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Description
The IKS association needs this support to secure the necessary funds to continue the implementation of activities that contribute to the democratization of society, to empower and increase the involvement of citizens in the work of the IKS and other CSOs in the human rights area in the County of Sisak-Moslavina, for field work, strengthening partnerships and strategic sustainability through multiplying work in the region. Solving problems, needs and challenges includes prevention of emigration of residents, especially young people. For this reason, we are working on the engagement of a larger number of young people in the work of the association and conducting various activities on the ground together with associations that gather young people in the earthquake-affected area.
The majority of our work outside the projects as stated in the Strategig Plan, we maintain with our own funds through the volunteer engagement of employees, members and supporters in the community. These activities are necessary for our long-term sustainability, not only as an organization, but as an infrastructure for active citizenship and democratization of communities. Institutional support is primarily important for the maintenance of quality resources, motivation, more effective and faster action in the strategic direction and greater impact of the association''s work in the community, which affects the improvement of the quality of life of citizens (vulnerable groups, victims of human righs violations, refugees etc).
Summary of project results
Udruga IKS, based in Petrinja and actively operating across the regional area, collaborates with partners throughout Croatia, Europe, and globally. Petrinja and the Sisak-Moslavina County (SMŽ) face numerous challenges caused by the devastating earthquake at the end of 2020, which continues to impact daily life more than a year later. Locally, the community struggles to meet basic human needs, with many residents still living in container settlements. Civil society organizations lack adequate spaces for operation, and many businesses have closed or operate in small, inadequate facilities. Essential services once available in the community, including health, education, and legal services, now require citizens to travel to other cities. Cultural and social activities are nearly non-existent, especially in winter due to the lack of appropriate spaces.
Regionally, SMŽ remains one of the counties with the highest unemployment rates, a significant outflow of young people, and an aging population. Nationally, civil society organizations face similar challenges, providing essential support to vulnerable individuals and groups without stable, continuous funding. These organizations are often unrecognized by local and regional authorities and are severely impacted when government budgets are cut, with administrative burdens increasing while high expectations for results remain.
Our strategic plan aims to address local and regional challenges directly, while advocating for necessary changes at the national level. We also plan to build partnerships with stakeholders across sectors.
The strategic plan of Udruga IKS focuses primarily on responding to the needs of the community and the organization itself. Through the projects and activities outlined in the plan, we will provide necessary services and spaces for public participation, support civil society partners, and foster collaboration with both public and private sectors. The plan will also help strengthen and develop the organization''s capacities, enabling us to better meet the community’s needs.
For the first time, the organization had the opportunity to conduct a team-building event and strategic planning at an isolated location, which proved to be extremely valuable and beneficial for all team members. This experience was especially important given the post-earthquake conditions in our community. The time spent outside of these challenging conditions, in an informal setting, contributed to strengthening individuals and deepening the bonds between IKS team members. It also had a positive impact on our mental health and, most importantly, allowed us to approach the development of the organization''s strategic plan with a fresh perspective.
Organizational support ensured the retention of existing employees and volunteers. Necessary investments were made in maintaining equipment, especially the modular container facility used as a public space. Various improvements were made to ensure the space is usable even during extreme weather conditions, including insulation of the roof, installation of heating and cooling systems, protective awnings, canopies, and drainage systems.
A network server was set up, providing all employees with access to documentation in one centralized location. Video surveillance was installed across the entire premises, including the Community Cultural Center (DKC), office space, and equipment storage areas.
The organization managed to retain three official vehicles, which are crucial for conducting POP UP activities and direct work with beneficiaries in the field. Regular maintenance, servicing, seasonal tire changes, technical inspections, registrations, and mandatory insurance (including KASKO) for the vehicles, as well as insurance for the premises, employees, and volunteers, were also ensured.
In 2023, the organization underwent two financial audits—one for the ACF (Active Civil Society) program and another for UNICEF. These audits served as confirmation that the organization operates legally, transparently, and in a timely manner. They also provided an opportunity to address uncertainties related to the provisions of the Nonprofit Accounting Regulations, which can sometimes be unclear in practice.
Additionally, more time and resources were dedicated to economic activities, allowing the organization to secure "independent" funding. This funding is used to cover costs not eligible under other projects and to support activities addressing specific community needs not funded through other sources.
