervasive. These vulnerable individuals and their families are
unserved by the government’s health, education and social services, including job placement implemented
under a variety of “active labor market measures.” In addition to the direct benefits that marginalized
individuals and their families will enjoy, the center will yield environmental benefits that further enhance
security that is otherwise impaired by the degradation of natural resources, such as water and air quality.
Initial focus will be on Novi Pazar City as it provides for the largest waste recycling market in the
Sandzak area, has best capacities to support the project, and has largest populations of vulnerable groups.
It is understood that once the Cooperative and Center demonstrate good performance, expansion scenarios
to include other municipalities of the Sandzak region will be explored/considered.
Types of secondary waste materials to be collected by the Cooperative and agreed upon with the City
authorities include:
 Paper/cardboard (packaging, newspapers, office paper…)
 Plastics (mainly packaging - PET, PE foil and PP)
 Metal packaging (Alu and Fe beverage cans and food containers)
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

EE waste (household appliances, computers and TVs, small house appliances…)
Car batteries and tires
In addition to secondary waste materials – separated by waste generators, the City authorities expressed their
appreciation for the Recycling center to be involved as well in the separation of mixed communal wastes – or
primary separation, collected by the PUC every day. The project will further explore this within available
budgets.
The Cooperative may also spearhead other income-generating activities, that diversify sources of income
and which create further demand for labor. The project envisages budgetary provisions for pilot projects
that focus on alternative employment options such as cleaning, landscape management, removal/transport
services, shredding of sensitive materials for banks and industry, used clothing donation and reuse, etc.
In close cooperation with the City Secretariat for Environment and Local Economic Development Office
opportunities for waste related activities that generate increased added values (such as composting, plastic
shredding, etc).
Output 1.1:
Establish a formal recycling and waste collection center and cooperative in or near
Novi Pazar that employs at least 50 people, and able to diversify into other employment/income
generation activities, including activities with increased added value
Public – Private Partnership and Legal Covenants
Activity 1.1.1 Cooperation agreement signed with the City of Novi Pazar and the Cooperative



Arranging meetings/workshops with stakeholders aimed at providing more in-depth information
on the project and include collector’s communities.
Identifying and agreeing on suitable sites for centre and collection points and detailed roles and
responsibilities of the City, the PUC, WHO and UNOPS for their establishment and operation.
Development and signing of Cooperation Agreement between the UN, the City and PUC
Cooperation Agreement Partners monitor progress through regular coordination meetings Amend
the Cooperation Agreement to include the Cooperative – once established, as additional signatory
also as basis for future bilateral agreements City – Coop upon exit by the UN
Establish a waste collection Center and Cooperative
Activity 1.1.2 Construction and Equipping of the Centre and 5 Collection Points (CPs)






Ensure approval of all building permits by concerned local authorities
Procurement of design services for the structural design of the centre/CPs.
Procurement of works and supervision services for the construction of the Centre/CP.
Monitoring of works and supervision and contract management/ administration
Procurement and installation of equipment for recycling centre and CPs
Handover/transfer of assets under agreed upon terms and conditions
Activity 1.1.3 – Establishment of the Cooperative
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





Social mobilization of target communities and groups, including general awareness campaigns,
meeting/workshops with community leaders and members, identification of founding members
and educate them on cooperative features.
Drafting of all legal cooperative documents, organization and mentoring, establishing financial
accounting system, registration as business, application for waste management permit
Recruitment of Centre Manager, Admin Assistant and accounting services for 12 months.
Development of business and training plan
Grant agreement with the Cooperative for financial start up support for a period of 12 months and
for regulating ownership and use of assets, as well as defining exit strategy
Continued mentoring and coaching
Staff Training and Certification
Activity 1.1.4 Cooperative personnel /members trained and certified


Training in equipment use and occupational health and safety
Training members in business development and vocational training on marketing
Operating and Revenue targets, Business development
Activity 1.1.5 – Cooperative personnel number 50 persons following 9 months of operation





Performing workshops for potential collector participants
Creating a register of potential members
Selection and motivational screening for new members applying gender equality.
Supporting the registration of new members to the Centre through assistance with documentation
issues, incl. personal documentation and Employment/Working booklets
Continuing liaison with communities engaged in waste collections to stimulate membership
Activity 1.1.6 – Women make up at least 25% of the workforce in the cooperative



Developing criteria for positive discrimination
Identifying advocacy role models within the cooperative for greater engagement of women
Conducting gender discussion groups
Activities 1.1.7 – A minimum of 30 public/private institutions/businesses have agreed to provide
recyclable waste to the Centre




Approaching waste generators and securing supply contracts
Organizing interactive seminars with waste generators.
Training Cooperative on how to approach companies and other waste generators
Workshop for local governmental institutions, waste collectors, producers and communities to
provide information on the project purpose, activities and recycling
Activity 1.1.8- Profit margins from the centres meet business plan targets
13

Following start of operations, each 6 months show increase of at least 10 %.per month in average
of collected/processed waste materials.
Activity 1.1.9 Minimum of 40 persons engaged by the cooperative for alternative employment
activities through pilot schemes






Engaging in dialogue with stakeholders and identify potential areas for alternative employment
Develop project concepts
Establish review/approval mechanism for pilot concepts
Elaboration of concepts into projects - feasibility studies/business plans, project documents and
review by approval mechanism
Determine implementation strategy and develop/undertake procurement actions
Monitor/evaluate
Establish a Social Community Fund
Activity 1.1.10 -Community Social Fund established through allocation of part of Cooperative
profits for community support activities
Whilst ensuring the sustainability of the Cooperative, activities include






Determine percentage of profit for social and community support.
Set mechanisms for managing and criteria for accessing the funds
Set areas the social community should be focused on
Drafting and adoption of instructions into the cooperative rules and business plan.
Assisting the cooperative in the initial management and allocation of the fund.
Meetings with the cooperative and the municipality to ensure transparent process of instruction/
amendment on CSR into the cooperative rules and business plan.
Objective 2: Disenfranchised groups in Sandzak are in better position to enjoy their human rights
and develop human potentials (UNDP)
Background
In a citizen’s survey in December 201016 of 25 municipalities in south and southwest Serbia, 31% of
interviewees in Novi Pazar said that they feared for their safety. The dominant reason for feeling unsafe
was reportedly crime, followed by poor inter-personal relations. The anecdotal evidence suggests that the
citizens from other parts of Serbia are reluctant to visit Sandzak because of the fear for their safety.
Output 2.1 Ethnic stereotypes between young people from Sandzak and other parts of Serbia
diminish by the end of the project
Activities under this output will contribute to enhanced inter-ethnic dialogue, human rights culture and
cooperation in southwest Serbia through art, sports, culture and education, including the human rights
education. Illustrative partners include: Local Self Government, UNOHCHR, Sandzak Committee for the
16
Citizens’ Satisfaction Survey, EU-PROGRES, UNOPS, January 2011
14
Protection of Human Rights and Freedoms, Urban In, Youth Office Novi Pazar, Open Fun Football
Schools, Mass Entertainment Group, MTV Adria.
Activity 2.1.1- Support to organization of inter-cultural events in Novi Pazar




Support the organization of the Stari Grad (“Old City”) festival
Support the organization of sightseeing tours
Develop interactive map of target municipalities
Organize sport activities – football and basketball tournaments, running and mountain biking
trails
Activity 2.1.2 – Establishment of the Dialogue Café



Selection and equipping of premises
Outreach
Organization of sessions
Activity 2.1.3 Organization of at least seven panel discussions
This activity will focus on improving interethnic and interreligious relations among young people in
Sandzak through panel discussions and other fora. Discussion will be organized around topics such as
promoting and monitoring of democracy and human rights, removing the hate speech from the dialogue,
anti-discrimination etc.



Selection of premises
Engaging presenters/moderators/lecturers
Organization of five forums and two seminars
Output 2.2 - By the end of the project, local institutions more actively supporting employment of
youth and participatory decision making
Activities under this output will contribute to increasing community safety and security through social
inclusion by building institutions and expanding people’s capacities and opportunities. Activities will be
implemented in close cooperation with civil society and local authorities in Sandzak. Illustrative partners
include: Civic Initiatives, DamaD, Sandzak Committee for the Protection of Human Rights and
Freedoms, Social Innovation Camp, Highlander Center, Youth Office Novi Pazar.
Activity 2.2.1 - Youth programme – combining community works and youth employment





Establishment of the training centre
Development of curriculums
Selection of participants
Vocational trainings
Community works
Activity 2.2.2 - Advanced Youth Leadership School
15





Selection of trainers
Curriculum development
Selection of participants
Delivery of training
Establishment of the regional network
Activity 2.2.3 - Develop community level and inter-municipal safety partnerships that engage local
authorities, public institutions and organizations, women’s groups, youth groups, ethnic minorities,
CSOs and the communities





Establishment of web portal for collection of ideas (preparatory phase)
Selection of proposals
Organization of camps
Development and implementation of six to twelve functioning projects (one or two per municipality)
that utilize web 2.0 technologies
Establishment of local and national cross-sector networks of civil society activists, PR specialists and
web designers
Objective 3 – To improve access to Social and Public Services (WHO/ UNOPS/UNFPA)
Background
Many refugees and IDPs, particularly Roma, cannot access social benefits, public services or formal
employment because they have no documentation of birth, or citizenship. Without proper documentation,
they and their children are further excluded and marginalized.
The procedures to secure legal
documentation can be difficult, cumbersome and expensive.
This project will help to legally register all those in the target areas who currently have no documentation
and thus are at risk of statelessness. The project will raise awareness, educate, and support those that
require assistance in securing birth registration and other legal certifications of citizenship. Additionally
the project will support this target population in acquiring health and work booklets, together with
improving access to education and social services. These activities will support both the target population
and the relevant institutions.
Outputs 3.1 Reduced threat of statelessness and improved access to services related to citizenship
rights and documentation
Activity 3.1.1 Tailored and specific activities for target community needs in accessing
documentation and citizenship rights





