More information
Description
The Croatian Youth Network (CYN) is an umbrella youth organisation in Croatia and, as such, a member of the European Youth Forum. Currently, CYN counts 77 member organisations, either in candidate or full membership. The organisation is managed by a five-member Managing Board. Operationally, the work of the CYN is managed by the Secretary-General, who manages the operational team. CYN currently employs eight people and two more people are planned to be recruited.
The CYN is funded by projects and dominantly from foreign sources (EACEA, Erasmus+, and ESF), with the most nationally funded development cooperation in the field of the Knowledge Centre for Social Development at the National Foundation for Civil Society Development. Other sources of financing are economic activity and donations from individuals and organisations.
The context of CYN’s actions is decisively determined by the premature position of young people in Croatian society, as demonstrated by the lack of a national youth program and the overall socio-economic situation of young people for five years.
Another dimension of the problem is the lack of recognition of youth work as a profession and poor infrastructure for youth work. Given the problems encountered by CYN and its member organisations, and in line with its mission and vision, CYN will focus in the next three-year period on: (i) advocacy for social rights and democratic inclusion of young people in decision-making processes; (ii) the development of methods and institutional framework of youth work; (iii) developing a database of active young people and encouraging their (self-)organisation; (iv) own organisational development and empowerment of membership.
The funding needed to achieve the strategic objectives will be provided by MMH from the same sources as before, expanding the scope of the projects by applying more in partnership with member organisations.
Summary of project results
The operational context for the Croatian Youth Network (Mreža mladih Hrvatske - MMH) is marked by the absence of a national youth policy for five years and the generally poor socio-economic position of young people. The primary target groups include youth organizations, young people in Croatia, and professionals working with youth. Secondary groups involve other civil society organizations (CSOs), decision-makers, and international organizations.
MMH identifies the needs of its primary target groups through continuous data collection, project implementation, and structured communication. This includes quantitative and qualitative surveys, such as those conducted during the implementation of DEUM.
Strategic Contributions and Goals
Visibility and Inclusion (SC 1): MMH’s activities highlight the socio-economic challenges facing young people and advocate for their inclusion in decision-making processes, countering current exclusionary practices.
Professionalization and Empowerment (SC 2): Efforts focus on enhancing the professionalization of youth work, ensuring young people have access to information, opportunities to engage in democratic processes, and avenues to develop additional skills.
Capacity Building and Advocacy (SC 3): MMH strengthens the capacity of young people and youth organizations for active citizenship, autonomous interest articulation, and effective advocacy.
Support Structure (SC 4): MMH aims to serve as an efficient and timely support structure, particularly for disadvantaged youth, ensuring their needs are addressed on the ground.
Expected Outcomes
Through the strategic alignment of goals and activities, MMH aims to amplify the voice of young people in Croatian society. By the end of this three-year period, MMH envisions:
- Enhanced satisfaction of youth needs for participation in society and personal development beyond formal education.
- Recognition of youth and youth organizations as social partners in decision-making processes affecting them.
This integrated approach ensures a holistic contribution to the mission of building a strong and impactful youth voice in Croatia.
The organization made significant strides in advancing youth policies in Croatia through institutional advocacy, youth engagement, and support for member organizations. Key activities included contributing to the development of the National Program for Youth (NPM), advocating for the reduction of the voting age to 16, and hosting events such as public discussions and a roundtable on youth poverty and inclusion.
The organization’s influence on the NPM was substantial, with over 80% of all feedback on the consultation coming from internal working groups and member submissions. In collaboration with GONG, a constitutional amendment campaign for lowering the voting age to 16 is planned for autumn 2024, ahead of the European Parliament elections. The network also published critical documents, including the "Analysis of Youth Involvement in Decision-Making" and research on youth participation across Europe, influencing political party programs and demands.
