Mission
MCIC is a civic society organization which believes in peace, harmony and pros-
perity of Macedonia and the Balkans, based on the universal principles of a civic
society and participatory democracy, good governance, even social and economi-
cal development, interdependency and cultural diversity.
The goal of MCIC is to encourage and lead the changes in dealing with social
challenges using innovations and establishing alternative models, and including
them in the main flow.
For the implementation of its goals and tasks, MCIC mobilizes and organizes hu-
man resources, financial and material assets, both in the country and abroad.

Goals and methods

Long-term goals of MCIC are:
> An even and sustainable economic development leading to a social cohesion
and to a decrease of poverty through rural and regional development, employ-
ment, entrepreneurship, education and access to public services;
> A diversified and deep-rooted civic society that promotes involvement of a
number of interest groups that affect the main streams of social life;
> A righteous and democratic society based on the principles of good govern-
ance, a decentralized system of management and a high degree of trust;
> An accepted cultural diversity, interdependence and dialogue reflected in
every segment of public life;
> Established partnerships for the development and a strengthened social capi-
tal.

MCIC implements its activities through:

> Representation;
> Development of capacities;
> Networking and partnership;
> Co-financing;
> Information – public relations.


Foreword
Dear all,

With this brochure we are presenting you the arguments for choosing MCIC as the
partner in your professional development and the capacity building of your
organization. With it we would like to introduce our training and consultation
program that has been developed through the 13 years of experience in coop-
eration with eminent international consulting companies.
More than 4,600 participants in our trainings and their organizations already feel
the benefits of the improved managing skills, the designed systems and proce-
dures, the developed monitoring practices, the improved project and strategic
planning, as well as of the acquired facilitation, presentation and other skills.
We are offering you a list of 24 fully developed training programs. In addition, our
team of expert and experienced consultants is ready to prepare and carry out
programs specifically designed for your needs.
The aim of the MCIC training programs is to develop the skills and competencies of
all those who believe that after completing the formal education people should
continue to educate themselves and advance in their careers by studying along
the lines of the best internationally acknowledged methodologies and the most
successful local practices.
Our trainings, besides being designed to develop the individual skills of the
participants, are also effectively applied at the organizational level providing
organizational development and changes.

Suncica Sazdovska
Head of the Department for
Civic Society and Democracy
Table of
contents
MCIC TRAININGS ……………………………………………………………………….. 6
APPROACH AND METHODOLOGY…………………………………………………… 6
Products and services ……………………………………………………………………… 8
Areas of expertise ……………………………………………………………………….. 8
Consulting services ……………………………………………………………………….. 9
GENERAL INFORMATION ON THE TRAININGS ………………………………….. 10
Training and accommodation charges …………………………………………………….. 10
Registration and payment …………………………………………………………………. 10
COURSE GUIDE …………………………………………………………………….. 11
PROJECT CYCLE AND PORTFOLIO MANAGEMENT …………………………… 13
Integrated project cycle management …………………………………………. 14
Indicators (PCM/Indicators) ……………………………………………………………. 15
Monitoring and evaluation ………………………………………………………………. 16
Program management ………………………………………………………………….. 17
18
RELATIONS WITH THE PLAYERS (INSTITUTIONAL DEVELOPMENT) ………….
Public relations ………………………………………………………………………….. 20
Networking and partnership ……………………………………………………………….. 21
Communication skills ……………………………………………………………………. 22
Inter-cultural study ………………………………………………………………………. 23
Conflict resolution ……………………………………………………………………. 24
Negotiation ………………………………………………………………………………. 25
ORGANIZATIONAL STRENGTHENING …………………………………………….. 26
Strategic planning ……………………………………………………………………… 28
Good governance/management ………………………………………………………….. 29
Teams and team work …………………………………………………………………….. 30
SYSTEMS AND PROCEDURES ……………………………………………………….. 31
Financial management ………………………………………………………………….. 33
Office and administrative management ……………………………………….. 34
RESOURCES ……………………………………………………………………………. 35
37
Mobilization of resources/Financial sustainability …………………………………..
Human resources management ……………………………………………………………. 38
PRODUCTS/RESULTS ………………………………………………………………… 39
Training for trainers ………………………………………………………………………. 41
Representing and lobbying ……………………………………………………………….. 42
Facilitation skills …………………………………………………………………. 43
Presentation skills ……………………………………………………………………. 44
GUIDANCE/MANAGEMENT ………………………………………………………….. 45
Organizational management ……………………………………………………………… 47
Advanced management …………………………………………………………………. 48
CONCEPT TRAININGS ………………………………………………………………… 49
Gender relations …………………………………………………………………………. 51
TRAINERS ……………………………………………………………………………… 52
53