Assessment Phase - To tailor activities to the specific and cultural needs of the target populations
Develop a “social matrix” of the Recycling centre members, their families and communities to
identify gaps in access to services
Perform a SWOT analysis of services
Perform an assessment of health status and immunization with the targeted populations
Perform an assessment of the health clinic in Blagovo for scoping of the rehabilitation needs
16
Activity 3.1.2 - 100 persons in the target groups have obtained valid: identity documents; working
booklets; medical cards and 100 persons have access to preschool, school and adult literacy classes




Registration - Providing support to people from the targeted groups in obtaining valid identity
cards
Health-Providing support to the targeted groups in obtaining valid medical cards and access to
services
Employment and Social protection -Providing support to people from the targeted groups in
obtaining valid working booklets and access to social protection
Education – Providing support to people from the targeted groups in obtaining access to
education and increasing the number of children of the recycling Centre members and employees
attending primary education
Activity 3.1.3 – Target population and health care workers have greater awareness of the rights of
vulnerable populations and reproductive health


Providing support to people from the health profession and CSO/NGO groups build capacity on
these topics
Raising awareness of HIV/AIDS, reproductive health and human, citizen and minority rights
through:
o supporting of implementation of the accredited reproductive health curriculum for health
care workers in primary and secondary centers in and around Novi Pazar
o Trainings for local health care practitioners to work with youth at higher risk in the area
of HIV/AIDS and other STIs
o Trainings for NGO who already work with IDPs, to understand specific needs related to
reproductive health of IDPs in order to increase access to services of this population
Objective 4: Diffusion and Adoption of the Human Security Concept (UNDP)
Background
Introducing the Human Security Concept in southwest Serbia will contribute valuably to promoting interethnic understanding and community cohesion, and to reducing the risk of conflict. The insecurities in
southwest Serbia are complex and inter-connected, deriving from political, social and economic factors.
Insecurity in southwest Serbia is associated with interpersonal divides that separate individuals along
ethnic, cultural and religious lines, and also with protracted neglect that has disenfranchised individuals,
families and communities who reportedly do not possess strong sentiments of allegiance or belonging to
the state. Marginalization compounds vulnerability, and demands a new paradigm and approach that
engages and empowers, and promotes a human-centered definition of security.
Output 4.1
Human Security Concept – Awareness Raising and Education
Activity 4.1.1 - Prepare and distribute promotional materials diffusing and disseminating the
Human Security concept to central/local governments and to communities in southwest Serbia
17
Activity 4.1.2 - Engage social “influencers” to promote the Human Security Concept through
broadcast and print media, and through alternative and social media
Activity 4.1.3 - Organize at least 3 town hall meetings, community workshops, school-based
activities or other public forums in each participating municipality in southwest Serbia engaging
the public and citizens in the process of participatory research that will disseminate and advance
Human Security concepts and the paradigm
5.3 External factors/risk
The project implies close cooperation between local authorities in the City of Novi Pazar, Sjenica Tutin,
Priboj, Prijepolje and Nova Varos, as duty bearers, which will be crucial for sustaining project objectives
in the long run.
An ongoing internal monitoring of the political, social, economic and cultural situation relating to the
project will be maintained to ensure sound management. Regular assumption and risk reviews will be
undertaken and reported in Quarterly and Annual Reports.
Comprehensive Risk Log is given in the Annex 3.
6 Sustainability
The sustainability of the project relates to financial, social, technical and operational, management and
organizational and institutional factors as elaborated in the table below.
Financial
Social
Technical and
Operational
Management
and
organization







Diverse and stable client portfolio
Longer term contractual arrangements with Buyers
Optimal product mix (paper, aluminum, plastics, e-waste, tyres, batteries, etc)
Revenues generated profits and employment/membership levels
Cost-effective operations
Sound financial administrative and accounting systems in place
Youth office possesses separate budget line in municipal budget to maintain level of
activities initiated through the project
 Performance of Corporate Social Responsibility (CSR) fund
 Mechanism in place for Cooperative employees, members and their families, to access
basic citizen’s rights/public services.
 Culturally sensitive services are accepted
 Youth office and local administration will sustain contact with constituencies from
disenfranchised groups involving them in community-related activities
 Capable/trained centre operators and collectors
 Sound and cost-effective operation and maintenance systems in place.
 Sound logistical planning systems for waste collection, handling and recycling
 Hygiene/occupational health practices in accordance with legal requirements
 Youth Office capacitated to mobilize youth from Sandzak to take part in crowdsourcing
and citizen reporting
 Functioning cooperative structures and processes
 Professional management in place
 Appropriate remuneration and incentive systems in place
 Effective business development planning and marketing systems in place
 Membership expansion strategy synchronized with the business plans
18
Institutional
 Local authorities will have full ownership over the products delivered though participatory
workshops (e.g. web portals, crowdsourcing tools etc.)
 Partnership agreement with City Municipality
 Embedment of Cooperative in municipal waste management strategies and/or plans
 Recognized legal entity and actor in the market of secondary waste materials
 Contribution to decreasing waste loads to the municipal landfill
 Operate in full accordance with law and regulations of Republic of Serbia
 Long term arrangement with city of Novi Pazar authorities re. organization of the Stari
Grad Festival on an annual basis
 Local authorities brokers waste collection activities between Stari Grad Festival and
recycling center
 Support and engagement of health and social related Ministries, City and municipal
authorities
Key outputs for achieving sustainability include:
 A sound business plan that is regularly updated ;
 Strategic partnerships with key stakeholders, including the City of Novi Pazar, other
municipalities in Sandzak region, the City’s PUC, relevant City departments and offices (incl. at
the community level)
 Partnership between municipal authorities, Stari Grad Festival and private sector established on a
long-term basis
 Youth Office continues exchange programmes with other Youth Offices from Serbia aimed at
enhancing cultural and inter-ethnic dialogue
WHO, UNOPS and UNFPA in the achievement of sustainability assume the following roles and
responsibilities:
 Setting an enabling institutional framework for the Cooperative(s)
 Ensuring a viable business environment
 Ensuring adoption and implementation of social cooperative objectives for
employment/membership, income generation and distribution, access to citizen rights and
community improvement
 Ensuring quality and cost-effective management and organisation of business operations
through technical assistance, mentoring and coaching
 Provision of budget support to the Cooperative for the start up phase
 Ensuring improvements in access to citizen rights and community living conditions
 Ensuring raised awareness of Reproductive Health and Rights and HIV/AIDS
 Ensuring UN core values are respected throughout the project.
By project’s end the Cooperative is expected to perform successfully and on a sustainable basis – this
requires to be confirmed by an independent evaluation/audit exercise toward the end of the Agreement.
The independent audit/assessment will also produce recommendations as to the handover of assets.
UNDP in the achievement of sustainability assume the following roles and responsibilities:
 Establishing strategic partnerships with local stakeholders on different levels (local authorities,
civil and private sectors)
 Stimulate enabling environment for creation of an open society, free of prejudices and fear
 Contribute to regional cooperation by fostering free movement of youth across the Western
Balkans
19