On the issue of youth poverty, the organization hosted a highly successful event in Split, bringing together local and national perspectives on the socio-economic challenges faced by youth. This engagement highlighted key demands such as affordable housing and quality employment. These issues were also integrated into the political discourse through the analysis of electoral candidates and party programs.
The organization also played a critical role in advocating for the establishment of new-generation youth centers, including an ongoing project for a Zagreb Youth Center. International collaborations with youth organizations from Southeast Europe and the EU further enriched the network''s advocacy efforts and led to new initiatives, including a study visit to Serbia and hosting youth organizations from the Western Balkans.
The network’s work continues to empower youth organizations, foster regional collaboration, and advocate for better youth policies in Croatia and beyond. By strengthening member capacities and expanding cross-sector partnerships, the organization remains committed to improving the lives and prospects of young people in the region.
The Network facilitated collaborative research between the academic community and youth work practitioners, which led to the establishment of a Specialized Working Group for Monitoring the Implementation of Strategic Documents in the Youth Sector. A key focus of this group is the Bonski Process, recognized for its importance by practitioners during the research phase. The Network also submitted two international project applications related to youth work—one as a lead organization and the other as a partner. Notably, the project led by the Network aims to build a specific sector for youth work in Croatia, where, unlike in many European countries, youth work is not formally recognized as a profession or institutionalized through defined criteria or practices.
Through the research and initiatives in this area, the Network mapped key stakeholders, including institutional bodies (such as the Agency for Mobility and EU Programs, the Institute for Social Research in Zagreb, and the University of Rijeka’s Faculty of Philosophy), sectoral organizations (youth associations), and individual youth workers. This comprehensive base will be connected through the project, with the goal of establishing a national "Association of Youth Workers," inspired by the example of Serbia’s National Association of Youth Work Practitioners. The Network believes that, due to the inertia of decision-makers, the system’s development must be driven from the grassroots level, as no formal steps have been taken by authorities to recognize or regulate youth work in Croatia despite European recommendations. In December 2023, the Network ran a short social media campaign to raise awareness about the Bonski Process and youth work.
Communication Procedure and Network Newsletter Development
The Network successfully established a communication procedure among its members, continuing to develop and expand its newsletter. The newsletter now includes more information from members and is publicly available on the Network’s website. The Network also participated in several events organized by its members, including those hosted by Lag Vallis Colapis, Zelena Akcija, Mladi u EU, DKolektiv, Cinaz, Hrvatsko debatno društvo, UMI Volja, and Krugovi.
While the Network does not have the ability to track the reach of the newsletter, it currently has over 170 email addresses on its mailing list. Since the newsletter is mostly sent as a PDF, it is difficult to track how many organizations have downloaded it. To increase its reach, the Network has also posted the newsletter on its website, following member recommendations. What can be measured is the increasing engagement of members, with 21 out of 77 members contributing to the last two newsletters, compared to just three members contributing to the first edition. This demonstrates significant progress in member participation. Both during the previous and current Assemblies, members have praised the concept of the newsletter for its effectiveness in fostering communication and sharing valuable information.
4Organizational Reorganization and Team Development
Despite continued instability and changes within the team, the organization successfully maintained the quality of its work. The process of individual self-assessment for employees and annual team evaluations continued, ensuring continuous improvement. Most members of the operational team participated in various forms of training or professional development, which led to promotions for two staff members, Tuškan and Bušić. A new Strategic Plan is in development, with a focus on establishing a new program structure and systematizing job roles. The goal is to have both a new Strategic Plan and an organizational structure in place by January 1, 2025, to ensure better monitoring and implementation. Mirela Pašić was selected as the facilitator for this process and has already conducted two workshops in 2024 (March 27 and June 6). Online work and a final workshop on October 21, 2024, are planned. The new Strategic Plan and proposed organizational structure will be presented to members for approval at the winter online Assembly in December 2024, with two webinars hosted by the Board and Secretary-General beforehand to introduce the documents.
