For the last year and a half, Platform for Lazareti and Youth Center in Dubrovnik were working on establishing community centers based on the civil-public partnership. At the same time, they were working on bettering the communication and collaboration between the NGOs, but also with the representatives of the City of Dubrovnik. For now, both of the cases are successful examples, and a part of it is due to the knowledge they've received during the „Active NGOs“ project and collaboration with the URBACT lead and ad-hoc experts. GjinoSutic and Anja Markovic, a small but important fraction of the Youth Center are giving us their insight about the process and new developments in the case of the Youth Center as well as their unique approach to governance models.
In a slightly smaller form and in smaller space, Youth Center Dubrovnik has been active since 2017. However, at the end of 2019, they've moved to new and bigger headquarters. With the new space and several new partners, they've started to transform into a civil-public collaboration platform for developng and providing programs for youth. They currently consist of seven NGOs. Being faced with new space and new partners, they've taken on a unique approach in building organizational culture and governance, actively including the representatives of the City of Dubrovnik in the process.
Petra: What were the main goals of the new governance protocol you've developed and established in the Youth Center?
Anja: The main goal was to establish a protocol that will guarantee quality service delivery and collaboration when it comes to both members and space. We also wanted to develop a culture of ownership and including young people. And I must emphasize, in a very just way meaning that everyone is included but also active and transparent. So, the organizational structure of the Center was supposed to be a mirror of our core values. We are very keen on establishing this culture of stewardship in a sense of „own it, it's yours“. That we are more youth center than a center for youth and that besides the youth workers, more young people are present and active in decision-making. We didn't want a hierarchical structure meaning one leader and that's it, but horizontal structure consisted of working groups meeting at least once in a week, for example, Monday morning of Friday afternoon. Working group or a council has at least three members and one of them is the coordinator of the group in charge of organizing the meeting and its schedule. The representatives of the City of Dubrovnik are included in the working groups, but not all of them, just the ones that are important for the public-civil partnership to work. This theoretical model is now being tested in everyday life and modified as we go.
Gjino: It is really hard to summarise it! We are a platform consisted of different NGOs and different views, visions, missions when it comes to civil society in general, and the Youth Center. But what we definitely agreed on is that the whole concept of the Youth Center should reside on absolute equality. But at the same time, we knew that organizational anarchy does not work! And we really do have an aversion towards the hierarchy! At the time, I was really into analyzing business organizational models so I've discovered this organic model which is at the same time horizontal and constantly changing. In order to accomplish so, it needs to have consisted of working groups. So we decided to go with that. Decentralized form and work in smaller groups with adequate communication ensures sustainability even if the individuals fail. And that is the main difference between the organic approach and hierarchial approach where if one piece fails, everything fails.
Petra: What are the main benefits of such regulations and protocols for the Youth Center?
Anja: My opinion is that the protocols are the same as laws and degree of civility in society if these protocols are perceived as a product of work by all involved in the process and if it is somehow confirmed by both parties (City and NGOs) and they feel they had the right to participate, they see value in them, then it is to be expected that they will abide by these rules. If the protocols are adopted through questioning and defining, the involved and civil society organizations and representatives of the City of Dubrovnik will perceive it as their product. It establishes the foundation of the motivation that we really respect that because we brought it in and we think it serves that purpose. I would say that these added values are definitely present, precisely in the fact that through sitting together at the same table and defining some things we started to get to know each other, look at where we overlap, where we do not touch, practice how to communicate so that everyone has the opportunity to communicate, for everyone to take a stand. It is something that was not in itself possible before, not only was it not possible but no one thought about it. This is something we had a chance of doing during the “Active NGOs” project by not only knowledge transfer from other partners, but also through meetings and especially through the strategic planning workshop that was organized through the project.
Gjino: One of the biggest issues in not only Dubrovnik but Croatia as well when it comes to public-civil partnership is that the local administration is usually the passive party which only finances – they give you the money and then you need to justify your costs by tons of paperwork. There is no active participation and at the same time, there is no real validation of the civil society and its work. The model we've created and the process we've led aimed at making the local administration, in this case, the representatives of the City of Dubrovnik, as an active participant as possible. We are all equal, being civil or public sector. The model also helped us during the COVID-19 lockdown because it gave us a structure through which we could work and some sense in the chaos.
Petra: Have you encountered some problems during the process?
Anja: The COVID-19 lockdown has definitely stopped us in testing the full model, but we worked on it with having more meetings and discussions. At the same time, we've encountered financial problems and budget cuts from the public authorities. But we've continued volunteering during that time. We are now slowly getting back to the right track and it is working okay.
Gjino: I would say that despite the theoretical model being elaborated and slowly being put to test, we still have a very strong need for mediation even though we've said no to hierarchy. But I think with time, other members will realize that they have the right to fully participate, lead and decide, as well as the obligations. It just takes time to get accustomed to it.
Petra: When talking about communication with the City of Dubrovnik during the period of establishing the governance model, how did it go?
Anja: At first, it was just like – „you make an agreement between yourselves and tell us the requirements“. But we insisted on regular meetings with at least one representative of the City of Dubrovnik. This gave us a good start in making them an active participant.
Gjino: In the beginning, they gave us a free hand at the beginning and it was up to us to agree on whatever we wanted and to inform them. They definitely expected us to come up with some hierarchy, to create an organization with someone in charge to lead and collaborate with them, so this model was a very big surprise to them. At the same time, when we would invite them to meetings, they would come. And they started to listen to us more. As I reflect on our meetings now, I can see that they are much more active in every segment of the organizational development and are giving feedback on it. This opportunity that we are all heard, not only some individual representative is something entirely new when it comes to communicating with the public sector. We are heading in the right direction and I hope it will continue.
Petra Marčinko,
ULG coordinator