Through promotion of human security concept, decrease ethnic distance and promote multiculturalism
7 Implementation and partnership strategy
The Joint Programme (JP) will be implemented through parallel funding mechanism by four UN agencies
and in close consultation with respective cooperating partners. UNDP is designated as the lead agency.
Stakeholders’ roles are described in the table below.
Stakeholder
Local authorities in
Novi Pazar, Tutin,
Sjenica, Nova Varos,
Priboj and Prijepolje
(primary)
Commissioner for
Protection of Equality
(primary)
Municipal Public
Utility Companies
(primary)
Primary and
Secondary health
centers (primary)
Municipal health
institutions and
offices (primary)
Ministry of Health
(primary)
Youth Office
(secondary)
Universities in Novi
Pazar (secondary)
High schools in Novi
Pazar (secondary)
Elementary schools in
Novi Pazar
(secondary)
Community Based
Organizations –
Centers for Social
Work, National
employment Service
(secondary)
Local CSOs
(secondary)
Relevant activities and anticipated engagement
Involved in project preparation and implementation. Main partner in all project
activities as a duty-bearer. Responsible for sustainability of the project activities.
Responsible for implementation of activities related to alternative dispute resolution,
in line with their mandate.
In addition to secondary waste materials – separated by waste generators, the City
authorities expressed their appreciation for the Recycling center to be involved as well
in the separation of mixed communal wastes – or primary separation, collected by the
Municipal Public Utility Companies every day
Involved in implementation of objective 3, leading towards long term impact of
project activities by changing attitudes and building capacity of health care workers –
change agents in their communities
Involved in tailoring and implementation of all health activities in Objective 1 and 3
Policy level review of activities, particularly related to access to medical booklets,
primary health care clinic rehabilitation and engagement of Roma medical mediators
Involved in preparation and implementation of activities within objective 2. Main
partner with all youth-related activities and broker between UNDP and communitybased organizations in Sandzak.
Involved in implementation of activities within objectives 2 and 4, main advocate for
change within the academic community.
Involved in implementation of activities within objective 2, leading towards long-term
impact of project activities by changing mindsets of youth in Sandzak. Advocates for
change within youth in high-schools.
Involved in implementation of activities within objective 3 – educational shows,
adding up to the project activities by influencing the mnidsets of youth in Sandzak
Involved in implementation of activities within objective 2, leading towards long-term
impact of project activities. Advocates for change within children in elementary
schools.
Involved in implementation of all activities. Main partners for activities related to
education and professional development of vulnerable groups.
Involved in project preparation and implementation, in capacity of responsible parties
and through grants mechanisms.
20
8 Dissemination, public affairs and communications
The project will promote the Human Security Concept through targeted activities aimed at audiences
including, but not limited to, government agencies and institutions at national and local levels, academia,
civil society and community-based organizations as well as the general public in southwest Serbia. This
will be executed by a UNDP/UNCT Communications Specialist through broadcast, print and alternative
media, and through direct public outreach in town hall meetings, community forums, school-based
activities, and others as described in Objective 4.
All promotional activities, as well as messaging formats will be agreed in advance with the HSU. Festival
and supporting events represent unique opportunity for extensive outreach. UNDP will use social media
(e.g. Facebook, blogs, twitter etc.) as one of the main communication channels.
9 Monitoring and evaluation plan
The project will be monitored by the JP Steering Committee, and will apply the 11 steps Human Security
Impact Assessment (HSIA) methodology. The impact assessment will be closely coordinated and
integrated with the monitoring of Serbia’s MDGs, and major development frameworks, such as the
UNDAF and the National Development Strategy. In addition, the project will introduce annual Pulse
survey as a tool to establish some baselines and measure change in citizens’ perceptions with regards to
the expected project outcomes.
In addition there will be a technical coordination mechanism established for Objectives 1 and 3 to monitor
the process of center/cooperative establishment and subsequent center/cooperative performance. Members
of such mechanism include PUC, the relevant City Secretariats, the Cooperative and the UN partners.
Independent consultants will conduct mid-term evaluation which will be formative in nature. It will serve
to make corrective actions and to refine objectives, indicators and implementation timeframes as needed.
In the last stage of the project implementation, final evaluation will be conducted following the UN
evaluation standards. UNDP has already developed Terms of Reference (ToR) for both mid-term and
final evaluation which could be easily adjusted if requested by the HSU.
The Joint Program Manager (JPM) will monitor and evaluate program performance constantly, assessing
financial performance, membership, employment and other quantitative metrics that are tied to the
operation of the Center and the Cooperative. The JPM will also define and implement mechanisms to
measure results that are associated with behavior change, and therefore qualitative performance in
domains such as increasing community cohesion and securing better access to services.
The JPM will promote participatory research and approaches to evaluation that engage municipal and
local partners and grassroots beneficiaries.
10 Administration and financial management
10.1 Management structure and financing arrangements
A JP Steering Committee will be established and it will include senior members from the following
partner organizations: SEIO, lead Ministry, Mayor of Novi Pazar and UN actors – RC Office,
UNDP/UNHCHR (lead Agency), UNOPS, WHO and UNFPA. The Steering Committee will meet
prior to project launch and subsequently once per year, in order to provide general guidelines on the
implementation strategies; to agree on aspects relating to the public visibility of the project, the donor
and the implementation partnership; to reinforce the inter-agency commitment for achievement of
21
project objectives; finally to review/endorse all the decisions. The JP Steering Committee will also
communicate electronically between the meetings and endorse/approve project activities as
necessary.
A JP Management Committee will be also established. It will include active participation of the
experienced technical staff of all participating Government, UN and NGO partners active on the
project. This committee will meet quarterly and it will be co-chaired by lead Ministry and lead UN
Agency. This panel will have the following objectives: exchange information on project progress; to
agree on operational priorities; to discuss possible obstacles in project implementation and to identify
the most appropriate solutions and the necessary steps that must be taken in order to ensure that the
expected project outputs are achieved.
Ad-hoc, technical/sectoral meetings will also be organized at the operational level between the UN
partner agencies and their NGO and other partners to share relevant data and assessments, to avoid
duplication and make the best use of available resources and to maximize the impact of their work at
community level.
The project partners have agreed that the management of the UNTFHS funds will follow the
procedures of parallel fund management for joint projects. The joint project document will consist at
a minimum of a common work plan agreed by all participating UN agencies, an
aggregated/consolidated budget showing the inputs from the various parties involved, the
coordination mechanism and signatures of the participating organizations. The funding arrangements
will follow each agency’s regulations and rules for individual programming and project processes.
UNOPS, UNDP, UNFPA and WHO will prepare separate budgets, consistent with their procedures,
and covering the mutually agreed components of the project. Each Agency will sign financial
agreement with UNHSTF. Consistent with current practice, each UN partner will be responsible for
auditing its own contribution to the project as part of its existing regulations and rules. Human Right
and UN coordination advisory and implementation support services will be provided by the
UNHCHR and UN RC Office respectively.
UNDP will be the lead Agency on this project and together with the UN RC Office will ensure
proper coordination of all relevant actors participating on the project and overall coordination with
external partners implementing activities in this region. UNDP and RC Office will also consolidate
the project reports in line with UNHSTF requirements. Project budget has a separate section, that will
be administered by UNDP, and that will include costs related to the office premises, salary of Joint
Programme Coordinator and other joint admin costs.
A Project Implementation Unit will be established in Novi Pazar. The project team will consist of
Joint Programme Coordinator, support staff recruited by UN Agencies participating on the project.
This approach will allow smooth coordination in the domain of operations issues (use of car, staff’s
time, office equipment etc) related to this project implementation. Members of the Project
Implementation Unit will report directly to their Agencies’ supervisors and will provide support and
inputs to the work of Joint Programme Coordinator.
The project will be lead by a national Joint Programme Coordinator who will be based in Novi Pazar and
recruited/administered by UNDP. The Joint Programme Coordinator will lead the project team, report to
the lead Agency and work closely with all participating UN Agencies and UN RC/Office. Joint
Programme Coordinator will also be in charge of the partnership building with relevant
partners/stakeholders, including liaison with Government at the local level on behalf of the Project Team.
Joint Programme Coordinator will also be in charge of facilitating the work of the Programme
Management Committee. The Terms of Reference describing in details duties and responsibilities of the
JPC will be developed by UNDP/RC Office in close cooperation with Project Management Committee.
22
10.2 Financial reporting
Each UN participating agency will prepare financial reports in accordance with its policies and
procedures, and operational policy guidance, which will be submitted to the Joint Programme
Manager annually for consideration and the preparation of narrative and financial report.
10.3 Substantive reporting
In accordance with the Guidelines of the UNTFHS, an annual progress report will be submitted and
shall contain: a) an account of actual implementation of the activities compared to that scheduled in
the Workplan, and the achievement of outputs, based on the objectively-verifiable indicators; b) an
identification of any problems and constraints (technical, human, financial, etc.) encountered during
implementation; c) recommendations for corrective measures; and d) a detailed work-plan for the
following reporting period.
This consolidated report will be submitted by UNDP, the lead agency for the Programme, based on
inputs from the individual UN partner agencies. The various assessments/survey results which will
form part of the outputs of planned activities, together with the periodic monitoring/evaluation
reports to be prepared by relevant Programme personnel, will serve as the basis for the formulation of
these annual reports. A final report will be submitted within six months after the funds have been
expended or upon completion of the activities, whichever occurs first.
10.4 Work plan
A summary work plan for the full project is given in the Annex 4. A short annual work plan will be