Reactivation of the Trainer Base – platFORMAT
The Network successfully reactivated its trainer platform, platFORMAT, during this period. The pricing structure was revised, but without significant increases for members, and with clearer distinctions made between different forms of engagement (e.g., the price difference between a 90-minute lecture and a 2 to 4-hour workshop). The Network updated the list of available trainings and workshops on its website and informed members about platFORMAT during live events, including the 2023 and 2024 Assemblies and 2023 networking events. This reactivation aims to enhance the network''s educational offerings and better support member organizations in youth work.
Consistent Brand Communication and Media Engagement
The Network focused on strengthening its brand identity and communication. It increased its media presence and communicated its key messages more coherently and frequently, focusing on the prevention of youth tokenization, the challenges of housing and poverty, and the importance of youth political participation. The visual identity (colors, fonts, and designs) was integrated into the Network''s CANVA account, making it easily accessible to all team members, which improved consistency in the visuals shared on social media. The Network continued to distribute newsletters via its mailing list and website, and the Board decided to create promotional materials for both the workers'' collective and members, including badges, pins, and stickers. These materials were ordered and are expected to be delivered in June.
Through these activities, the Network has not only improved internal operations and capacity but also enhanced its external visibility and engagement, helping to promote and support youth advocacy and policy development.
The delay in adopting the National Youth Program (NPM) unexpectedly opened up space for the Network to intensify its advocacy efforts. This situation primarily manifested in media appearances aimed at raising awareness about the lack of the NPM and exerting pressure on the State Office for Demography and Youth (SDUDM). However, the absence of the NPM also meant that the Network was unable to engage in its planned monitoring of its implementation.
An unforeseen challenge arose in the form of an attack on the Network through the Youth Councils Act, which presented another unexpected opportunity for advocacy. This allowed the Network to reposition itself as a relevant actor in youth policy discussions. The impact was evident through a significant number of media appearances, which not only focused on the issues the Network raised but also led to direct calls from journalists seeking commentary on various topics.
Regarding publications on youth centers and the Bonski process, while these were expected as part of the Strategic Plan, the response exceeded expectations. The interest from various stakeholders, particularly cities and youth organizations, in receiving physical copies of the publication on youth centers was surprisingly high. This demand resulted in securing funds for a reprint of the publication after all 100 copies were distributed to interested parties.
In the context of the pre-election campaign and the Network''s demands, the expected result was that fewer political parties would respond to requests for meetings. However, the response was even lower than anticipated, with only two parties—SDP and Možemo—agreeing to meet. The governing majority, unsurprisingly, did not reach out for a meeting, given the Network''s public criticism of the Youth Councils Act process. The Network had hoped that center-right and right-wing parties would recognize its role, but their representatives participated in public debates organized by the Network and other organizations, indicating that the Network was not entirely ignored. This suggests that the Network must continue positioning itself as a widely relevant organization.
A notable shift during this period was the increased involvement of the membership. The Network was invited to more events, saw more members participating in networking activities, and had greater participation in the Assemblies. Additionally, the level of engagement in the creation of the newsletter was higher, and a record number of candidates applied for the position of president in the Board. This increased involvement was not a coincidence but the result of strategic work to enhance the Network''s operations compared to previous periods. A key factor was the redistribution of responsibilities within the Board, with Boris Lekić taking on the role of contact person for members. This, coupled with a more active presence in the media and through the mailing list, helped foster stronger engagement from the members.
Another unexpected result was the recognition of the Network as a potential employer. Each job advertisement posted by the Network received a high number of applications, with as many as 36 applicants responding to the most recent ad (February 2024). Notably, the applications included highly qualified individuals, many of whom were overqualified for the positions, highlighting the Network''s growing reputation as an attractive organization to work for.
In conclusion, while some outcomes were anticipated, several unexpected results—particularly in terms of media engagement, membership activation, and organizational recognition—demonstrated the Network’s increasing influence and relevance in youth advocacy and policy discussions.