At the beginning of the organizational support phase, the IKS Association was engaged in the implementation and completion of several lead and partner ESF projects, which significantly drained our team, particularly due to the large volume of administrative demands from PT2 (National Foundation for Civil Society Development - NZRCD) and the new protocol on "conditionally eligible costs." This resulted in delayed payments for expended funds, with some projects experiencing a waiting period of over a year for reimbursement. At one point, this situation threatened the financial liquidity of the organization, as considerable sums had been spent on all project activities but reimbursement was delayed.
Moreover, post-earthquake conditions, lack of a permanent office space, and the necessity to adapt to available resources forced us to operate from several locations, further complicating our work. Due to these circumstances, we were effectively working in chaotic conditions, which led to burnout among both employees and volunteers.
Organizational support enabled us to focus on internal reorganization, with a new division of tasks and responsibilities. We developed strategic documents, policies, and regulations that will simplify our work moving forward. Additionally, we had the opportunity to prepare project proposals in a less pressured environment, as preparing proposals alongside other contractual obligations usually took place during weekends or holidays due to the constant need to secure funding for the organization and its activities.
Despite the challenges, the organizational support provided time during working hours to foster partnerships and develop project ideas, which ultimately improved the quality of our work and project proposals. One notable example is a new partnership with UNICEF Croatia, through which we conducted the UPSHIFT program for youth in Sisak-Moslavina County (SMŽ) from November 2023 to March 2024, engaging 100 young people from the region across 21 teams.
During this period, the visibility of the organization and the services we provide significantly increased, as we were finally able to focus on promotional activities that had always suffered from a lack of resources. Thanks to the successful implementation of the UPSHIFT program, a further partnership with UNICEF Croatia has been established and is currently under negotiation. This partnership is expected to begin in September 2024 and run until mid-2026.
Strategic Guideline 1: Community Development and Democratization of SocietyGoal: Build infrastructure as a space for community, solidarity, and civic initiatives, while establishing a system of sustainable activism.
The development of Strategic Guideline 1 is a long-term goal for the organization, centered around the Community {R}evolution project. This project involves the comprehensive renovation of a building previously used by Udruga IKS. Thanks to previous efforts, the building has been added to the list of 32 public-use buildings in the historic center of Petrinja, which will be among the first to undergo renovation as cultural heritage sites. Emergency conservation and restoration measures have been completed, including research activities and a tender process for selecting contractors for the project documentation. The tender was canceled, and a new one is currently underway. Udruga IKS continues to play a watchdog role in the renovation process, regularly communicating with the City of Petrinja’s local government, the SMŽ Department for Social Activities, and the Sisak Conservation Department.
Udruga IKS also continues its work in a modular space consisting of six containers that make up the Social Cultural Center and three containers for office space. Pop-up activities across the SMŽ region are conducted to ensure the provision of informational, educational, and recreational services to improve the quality of life for the community. These activities are now recognized and well-attended, with plans to expand and refine these offerings through the POP UP DKC 2.0 initiative. We are focusing on reaching a broader range of targeted groups, including residents aged 30-60, with a variety of social and cultural programs.
Advocacy has become a key part of our work, particularly in the aftermath of the earthquake. Current efforts include lobbying for the needs and desires of youth, specifically in the creation of a Youth Program for the City of Petrinja as part of the Erasmus+ KA154 project "Rebuild youth: Building the foundations of tomorrow."
Strategic Guideline 2: Organizational Capacity Development
In the period from March to mid-July 2023, Udruga IKS focused on preparing for a major event to celebrate its 20th anniversary. The preparation involved active communication with the community through social media, mailing lists, and collaboration with employees, volunteers, supporters, partners, and collaborators to maximize visibility and include as many members of the community as possible. This heightened engagement demonstrated the importance of our active membership in organizing and promoting the event.
From July 2023 to March 2024, Udruga IKS expanded its honorary membership, adding six new active members who contributed to the organization''s development. The anniversary event attracted new members, enhancing the visibility of the new Social Cultural Center Petrinja as a unique space for all citizens. Some participants volunteered during the event and continue to contribute to subsequent activities.
The 20th-anniversary celebration also provided an opportunity to invite representatives from donor organizations, local government, and partners from across Croatia to experience firsthand the impact of our work. The event was supported by the City of Petrinja, Sisak-Moslavina County, National Foundation for Civil Society Development, and many other partners.
New initiatives, such as poetry workshops with Monika Herceg, Baby Handling, and Tekken tournaments organized by youth, emerged from informal networking during the anniversary event. These new activities contribute to the ongoing development and engagement of the local community.