sent to HSU within 3 months of the start of the project.
11 Budget
The estimated budget is USD 2,859,659. A detailed activity based budget is given in the Annex 1.
23
Annex 1 (Budget)
24
Annex 2 (Logical Framework)
Project Strategy
Objectively verifiable indicators (OVI)
Sources and means of verification (MOV)
1. Trust in the work of the local and national authorities
increased
Baseline:
Important assumptions and risks
Human Security Goal
To improve the human
security of refugee, IDP,
migrant and other
vulnerable individuals
and communities in
southwest Serbia, freeing
them from want and need
that is associated with
political, social and
economic exclusion.
Limited trust in national institutions
2. Feeling of personal insecurity decrease
31% of NP citizens feel insecure (2010)
MOV: 1. Pulse Survey, baseline Qs: What is your
level of satisfaction with the following
institutions...? / Do you trust the following
institutions...?
2. Human Security Impact Assessment (HSIA)
Objectives, Outputs and Activities
Objective 1: Income
Generation and
Employment for
targeted populations
improved
Number of people from targeted groups formally
employed or are members of the Cooperative
Quantity of waste being formally recycled
Baseline:
•Unemployment data from National
•Employment Service, Social Welfare Center;
The Government remains committed
to strategies aimed at vulnerable and
marginalized groups and migrants, and
poverty reduction in general
Income generation and distribution activities.
Employee and membership registration and logs at
the Cooperative/Centre
Cooperative and recycled waste buyer’s records,
and accountant reports
25
Output 1.1. Establish a
Waste Recycling Center
in or near Novi Pazar
Recycling centre and 5 transit stations established and
functioning 12 months after and fully sustainable after 24
months of the start of project implementation
Management mechanisms in place for the recycling
centre and transit stations
Cooperative established and functioning
Municipal/city registration, work permit issuance;
Business plan and labor rules;
Embedment in city waste management strategy
Foundation documents of the Cooperatives; city
business register; Assembly meeting minutes;
annual financial reports/statements, employment
records, etc.
Interim/final evaluation/monitoring
Suitable location is identified and
assigned to the project expeditiously
and efficiently by Municipality (ies)
for the establishment of the recycling
center and transfer points.
Key stakeholders, incl. Ministries,
City of Novi Pazar, municipalities and
vulnerable and marginalized
communities remain willing to
participate in project activities
The number of people from target
communities interested to joins the
initiative is sufficient to satisfy
staffing needs
Activity
1.1.1
Cooperation agreement
signed with the City of
Novi Pazar
and the
Cooperative – and other
municipalities
as
appropriate
Activity
1.1.2
Construction
and Equipping of the
Centre and 5 Collection
Points (CPs)
For each targeted municipality – starting with Novi
Pazar:
Signed cooperation agreement at the start of
implementation.
Signed agreements and/or amendments
Minutes of meetings of coordination mechanism
established
Signed new cooperation agreement or amendment to the
existing agreement including newly established
Cooperative as additional signatory (timing after 12
months)
Signed bilateral agreement between City and
Cooperative enabling continuation of partnerships upon
exit by UN partners (by end of implementation)
Constructed Centre that complies to requirements
Functioning recycling equipment
Established collection points
City provides for/facilitates utility
connections, etc
City and the Cooperative will jointly
advertise the services by the
Cooperative
Cooperative waste collection and
recycling activities by the Cooperative
is embedded in the City/Municipal
waste management strategy
Issuance of certificates for substantial and final
completion of the construction works – acceptance
of as built design by the City
Commissioning of equipment and first running
results
The Recycling sector in Serbia and
Sandzak increases only marginally
over the project period
The volume of waste contracted from
companies/schools/ institutions are
sufficient to sustain operations and
drive profitability.
26
Activity
1.1.3
Establishment of
Cooperative
–
the
Cooperative founded by first members.
Organisational/ governance framework established
Proper management and administration systems
implemented
Registration in business register
Foundation documents
Minutes of Assembly meetings
Employment/membership records
Financial accountant reports
Management board reports
Business performance records
Activity
1.1.4
Cooperative
personnel
/members trained and
certified
.Number of training modules designed and delivered,
and numbers of trainees that participated and were
certified
Materials, guides, and publications produced;
trainee/participant lists
Activity
1.1.5
–
Cooperative
personnel
number
50
persons
following 12 months of
operation
Number of employees and members of the Cooperative
broken down by month and type of activity
Cooperative employment/membership records.
Activity 1.1.6 – Women
make up at least 25% of
the workforce in the
cooperative
Percentage of women engaged in the cooperative broken
down by employment category
Cooperative employment/membership records
Activities 1.1.7 – A
minimum
of
30
public/private
institutions/businesses
have agreed to provide
recyclable waste to the
Centre
Number of companies/schools/ institutions that provide
recyclable waste to the recycling Center.
Contracts with companies, schools, institutions and
other sources of recyclable materials;
Activity 1.1.8- Profit
margins from the centres
meet
business
plan
targets
Operating metrics and ratios including: kgs of recyclable
materials processed; gross revenues; net profits;
operating and net margins; salary, wage and benefits
paid.
Middlemen and corruption are
ingrained in the informal waste
collection sector in Serbia and include
unfair competition, bribing, stealing of
collected materials
All risks identified in Annex 3
Personnel (staff/employee) salary, wage and
benefits data; and, membership registration records
Cooperative financial statements and operating
records
Cooperative financial records - financial
statements: balance sheet, income statement (P&L),
cash flow statement, etc
27
Activity
1.1.9
Minimum of 40
persons engaged by the
cooperative
for
alternative employment
activities through pilot
schemes
Alternative employment actions designed and under
implementation
Approved project fiches and signed implementation
agreements
Activity
1.1.10
Community Social Fund
established
through
allocation of part of
Cooperative profits for
community
support
activities
CSR Fund established and capitalized.
Funds allocated and disbursed for community support
activities
Cooperative records
Positive feedback from communities
Cooperative documents
Governance structures, policies and procedures are put in
place.
Interim/final evaluation
Objective 2:
Disfranchised groups in
Sandzak are in better
position to enjoy their
human rights and
develop human
potentials
By the end of the project the ethnic distance between
different ethnic groups in Sandzak decreased
Baseline:
Cooperative financial/business/employment records
Community satisfaction survey
The most intense ethnic distance is observed in
Novi Pazar and vis-a-vis Roma population. Precise
baseline will be established during the initial stage
of the project through Pulse survey
The Government remains committed
to strategies aimed at vulnerable and
marginalized groups and migrants, and
poverty reduction in general
MOV:Facebook (no. of friendships between Serbs
and Bosnaiks-proxy)
Pulse survey indicative Q: Would you object if a
member of the following ethnicities... [scenario
options provided]...?
Pulse survey indicative Q: How often do you talk
socially to members of other ethnic groups?
28
Output 2.1 Ethnic
stereotypes between
young people diminish
by the end of the project
1. 70,000 young people participated in intercultural
activities
2. Decrease by 5% the two categories of i) young people
who have contact with other ethnic groups only ‘very
rarely (maybe once a year)’ and ii) young people who
‘never’ have contact with other ethnic groups.
Baseline:
Sandzak youth reluctant to visit places outside the
region
Local stakeholders do not have
sufficient capacities to implement
project activities in a timely manner
Serbian youth has prejudices towards Sandzak
MoV: 1. Pulse Survey - indicative Q: Do you and
how frequently have contacts with other ethnic
groups?
2. Social media monitoring
Activity 2.1.1- Support
to organization of intercultural events in Novi
Pazar
1. At least 60,000 youth attends the festival
1. Festival records
2. At least 2,000 youth from Serbia takes part in intercultural exchange
2. Project progress report
3. At least 30% of tourist animators from vulnerable
groups (Roma, IDPs, young people from rural areas etc.)
trained to conduct sightseeing tours
3. National Employment Service records, Project
progress report
4. 10 football tournaments organized
4. Project progress report
5. Digital map of the region established
5. Municipal website
Activity 2.1.2Establishment of the
Dialogue Café
1. At least 6 videoconferences organized
1. Recorded sessions (project files)
Activity 2.1.3Organization of panel
discussions
1. At least 4 forums on multiculturalism organized
1. Recorded sessions (project files)
Due to financial constraints, private
sector might not be able to sufficiently
contribute to the organization of Novi
Pazar events
Due to summer holidays and school
vacations, UNDP might not be in
position to reach sufficient number of
youth volunteers
29
Output 2.2 By the end of
the project, local
institutions are more
actively supporting
community safety, youth
employment and
participatory decision
making
1. No. of mechanism developed to address community
safety, conflict and violence prevention
Baseline:
Weak citizens engagement in decision making
2. By the end of the project, each participating
municipality is implementing one or more action plans
that address community safety, conflict and violence
prevention and integration
Local stakeholders do not have
sufficient capacities to implement
project activities in a timely manner
MOV:
1. Municipality records/ Human Security Impact
Assessment (HSIA)
2. Municipality records/ Human Security Impact
Assessment (HSIA)
Activity 2.2.1 - Youth
programme – combining
community works and
youth employment
1. Progress report 1a. Video materials, photos, blogs
Youth from disenfranchised groups
might not be interested enough to start
vocational trainings, awareness raising
trainings (on RH, HIV and Rights) or
volunteering work
1. Post training evaluation and training attendance
records
Local partners (CSOs) will support UN
in outreach to target beneficiaries
1. No. of tangible community assets that are
(re)constructed
Activity 2.2.2 Advanced Youth
Leadership School
1. At least 50 young activists from Sandzak trained in
human rights and non-discrimination frameworks,
culturally and human rights sensitive budgeting and
policy development.
Activity 2.2.3 - Develop
community level and
inter-municipal safety
partnerships that engage
local authorities, public
institutions and
organizations, women’s
groups, youth groups,
ethnic minorities, CSOs
and the communities
1. All Sandzak municipalities involved in grants
implementation
2. At least one project of communal interest per
municipality that utilize web 2.0 technologies developed
and implemented
Local authorities have to be ready to
sustain products that will be developed
through innovation camps
Progress report
3. Establishment of local and national cross-sector
networks of civil society activists, PR specialists and
web designers
30
Objective 3: Improved
Access to Social and
Public Services
Number of persons in the target group that have obtained
during the course of the project valid
Baseline: Information from the social matrix
development
– identity cards
MOV: Social Mobilization, Capacity Development
and Access to Services project records of persons
who have requested support in obtaining these
documents have been successful
-working booklets
- Medical cards
The Government of Serbia remains
committed to implement the Strategy
for Roma inclusion
Output 3.1 Reduced