MCIC TRAININGS
Since its establishment in 1993, MCIC is recognized as an organization that carries out
trainings and provides consulting services. This instrument is used by MCIC not only for
building the capacities of civic society organizations, but also for building the capaci-
ties of the local self-government units, state institutions, enterprises, schools and others
that need it. The capacity building component is an important part of the MCIC program
portfolio.
Within its capacity building activities, MCIC has already realized 266 trainings which includ-
ed more than 4,600 participants. Some of the topics include the following: Project Cycle
Management, Organizational Management, Institutional Development and Organizational
Strengthening, Strategic Planning, Program/Project Management, Human Resources Man-
agement, Administrative and Archive Operation, Financial Management, Public Relations,
Communication Skills, Facilitation and Presentation Skills, Training for Trainers, Gender
and Development, Inter-Cultural Study, etc.
Within the capacity building activities, MCIC has also established cooperation with inter-
national consulting companies including the following: Management for Development
Foundations – the Netherlands, International NGO Training and Research Centre – Intrac
– Great Britain, COWI – Denmark, World Alliance for Citizen Participation – CIVICUS–USA,
European Centre for Non-Profit Law – Hungary, etc. MCIC also cooperates with local
consulting firms (Centre for Human Relations, and others), as well as other independent
consultants and trainers

APPROACH AND METHODOLOGY

MCIC trainings can be carried out as standard courses, tailor-made courses, facilitation or
workshops. As regards the consulting services, MCIC is active in almost every stage of the
project cycle: identification, formulation, implementation, monitoring and evaluation of
the development activities.
In its trainings and consultations as regards adults, MCIC applies a scientifically proved
approach called the learning cycle. This approach is based on participatory learning and
is focused on the exchange of experiences and their practical application. The learn-
ing cycle as regards adults involves directing and participating, it is based on learning
through experiencing and provides feedback. At the same time it ensures acknowledge-
ment of the participant, provides a safe environment and is carried out in a pleasant
working environment.
The suggested approach has been developed in cooperation with eminent international
consulting companies and has been proved through the 13 years of MCIC experience in
capacity building, providing trainings and consulting services.
 

ИСКУСУВАЊЕ
на
Гледање/изведување
некоја активност

ПРОЦЕС И РАЊЕ
Рефлектирање
ПРИМЕНУВАЊЕ
на новодонесените анализирање /
Употребување
заклучоци

Picture 1.
ГЕНЕРАЛИЗИРАЊЕ Diagram of the
Апстрахирање од искуство
learning cycle as
реалниот живот во
regards adults

This approach offers four levels on which learning occurs:

• acquiring knowledge (the participants shall have knowledge of appropriate
concepts)
• acquiring skills (the participants shall be able to do/realize the corresponding tasks)
• acquiring/changing attitudes (the participants shall support/believe in the cor
responding approaches)
• acquiring/changing behaviour (the participants shall apply the acquired
knowledge, skills and attitudes in their work)
The methods and techniques that are used in the trainings (presentation, brain-storm-
ing, group work, case study, games, discussions and dramatization) are interactive
and stimulate communication and sharing experiences between the participants and
trainers, as well as between the trainers themselves.
Using abundance of visual and supplemental aids, including an overhead projector,
Power Point presentations and animations, is an important characteristic of the MCIC
trainings.
For each of the trainings, the participants are given corresponding teaching materials as a
support for the studying, as well as a support for the everyday implementation. These ma-
terials include theoretical concepts that are a part of the training, case studies and prac-
tical examples. The teaching materials are available in Macedonian and English language.
Regarding the materials that are given to the participants, MCIC has the right to use.