threat of statelessness
and improved access to
services related to
citizenships rights and
documentation
(registration, health,
education, social
protection and
employment) for
beneficiaries
Number of people who benefited from improved access
to citizenship rights in the following fields: health,
employment, education, social protection, identity cards
Training attendance records
Adequate cooperation with selected
Ministries, local self-governments,
families, local communities,
institutions, especially waste ,
education, registration, health and
social services
Activity 3.1.1 Tailored
and specific activities for
target community needs
in accessing
documentation and
citizenship rights
Social matrix document identifying the needs of the
target audience
Related reports and documents
Attendance records
Overall political stability is
maintained.
Reports on the SWOT analysis of services
Report on the health and immunization assessment in the
target audience
Report on the rehabilitation needs of the health clinic
Adequate cooperation with selected
Ministries, local self-governments,
families, local communities,
institutions, especially waste ,
education, registration, health and
31
Activity 3.1.2 100
persons in the target
groups have obtained
valid: identity
documents; working
booklets; medical cards
and 100 persons have
access to preschool,
school and adult literacy
classes
Number of persons in the target groups that have
obtained identification documents:
Project progress reports/Human Security Impact
Assessment (HSIA)
identity cards
Clinic building and attendance records
working booklets
Training and evaluation reports
medical booklets
Progress reports
Clinic reopened, staffed and running in Blagevo
Attendance records
Number of people who benefited from improved
citizenship rights and education
NGO Training Needs Assessment report
Selected NGOs Workplans
Number of children and adults attending preschool and
adult literacy classes
Attendance rates in schools of children from
vulnerable populations
social services
Administration and logistical
procedure and environments are
maintained
Suitable staff are identified and
recruited - local and expatriate
The project will not exceed the
available investment funds
Current exchange rates will not
fluctuate greatly
Attendance records and report cards (review with
Cooperative members/employees school booklets
of children under 15 years which provides
attendance records)
Training materials and attendees records
Activity 3.1.3 Target
population and
healthcare workers have
greater awareness of the
rights of vulnerable
populations and
reproductive health
Number of persons aged 15-24 years in the target groups
that have been provided with comprehensive information
on reproductive health including family planning
Objective 4: Human
Security concept
recognized in
development
programmes in
Sandzak
By the end of the project institutional/governance
structures are capacitated to protect the affected
communities against the identified threats
Number of persons aged 15-24 years in the target groups
that have been provided with comprehensive information
of HIV/AIDS
Attendance records
NGO Training Needs Assessment report
Baseline: Local institutions do not sufficiently apply
Human Security Concept
Local institutions are eager to
mainstream Human Security Concept
into local policies
MOV: HSIA
32
Output 4.1 Population of
Sandzak better aware of
the Human Security
Concept - UNDP
Increased awareness of Sandzak population with regards
to basic freedoms and equal opportunities
Activity 4.1.1 - Prepare
and distribute
promotional materials
diffusing and
disseminating the
Human Security concept
to central/local
governments and to
communities in
southwest Serbia
1. Number of publications and promotion materials (area
coverage)
Activity 4.1.2 - Engage
social “influencers” to
promote the Human
Security Concept
through broadcast and
print media, and through
alternative and social
media
1. At least 6 (1 per municipality) social “influencer”
engaged to promote the Human Security Concept
Activity 4.1.3 –
Organization of town
hall meetings,
community workshops,
school-based activities or
other public forums in
southwest Serbia
1. At least 3 town hall meetings, community workshops
school-based activities or other public forums are
organized in each participating municipality
1. Pulse Survey – indicative Q: Do you feel that
your freedom is endangered in any way? Do you
think that all citizens of Sandzak have equal
opportunities with regards to (economic, personal,
political, community)
Public interest must be cultivated by
communicating the merits of the
Human Security Paradigm for each
individual and family
2. Outreach level (number of institutions/individuals)
Progress reports
2. Number of broadcasts, print and alternative social
media products
1. Press clipping
New communication, awareness and
educational tools will be employed that
excite and engage the target
individuals and their families.
2. Blogs, Twitter, etc.
1.Workshop reports, meeting minutes
2. Representation of at least 20 participants per event
2.Attendance record
33
Annex 3 (Assumption/Risk Log)
#
Assumption
Assessment & Management Issues
Overall political stability is maintained
The Government remains committed to
strategies aimed at vulnerable and
marginalized groups and migrants, and
poverty reduction in general
National and local elections were held in May 2012. At the
time of writing this proposal City/Municipal structures are
in negotiation but this is not expected to change for the
duration of the project.
The government of Serbia has been very active in targeting
interventions for vulnerable populations and it is considered
that the government will continue in its current path in line
with the EU accession process.
The impact of the current global
financial crisis will not further impact
available finances
The financial crisis has, according to experts, bottomed in
Europe, while Serbia will be adversely affected for the
immediate future.
1
2
3
4
5
6
7
8
Key stakeholders, incl. Ministries, City of
Novi Pazar, municipalities and
vulnerable and marginalized communities
remain willing to participate in project
activities
Administrative and logistical
procedures are maintained and
supportive of project completion within
time lines
Additionally the vulnerable and marginalized populations
will suffer from further decreases in employment
opportunities and services.
The project will have a demand based approach and the
flexibility to ensure that selected beneficiary stakeholders
commit to active participation.
These are regular assumptions within a project that will be
addressed through the experienced project management
staff.
The Recycling sector in Serbia and
Sandzak increases only marginally over
the project period
The project has a clear picture of the current environment in
Novi Pazar and Serbia relating to recycling. The project will
continue the monitoring of the situation and will endeavour
to create partnerships with any new initiatives.
Programmes and activities will be
conceived by NGOs/CBOs/CSOs with
public participation, and will stimulate
and support initiatives that engage,
educate and involve people from target
municipalities
The project had extensive consultations with key
stakeholders in order to ensure that the activities are defined
in a way to ensure efficient and effective implementation.
Inter-municipal cooperation in the
Sandzak involves local authorities, public
institutions and organizations, women’s
groups, youth groups, ethnic minorities,
CSOs and the communities
The project ensured main stakeholders buy-in during the
design phase. Additional formal and informal cooperation
protocols will be established during the project initiation.
Major risks
Risk Mitigation Measures
Availability of suitable land for the Center
Availability of public land in Novi Pazar is scarce and a
prerequisite for start of waste recycling-related income
generation activities. City of Novi Pazar has identified suitable
land plots which require further review as regard needs for
34
Middlemen and corruption
Competition and Privatization
Cooperative
Equipment and assets
provision of public infrastructures. Following conditions
apply: Flat land surface of 3000 m2; Located max. 10 km
from urban areas and suitable for waste management;
availability of public infrastructure (water, sewerage,
industrial power electricity, access road).
Middlemen and corruption are ingrained in the informal waste
collection sector in Serbia and include unfair competition,
bribing, stealing of collected materials, etc.
Middlemen will be offered to participate in the Centre
activities and this will allow integration of the already
established informal system, decrease the risk of conflict and
it will allow persons during application for documentation to
continue to earn an income. Quality assurance mechanisms
will be applied to ensure the correct monies are provided to
the collectors that bring materials to the centre. Logistical
surveillance through GPS marking of vehicles and set
collection routes.
With the progress of Serbia towards the EU accession,
privatization of waste companies is planned.
As a
cooperative the Centre will not have the assertive profit
making company tactics, but will rather be focused on low
technology and high manpower. The competitiveness of the
Cooperative in this environment will be enhanced by its
position as a “social programme” and the advantages of its
community focus position that other “for profit”
organizations will not benefit from, such as “Corporate
Social Responsibility “and recipient of grants and
equipment donation and centre infrastructure.
The use of a cooperative as the management unit has many
benefits which negate issues in relation to assets, familial
over representation and oversight that may be an issue in
other management mechanisms. These include:
 Each member of a cooperative has one vote, therefore
the possibility of one family obtaining control or
corruption of Centre management is diminished
compared to other structures.
 A board of trustees oversees the cooperative activities
and ensures oversight and monitoring of progress in line
with the vision of the centre
 Assets do not have to be owned by the cooperative but
can be used by it therefore making it impossible for the
cooperative to sell any assets on.
The equipment and assets of the project related to the centre
activities will continue to be available for use by the
cooperative following the exit of the UN agencies. The risk
of mishandling, misuse and sale of the equipment and assets
has several options to choose from in order to allay this
possibility. Additionally injury is a key concern which will
be addressed through appropriate training in equipment use
along with occupational health and safety, as well as
through provision of tools and clothing.
35
During the project period the equipment is held by the UN
and as part of the project exit strategy, an assessment to
identify the best option for holding of the equipment and
assets will be performed.
Falling prices on recycled materials
A review of the market prices over the last 5 years (20062011) for PET, office/white paper and Aluminum show
similar findings: relative stable high prices during 20062008 (peak by beginning 2008) followed by a sharp fall (by
45%) in the beginning of 2009 with market prices steadily
recovering in 2009-2011 and a starting decline during last 6
months in 2011. Current prices seem to fluctuate within a
15% margin of an average in between the 2008/2009
high/low peaks.In case of repetition of sharp fall of prices –
which seems however at this stage unlikely, measures are
at the disposal of the Cooperative in order to reduce income
loss that would endanger sustainability levels, including 1)
Exploring ways to reduce costs: further improvements in
business operations, cutting bonuses, etc; 2) Conclude
contracts with Buyers for longer term and for fixed prices or
with build in safety valve clauses; 3) Ensuring the right
product mix: PET and Al offer higher profit margins per kg
than office/white paper; 4) Building up of adequate cash
reserves to “sit out the storm” and wait for better times.
Another factor that would mitigate steep fluctuations in
market prices in Serbia are the incentives/penalties for
packaging waste generators stemming from the Directive
for Packaging Waste Reduction Plan for 2010-2014. Given
the requirement to meet annual targets for recycling rates,
packaging waste generators may require to provide
incentives to collectors to continue collection of such
wastes. This may prove in reality higher unit prices than
market prices.
Local stakeholders do not have sufficient
capacities to implement project activities in a
timely manner
Due to financial constraints, private sector
might not be able to sufficiently contribute to
the organization of Novi Pazar events
Due to summer holidays and school
vacations, UNDP might not be in position to
reach sufficient number of youth volunteers
Continuous monitoring of project activities and designation
of full-time UNDP staff for backstopping
Youth from disenfranchised groups might
not be interested enough to start vocational
trainings, awareness raising trainings (on
RH, HIV and Rights) or volunteering work
Local authorities have to be ready to sustain
products that will be developed through
innovation camps
Initiate discussion with traditional sponsors well in advance
(through the festival organizational board) Include local
authorities from the outset
Start planning and negotiating the activity implementation
at least six months in advance. Use Youth Office as a
broker and liaison with other 100 Youth Offices throughout
Serbia
Cooperate with local Human Rights NGOs to reach as many
as possible suitable individuals at least 6 months in advance
of the activity. Use locals for advocating and lobbying
Include local authorities in the dialogue with local
constituencies and in the product design. Try to ensure their
buy-in and sustainability from the outset
36
Annex 4 (Work Plan)
Project title: Improving Human Security for Migrants & Vulnerable Communities in Southwest Serbia
UNTFHS Project number:
Year: 2012-2014
Expected outputs
Planned activities
Timeframe
List main activities, including
M&E to be undertaken during
this year
1.1.1 Cooperation agreement
signed with the City of Novi
Pazar and the Cooperative
1.1.2
Construction and
Equipping of the Centre and 5
Collection Points (CPs)
1.1.3 Establishment of the
Cooperative
1.1.4 Cooperative personnel
/members trained and certified
1.1.5 Cooperative personnel
number 50 persons following
9 months of operation
1.1.6 Women make up at least
25% of the workforce in the
cooperative
1.1.7 A minimum of 30
public/private
institutions/businesses have
agreed to provide recyclable
waste to the Centre
Q2
Q3
Planned budget
(USD)
Y2
Year 1
Q1
1.1 Recycling and
waste collection
center and
cooperative
Responsible party
Q4
UNOPS
13,627
X
X
X
X
UNOPS
615,250
X
X
X
UNOPS
74,160
UNOPS
32,410
X
UNOPS
67,344
X
X
UNOPS
5,000
X
X
UNOPS
20,000
X
X
X
X
37
2.1 Diminishing
ethnic stereotypes
2.2 Youth
employment and
participatory
decision making
3.1 Improved access
to services related
to citizenship rights
and documentation
1.1.8 Profit margins from the
centers meet business plan
targets within 9 months of
operation
1.1.9
Minimum of 40
persons engaged by the
cooperative for alternative
employment activities through
pilot schemes
1.1.10 Community Social
Fund established through
allocation of part of
Cooperative profits for
community support activities
2.1.1 Support to organization
of inter-cultural events in
Novi Pazar
2.1.2 Establishment of the
Dialogue Café
2.1.3 Organization of panel
discussions
2.2.1 Youth programme –
combining community works
and youth employment
2.2.2 - Advanced Youth
Leadership School
2.2.3 - Develop community
level and inter-municipal
safety partnerships
3.1.1 Tailored and specific
activities for target community
needs in accessing
documentation and citizenship
rights
3.1.2 100 persons in the target
groups have obtained valid:
identity documents; working
booklets; medical cards and
100 persons have access to
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
UNOPS
82,000
X
UNOPS
50,000
X
UNOPS
18,771
X
UNDP
390,000
UNDP
35,000
UNDP
15,000
UNDP
120,000
UNDP
35,000
UNDP
186,900
WHO/UNOPS
170,100
WHO/UNOPS
260,100
X
X
X
X
38
4.1Promotion of
Human Security
Concept
Management
preschool, school and adult
literacy classes.
3.1.3 Target population and
healthcare workers have
greater awareness of the rights
of vulnerable populations and
reproductive health
4.1.1 Prepare and distribute
promotional materials
diffusing and disseminating
the Human Security concept
to central/local governments
and to communities in
southwest Serbia
4.1.2 Engage social
“influencers” to promote the
Human Security Concept
through broadcast and print
media, and through alternative
and social media
4.1.3 Organize at least 3 town
hall meetings, community
workshops, school-based
activities or other public
forums in each participating
municipality
Programme management,
operating expenses, M&E,
audit, reporting
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
UNFPA
86,950
UNDP
70,000
UNDP
25,000
UNDP
25,000
UNDP
274,966
X
X
X
X
X
39
Annex 5 Additional Information on Implementation Activities and
Arrangements
Output 1.1
Establish a formal recycling and waste collection center and cooperative in or near
Novi Pazar that employs at least 50 people, and able to diversify into other employment/income
generation activities, including activities with increased added value
The Center will be owned and operated by the Cooperative which will be duly registered as legal business
under Serbian law. The Cooperative will manage the Center which will be staffed by individuals who
will be trained to exercise the full range of administrative and operational functions associated with the
running of the center. Cooperative by-laws will require that any changes to the articles of incorporation
and/or registration be approved by a two-thirds majority of the Cooperative members.
The Cooperative will execute off-take agreements and/or supply contracts with any local public or private
entity that generates recyclable waste. This may include local government, schools, institutions,
enterprises and companies. The Cooperative will seek to execute contracts for a volume of recyclalbe
waste sufficient to ensure financial sustainability.
The Cooperative members and employees will be trained and certified in areas such as Waste collection;
Waste handling, sorting and processing; Equipment use and maintenance; Occupational health and safety;
Business development and marketing: Defining the market and market needs; product placement and
positioning; competition in the recyclables market, etc.
The Center will commence operations within 9 months following receipt of funds. The Center will work
to be cash flow positive on a monthly basis within 12 months of the commencement of operations, and to
be profitable by the end of the second year of operations.
Retained earnings generated by the Center will capitalize a Social Community Fund which will also seek
to secure additional contributions from external sources including municipalities, companies or private
persons. The funds will be maintained in a separate account by the Cooperative, and will be disbursed
according to the terms and conditions that will be defined in the Cooperative Agreement executed with
the Municipality and other relevant parties. The Social Community Fund will be governed by a separate
Board that will be comprised of members of the Cooperative and the Municipality. The Board will make
funding decisions related to the allocation and disbursement of funds. The Board will also establish
criteria for the selection of prospective recipients of funds, and will monitor the use of funds. Projects
that receive funds will likely be small, and may include initiatives to promote health, literacy and
education, and other social goods. 10% of funds should be invested in promoting gender issues.
Synergies with other ongoing programs by national and/or international partners will be explored so as to
enhance impacts and ensure good coordination. One partner is the EU-funded Partnership for
Municipalities program that among others plans to invest in water and sanitation programmes in
communities also targeted by this project. UNOPS and WHO budget permitting, envisage complementing
this investment by renovating an existing/building a new community health center (ambulant) to be
housed in the MZ
UNOPS will enter into a direct grant support agreement with the newly established Cooperative for
supporting the start up of the new recycling center. A total of USD 40,000 is budgeted for such start up
support. The Cooperative shall be solely responsible for the performance of the services it has been
engaged for, with UNOPS ensuring management, oversight and due diligence in carrying out its
40
responsibilities. The Cooperative will open a specific bank (sub) account so as to ensure transparency of
transactions made and protection from tax and legal measures (as it concerns a grant from UN entity).
The Agreement will describe terms and conditions for granting the budgetary support including a clear
scope of services/logframe, reporting requirements, payment schedule and monitoring/evaluation
arrangements. Also, all specific bank accounts will be required to empower co signature as designated by
UNOPS in order to secure proper spending of allocated grant funds.
Additional grant agreements could be considered at a later stage of the Project when alternative
employment initiatives have been identified and approved. Such grantees may include municipalities,
community organizations and not-for-profit organizations. In these circumstances, the award process
would be through competitive selection, and follow a detailed grant methodology to be drafted with
Donor and PSC consultation and approval. In the absence of a Donor-approved methodology, the process
will follow UNOPS own internal rules and regulations as related to grant support.
UNOPS as lead organization for Objective 1 will be responsible for the implementation of activities and
management of funds. It will closely collaborate with WHO especially for activities related to social
mobilization of communities leading towards the establishment of the cooperative.
In addition WHO and UNFPA will be the lead organizations for Objective 3 and as such be responsible
for the implementation of activities and management of funds. UNOPS will implement for WHO
recruitment and administration of personnel as well as selected procurement actions. Corresponding
budgets will be included then in the Agreement between UNOPS and the Fund.
Output 2.1 Ethnic stereotypes between young people from Sandzak and the Serbia proper diminish
by the end of the project
Activity 2.1.1- Support to organization of inter-cultural events in Novi Pazar
The main music and art events in Serbia, usually take place in more developed regions (Belgrade or
Vojvodina Autonomous Province). UNDP will support organization of arts, sports and culture events in
Sandzak region. The events will take place in the city of Novi Pazar, being the regional center, and will
host young musicians and artists. Expected audience will include population from the entire Western
Balkans region (i.e. from Bosnia and Herzegovina, Montenegro, Kosovo etc.). Music and arts will be
used as a tool to enhance multi-ethnic identity, break stereotypes and fight social exclusion, thus
providing long term benefits for the communities that are currently threatened in their livelihood and
dignity. Activities will be implemented in partnership with other UN partners, such as the UN Human
Rights Adviser in Serbia (OHCHR), local authorities, youth office, organizational board of the “Stari
Grad” festival and private sector (Telekom Srbija, Komercijalna Banka, UNIQA insurance etc.).
Experience from the Exit festival (held annually in Novi Sad, Vojvodina) will be used to promote and
establish the festival as a branded regional event. Number of direct beneficiaries is estimated to 10,000
(could be even 60,000-80,000 if organized on the main city square). Number of indirect beneficiaries is
by far bigger, taking into account the wide media coverage that the festival ensures (Macedonian National
TV, Atlas from Montenegro, Hyatt from B&H, Kosava, Prva and RTS from Serbia, Blic newspapers,
Dnevni Avaz (B&H), Vijesti (MNE) and 24 local TV stations. The event represents ideal opportunity for
the promotion of the HS concept in Serbia. Specific activities will include:
41