In order to provide an effective and active training of participants, MCIC prefers train-
ing in smaller groups and limits the number of participants to a maximum of 20 par-
ticipants in one group with two trainers (10 participants per trainer). The training is
usually organized in a time-span of minimum 2 days and up to a maximum of 5 days,
in 90 minutes sessions and lunch breaks and/or coffee breaks between the sessions.
MCIC realizes the trainings in a pleasant working environment that allows working in
plenary sessions and working in smaller groups.
MCIC regularly implements measures in order to ensure the high quality of its train-
ings which, in addition to the standardized training and methodology process, the
standardized number of participants in a group, the time-span of the sessions, and
corresponding training materials, also include providing relevant profiles of the
trainers and regular training evaluation.
MCIC trainers and consultants are experts in their sphere of work and have practical ex-
perience in planning, implementing and evaluating development projects. This way,
a close connection with the daily practise in the field is established. We believe that
this method of work enriches our trainings, keeps our staff in the leading position
of development ideas at all times, and ensures their knowledge as regards the best
practises. MCIC staff consists of professionals with initiative. They create good work-
ing relations with the participants at the trainings and the clients out in the field.
The evaluation of the training is done by the participants at the end of each training
through questionnaires designed for that purpose. Furthermore, brief feedback ses-
sions are organized at the end of each day with the aim of improving and adjusting
the content and the process of the training.

SERVICES
MCIC is focused on the development; however, the development of management aspects
remains one of the key points. MCIC products and services are aimed at the develop-
ment of organizations, projects and programs, as well as individuals. When we offer
our services, we consider these three points of view and their interconnection

AREAS OF EXPERTISE
Managers and program officers
Through the knowledge and skills that they will acquire at the trainings, they are
trained for a better preparation, implementation or monitoring of projects and pro-
grams in organizations.
• Integrated project cycle management • Program management
• Indicators • Financial management
• Monitoring and evaluation • Strategic planning
 

• Teams and team work • Good governance/management

• Public Relations • Networking and partnership
• Presentation skills • Inter-cultural study

Desk officers
• Office and administrative • Indicators
management • Monitoring and evaluation
• Integrated project cycle • Inter-cultural study
management

Trainers and facilitators

With the trainings, they are qualified to facilitate studying or stimulate interaction
between people who are actively engaged together in the development processes.
• Training for Trainers • Negotiation
• Facilitation skills • Conflict resolution

Consulting services
MCIC is engaged in the implementation of long-term projects and short-term mis-
sions. The long-term projects usually involve organizational strengthening, capacity
development and training. The short-term missions reflect the general expertise of
MCIC: training, facilitation and consultation in formulation, monitoring and evalua-
tion of the organization development, and interventions. MCIC carries out consulta-
tions for local and foreign organizations and foundations, local self-government
units, state institutions, etc.
MCIC consulting services can cover all areas corresponding to the training offer and
can be divided into eight topics: Project Cycle and Portfolio Management, Rela-
tions with the Players (Institutional Development), Organizational Strengthening,
Systems and Procedures, Resources, Products/Results, Guidance/Management, and
Concept Issues.
MCIC decides on the methods and instruments of consulting in close cooperation with
the organization, i.e. the client. MCIC prepares a specific detailed plan of activi-
ties for consulting/tutoring for each client (organization) in accordance with the
assessment of the requirements made. The plan is coordinated with the client
(organization).
In–house consulting/tutoring can be carried out as: tailor-made trainings/workshops,
facilitation of processes, or “one-on-one”. They are focused on the organizational
study followed by theoretical materials and practical experience (best/worst prac-
tices) from Macedonia and from abroad.
10