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“Stari Grad” (“Old City”) festival -the festival will gather young, non- affirmed bands from Serbia
as well as popular bands from the Western Balkans. Besides music programme, series of side-events,
such as theater plays, painting and photo workshops, art exhibitions, and interactive workshops
focusing on stereotyping, discrimination and tolerance will take place. The entire programme will be
branded, among other things, with HS related slogans (to be determined) and the speakers and artists
will be asked to promote ideas pertinent to inter-ethnic understanding and community safety.
UNDP, in cooperation with the local youth office, will be engaged in attracting high school students
from at least 40 municipalities in Serbia to attend the festival and take active participation in
accompanying events, such as volunteer work, forum discussions etc. (see more below). UNDP will
ensure that at least 2,000 young people find accommodation in their peers’ houses and will organize
the transportation. This activity is expected to contribute to decreasing ethnic distance by bringing
together young people from different regions of Serbia and giving them opportunity to meet each
other.
Sightseeing tours – youth from Serbia and the region will go for sightseeing tours around Sandzak
(monuments of culture: monasteries Sopocani and Djurdjevi stupovi, Altun-Alem mosque,
Hammam, city fortress etc.), as part of the student exchange scheme. The activity is expected to
contribute to inter-ethnic dialogue by human rights education, increasing knowledge about history
and culture of the Sandzak region and advancement of the human rights culture. UNDP and the UN
Human Rights Adviser in Serbia (OHCHR), in cooperation with the Youth Offices (through school
Parliaments) will develop the student exchange programme, select schools and at least 400
elementary and high-school students from all over Serbia will visit their peers in Sandzak and will
spend few days in Sandzak families. Likewise, children from Sadzak will be visiting other parts of
Serbia. Ideally, they will pay back the visit. Main educational elements of such exchange
programmes would focus on building knowledge of the young people with a view of empowering
young leaders for human rights culture promotion. In addition, UNDP, National Employment
Service (NES) and Centers for Social Work (CSW) will select and educate tourist animators who
will be acting as tourist guides for sightseeing tours. At least 50% of tourist animators will be
selected from vulnerable groups (Roma, IDPs, young people from rural areas etc.), who will pass the
training organized by the NES and will be capacitated to work as work as local tourist guides.
Creation of an interactive map of Sandzak
UNDP will partner with local authorities and community based organizations to develop an
interactive map of the region. The site will be a source of information about the region, and will
provide interactive features that will allow users to provide feedback and inputs about local concerns
(i.e. crowdsourcing). Mapped touristic points will be indicated with “pins” and hot-linked with a
general descriptions, stories, photos, video, blogs and other content that will “substantively”
strengthen local authorities’ monitoring, evaluation and reporting domains, thus making the site more
accessible, transparent, informative, user-friendly, interactive and client oriented. The platform will
be hosted on Novi Pazar and Youth Office websites and will be maintained by local authorities.
No. of direct beneficiaries: 200,000 citizens of Sandzak region. Interactive map could be updated by
at least 500 young people from the region (estimated internet penetration rate). All people interested
in visiting the region (in terms of access to information) and local authorities (in terms of
participatory evaluation, crowdsourcing) will benefit from it. The experience suggests that such
approach makes effects on the local authorities who become more accountable and responsive in
resolving the community related matters.
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Sport activities – football and basketball tournaments, running and mountain biking.
The activity will focus on community-based sport initiatives for children, youth and adults of
different social and ethnic groups. Sport games will be used as a tool to stimulate the process of
peaceful co-existence, tolerance, gender-equality and inter-ethnic community building thus
facilitating normalization of everyday life for the people of Sandzak. Local authorities, police,
elementary and secondary schools and universities will be involved in the implementation of these
activities, while composition of teams will be made based on the multi-ethnic, gender equality and
social principles. Besides sports activities, the selected young volunteers will be engaged in marking
of hiking and biking trails, cleaning up of environmental hot-spots etc.
No. of direct beneficiaries: at least 13,000 (8,000 elementary school pupils, 4,000 secondary school
students, 1,000 students)
Activity 2.1.2 – Establishment of the Dialogue Café
This project will establish the Dialogue Café in Novi Pazar. Dialogue Café Network uses leading edge
video conferencing technology to enable face-to-face conversations between diverse groups of people
from around the world so that they can create a global community for sharing experiences, learning from
each other and working together. Dialogue Café in Sandzak will be a part of global network that spans
many different and unique cities, whose experiences, knowledge, know-how and expertise could be
crucial for surmounting the local problems, especially the issue of communication and cooperation among
different ethnic and religious groups.
Dialogue café Novi Pazar will provide opportunities for local civil society organizations, schools,
universities, local administration and public sector to open up constructive dialogue over the local issues,
such as access to public services, education, employment and the environment..
Given the current composition of the Dialogue café network (including potential participation via CISCO
offices and expansion to Novi Pazar), the following topics can be selected:
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Minority rights, non-discrimination and gender equality in the light of EU Candidate status –
experiences of new EU member states
Potential participating locations: Novi Pazar; Wroclaw; Belgrade;
Integration of minorities, community cohesion – EU experiences
Potential participating locations: Novi Pazar; Paris; Amsterdam; Lisbon; Lille
Interethnic, interreligious trust, dialogue and cooperation – examples of best practice
Potential participating locations: Novi Pazar; Rio; London; Ramallah; Amsterdam; Cleveland;
Cairo
Youth participation in decision making processes – towards more accepting, open societies
Potential participating locations: Novi Pazar; Cairo; Doha; Amsterdam; Dubai; Lisbon and
Cleveland
Can countries in transition/developing countries really go fully green and if yes, how best?
Potential participating locations: Novi Pazar; Rio; Belgrade; London; Doha
Impact of digital technologies on low tech industries - the future of textiles production
Potential participating locations: Novi Pazar; Belgrade; Lisbon; Sao Paulo
Activity 2.1.3 Organization of panel discussions
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This activity will focus on improving interethnic and interreligious relations among young people in
Sandzak through panel discussions and other fora. Discussion will be organized around topics such as
promoting and monitoring of democracy and human rights, removing the hate speech from the dialogue,
anti-discrimination etc.
Specific activities will include:
Forums
Five forums would be organized:
 The importance of dialogue between cultures and civilizations in the multi-ethnic communities.
On this forum, the speech would be held by opinion leaders from sports, music, art, literature,
cinematography, scientist, public officials from Belgrade, Sarajevo and Podgorica, etc.
Interreligious dialogue and tolerance. The speakers would be scholars from the Islamic
community and Serbian Orthodox Church.
 The culture of dialogue. Speaker- Borka Pavicevic, director of the Center for Cultural
Decontamination in Belgrade.
 Hate speech: modalities, forums, consequences. Effects of the hate speech on the human rights
culture and everyday life of people in multiethnic communities. Speakers would be the CSO
representatives reporting regularly on hate speech in Serbia.
 Discrimination and Media: Speakers would be the Chief Editors of national broadcasters
discussing the interest of media and their role on fighting discrimination and prejudice
The result of these discussions would be demystification of prejudices about others, emphasizing the
positive aspects of multi-ethnic communities and building the mutual respect. These lectures will help
to better understand problems in their communities, and allow them to come with proposals for
solving these problems. 200 participants will be involved in discussions. The discussions will be
followed by media, and therefore, this issue will be accessible to greater number of people.
Seminars
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Democracy, human rights and peaceful conflict resolution.
The seminar is designed for students from both of Universities in Novi Pazar and for the last grade
high school students. It would last five days. The aim is to provide educational opportunity on
international policy with regards to the democracy, human rights and peaceful conflict resolution and
thus empower students to become advocates for national policies on the same issues.
 Multi-ethnic society –advantage or drawback
The seminar is designed for youth taking part in preparation or attending the Novi Pazar festival. The
seminar will aim at bringing lecturers from European Universities to discuss with the youth in
Sandzak region about advantages of living in multiethnic society and how these advantages could be
used to enhance economic prosperity.
Activity 2.2.1 - Youth programme – combining community works and youth employment
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The activity will improve social and economic status of youth in southwest Serbia (particularly
economically disenfranchised groups) by raising their capacities and involving them in development of
their community. Namely, the project envisages organization of series of trainings for multi-ethnic groups
of young people that represents a combination of vocational training and internship programmes.
A multi-ethnic cohort of at least 60 participants (of Roma, Bosniak and Serbian nationality) from Sandzak
region will spend a total of six months in two phases. The first four months will be in intensive hands-on
learning in a central facility where students will gather each day for classroom-based activity, counseling,
and support services. During this phase, students will split their time in the Training Center and in
community-based social action projects. In other words, students will spend equal time each week in
classroom activities to strengthen their language skills, and financial literacy, learn technical skills,
leadership training, and practice “soft skills”, and in community revitalization projects that showcase the
potential of youth; provide practical, hands-on, work experience; and link students directly to market
activity. In the remaining two month phase, participants will pursue internships, apprenticeships, jobs,
entrepreneurial initiatives, links to micro-finance institutions, and other livelihood related activities. They
will return once a week to the training facility for follow-up coaching, counseling, and business
development services. Elements of social and civic education will be woven into both phases of the
program through youth policy councils, alumni councils, social action teams, and individual coaching.
Also, basic psycho-social supports will be provided throughout the program through counseling, case
management, financial incentives, referrals to services, transportation, social activities, peer exchanges,
and other activities.
The first four-month phase of the program will directly engage young people in the planning and creation
of tangible community assets such as building wheelchair ramps on public buildings, upgrading and
weatherizing homes for vulnerable families, building or improving playgrounds and bike paths, planting
trees, restoring historical features, municipal landscaping, building low-cost, innovative solar lamps for
rural homes, and making other “green” improvements. In this way, the program teaches that the
development of the individual is tied to the development of the community. As described above,
participants will spend half of their time in the first four month phase in social action analyzing
community development processes, facilitating planning meetings, practicing basic skills for
employment, applying their classroom learning, interacting with municipal leaders, and demonstrating
their potential. All the participants will be provided with stipends that would be enough to cover their
basic expenditures during the project duration.
When choosing the participants, special attention will be paid to the social status of the participants,
ethnic diversity and gender balance. YouthBuild principles will be strictly followed: respectful
collaborative relationships between youth and adults; in a safe supportive learning environment;
mastering new skills, knowledge and behaviors for school, work, family, and civic engagement;
practicing leadership roles and actions; building tangible community assets in service to others in need;
and creating hope and opportunity for one’s future.
Apart from at least 60 direct beneficiaries, this activity will have impact on the entire population of this
region and it will shape the region’s economic development. Using the media, local and national,
websites, social networks, billboards, various mailing list and communication channels, etc. the plan is to
reach to several hundred thousand people living in Serbia.
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Activity 2.2.2 - Advanced Youth Leadership School
The Advanced Youth Cross-Cultural Political Leadership School is a 7-day school which provides
motivated and active individuals with skills and techniques to help them strengthen their leadership role
within local communities and political parties. The school will empower young leaders to become
effective human rights advocates in the political life of their communities.
UNDP, in cooperation with other UN partners, such as the UN Human Rights Adviser in Serbia
(OHCHR), civil society, will provide trainings for at least 50 young activists of different ethnic
backgrounds. Topics that will be covered through the training include: non violent communication,
peaceful conflict resolution and transformation, negotiations, teamwork, lobbying and advocacy, human
rights and non-discrimination frameworks, culturally and human rights sensitive budgeting and policy
development. Trainings will be delivered by certified trainers and prominent lecturers. Participants will
identify issues and policies that are negatively affecting local community and will propose actionable
recommendations to local authorities and institutions. One of the outcomes will be the establishment of a
regional network of young leaders that will serve as a platform for further promotion of interethnic
communication and cooperation.
Number of direct beneficiaries: at least 50 young activists from Sandzak, who will benefit from the
leadership school.
Indirect beneficiaries: members of the regional network.
Activity 2.2.3 - Develop community level and inter-municipal safety partnerships that engage local
authorities, public institutions and organizations, women’s groups, youth groups, ethnic minorities,
CSOs and the communities
With the recent upsurge of Web 2.0 technologies, innovation in development is increasingly coming from
outside of the “developed” world. Individuals and communities are collaborating at scale, speaking
directly to their governments en masse, as well as beyond them to the development community and the
international public sphere. The new technologies are also enabling the rapid circulation of ideas and
providing opportunities for social entrepreneurs to engage with much wider audiences.
Civil Society Organizations (CSOs) across the world are driving and being driven by this new model of
development; however, regional engagement with web 2.0 technologies varies. The identified lack of
Serbian CSO engagement in this area is regrettable. Anecdotal evidence suggests this is, in part, due to a
lack of understanding of the potential of web 2.0 technologies among CSOs, as well as the discrete nature
of professional networks within the country.
Based on experience in Armenia, Georgia and Bosnia, UNDP will provide a forum that unifies people,
ideas and digital tools to create innovative web-based solutions to social challenges. Ideas are accelerated
through the developmental process with software and an accompanying business model often produced
within 48 hours. The events build cross-sector networks of civil society activists, graphic designers, PR
specialists and web technology experts, as well as develop civil society’s capacity to utilise web 2.0
technologies.
The activity includes a two to three month preparation period where a call for ideas is launched and a
wide range of ideas related to community development are gathered. This is followed by a two-day event
where a group of experts is working with participants from the local community (including
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representatives of the local self-government, CSOs, private sector etc.) on articulating the ideas into
concrete project proposals. Following the event, the most promising projects receive financial support and
incubation for a year, and, based on their success, advice on donor mobilization. This process ensures the
sustainability of the projects as well as the networks formed during the event.
Output 3.1 Reduced threat of statelessness and improved access to services related to citizenship
rights and documentation.
Activity 3.1.1 – Tailored and specific activities for target community needs in accessing
documentation and citizenship rights
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Assessment Phase - To tailor activities to the specific and cultural needs of the target populations
Develop a “social matrix” of the Recycling centre members, their families and communities to
identify gaps in access to services.
Perform a SWOT analysis of services
Perform an assessment of health status and immunization with the targeted populations.
Perform an assessment of the health clinic in Blagovo for scoping of the rehabilitation needs.
Activity 3.1.2 - 100 persons in the target groups have obtained valid: identity documents; working
booklets; medical cards and 100 persons have access to preschool, school and adult literacy classes
Supporting the Citizens Advisory Services Offices in their work related to accessing services for
marginalized population and engage them to work with the “social matrix”. Includes monies for
documents
Liaison with the target population, registration offices, City department of Social Protection and the
Ministry of Internal Affairs, municipal health insurance fund office, City department for Health, primary
health services and municipal health sector, City department on Education and the Ministry of Education,
social protection and employment departments in the Ministries, municipalities, City secretariats, the
National Employment Service to raise awareness of the issues relating to obtaining identity cards medical
booklets, working booklets and to identify mechanisms that can support the improvement of access to the
project target groups. Continuing communication and advocacy with Ministry of Health and Health
Insurance Fund regarding access to healthcare for vulnerable or marginalised populations in general.
Registration - Providing support to people from the targeted groups in obtaining valid identity cards
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Liaison with related authorities in Kosovo (Under UN security resolution 1244, 1999) to address
issues in relation to persons geographically relocated from there.
Providing advocacy, legal and financial support during the process of inclusion and information
to the unregistered on their rights and obligations as citizens
Organizing and delivering meetings/workshops for target populations, local governance and
services offices to provide information on citizenships and minority rights related to personal
identification/registration
Health-Providing support to the targeted groups in obtaining valid medical cards and access to services
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Support the education to Primary school level for potential candidates for the position of the
MOH backed Roma Medical Mediator programme.
Reestablish the health clinic in Blagovo through infrastructure and building development and
equipping. The Municipal health services will fund the appointment of relevant staff.
Organizing and delivering meetings/workshops for target populations, local governmental
institutions and services offices aimed at providing health promotion and information on
citizenships and minority rights related to: general information on rights; and access to medical
cards; general health and cultural sensitivities and perceptions. (UNOHCHR/WHO))
Performing an assessment of the situation relating to nutrition intake and conduction of
educational seminars with the target populations and Primary Health Care Centre staff to raise
awareness of nutrition and the impacts of malnutrition. (1 training is planned)
Performing an assessment on the physical growth within the target population and conduction of
educational seminars on growth monitoring with local health structures. (1 training is planned)
Employment and Social protection -Providing support to people from the targeted groups in obtaining
valid working booklets and access to social protection
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Working with institutions, service offices and related governmental bodies to implement 6
meetings to provide instruction and support application for work booklets to increase awareness
of vulnerable population rights, cultural sensitivity and access to social protection services
Activity 3.1.3 – Target population and health care workers have greater awareness of the rights of
vulnerable populations and reproductive health
Health - Providing support to people from the health profession and CSO/NGO groups build capacity on
these topics
Raising awareness of HIV/AIDS, reproductive health and human, citizen and minority rights through:
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Supporting of implementation of the accredited reproductive health curriculum for health care
workers in primary and secondary centers in and around Novi Pazar
Trainings for local health care practitioners to work with youth at higher risk in the area of
HIV/AIDS and other STIs
Trainings for NGO who already work with IDPs, to understand specific needs related to
reproductive health of IDPs in order to increase access to services of this population
Raising the awareness of HIV/AIDS, reproductive health, HIV/AIDS and human, citizen and
minority rights through supporting the performance of six shows from an established Roma/nonRoma theatre production and six formal seminars/ workshops on these subjects – 2 shows for the
members of the cooperative and 4 shows for the youth form High schools in Sandzak – Novi
Pazar.
Each show should have 20 – 30 (max 60) attendees from the target population (members of the
cooperative and their families and youth from High schools in Sandzak – Novi Pazar) and
seminars/workshops should have around 20 attendees from the target group.
Plays intend to also display a cultural synergy between Roma and non-Roma artists and while
teaching some important health-related topics, they also create a two-way channel connecting
both sides. This is important because integration does not happen if both Roma and non-Roma
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parts of the community are not connected. Through play the problems of the Roma also become
something shared by the community and vice versa.
Each play lasts for 45 minutes
The training workshops, go deeper into the elements of the topic.
Workshops will be delivered interactively, by the experts from these fields and will deliver a
content that will provide relevant information on reproductive health (particularly Family
Planning and adjacent issues), HIV and AIDS and connections between health and human and
minority rights to target populations
Raising the awareness of HIV/AIDS, reproductive health and human, citizen and minority rights
through supporting the performance of six shows from an established successful Roma theatre
production and six formal seminars/ workshops on these subjects (UNFPA/ UNDP/ UNAIDS)
Provision of laboratory materials for STD and pap screening. The municipal health services will
cover all other related costs (UNFPA/ UNDP/ UNAIDS)
Annex 6 (Letters of Support)
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