GENERAL INFORMATION FOR

THE TRAININGS
TRAINING AND ACCOMODATION CHARGES
MCIC carries out its trainings in the MCIC premises and in a hotel.
The trainings that MCIC offers are realized in the MCIC Centre in Skopje, and the accommo-
dation is in easily reached hotels near MCIC. A group of trainings are delivered in hotels
that provide exceptionally good conditions for carrying out the training throughout
Macedonia. The remuneration for the trainings/courses covers the reimbursement for the
trainers, course materials, food and refreshments and, where necessary, the accommoda-
tion costs.
Training charges can be:
• The registration fee – it includes the reimbursement for the trainer, printed materials for
the training and the coffee breaks during the training
• Daily expenses for the training – it includes the accommodation (all meals included) for
the duration of the training
REGISTRATION AND PAYMENT
In order to register, you should fill out the training application (you can find it in this
brochure or you can download it from our web page www.mcms.org.mk) and send it back
to MCIC at the following address: Nikola Parapunov bb, PO Box 55, 1060 Skopje, or you
can fax it at the following number: 02/3065 298, or e–mail it on the following address:
obuka@mcms.org.mk.
Together with the application, you should also send a letter in which your organization
confirms that it will financially support your training (this does not apply to individuals
covering their training expenses individually).
After receiving your application, MCIC will confirm your initial registration.
The invoice for the training charges will be sent, and the payment should be made before
the training starts. Only after the confirmation of the payment is your participation
guaranteed, and the accommodation reserved.
MCIC retains the right to withhold a certain amount for administrative and other expenses
in case of cancelling the participation prior to the start of the training. The participation
of one person can be replaced by another qualified person without additional costs. MCIC
also retains the right to cancel the training if a small number of participants apply.
Financial support
Activists of civic society organizations registered in accordance with the Law on Citizen
Associations and Foundations, as well as other forms of association (trade unions,
religious communities, and other), can be financially supported by MCIC as regards the
participation in the trainings. The MCIC support will be subsidized participation in the
training. This type of support does not cover 100% of the expenses.
 11

COURSE GUIDE
MCIC trainings in this brochure are divided into eight main topics. They cover the follow-
ing: Project Cycle and Portfolio Management; Relations with the Players (Institu-
tional Development); Organizational Strengthening; Systems and Procedures;
Resources;Products/Results; Guidance/Management; and Concept Trainings.
For an easier reference, each topic in this brochure is separated with a dif-
ferent colour and a short introduction as regards what it contains.
Listed below are the specific questions to make sure that you
have chosen the right topic that suits your interests and
needs. These questions make it possible for you to
choose the right training in a short time.

1
Go to part e and Project
cl
Project Cy t
es YES anagemen
t cycle stag Portfolio M
the projec
kn ow m ore about ng an efficient and
like to ensuri
Would you the right skills for ect portfolio?
e oj
and acquir anagement of the pr 2
Go to part ith the Players
effective m NO your w
Relations al Development)
, improve YES
at e w it h the public , (Institution
mmunic rtnerships
n how to cot networking and pa lution?
like to lear so
Would you ion skills, learn abou ing and conflict re
at at
communic new skills in negoti 3
Go to part nal
e
and acquir NO Organizatio g
YES in
e changes
in Strengthen
support th
w to an alyze and
n ho
like to lear
Would you s and institutions?
ni za ti on 4
orga Go to part d Procedures
NO YES Systems an
nces or
age the fina
to kn ow how to man
like
Would you e administration?
th
better yet Go to part
5
NO r
al financia
l and othe YES Resources
e ad di ti on e
obiliz anag
n how to m viable, as well as m
like to lear on
Would you ake your organizati
m ?
resources, in your organization 6
the people Go to part esults
NO YES Products/R
ting
of represen
ne r, le ar n the skills an event?
me a tr ai or facilita te
like to beco entations
Would you , make better pres
yi ng
and lobb 7
Go to part anagement
NO M
es of YES Guidance/
d techniqu
ou t th e methods an successfully?
n more ab h your goals more
like to lear
Would you at will help you reac
th
managing 8
Go to part nings
NO ai
YES Concept Tr
ty?
nder equali
t th e co ncept of ge
ou
n more ab
like to lear
Would you
 c t C y c l e a n d
Pro j e f o l i o
o j e c t P o r t
Pr m e n t
Manag e
A large number of development organizations entrust the monitoring of the
interventions portfolio to the project associates. These interventions are dif-
ferent. Monitoring the project or the program portfolio requires appropriate
skills which would enable the associates to deal with the different inter-
ventions and players. These complex requirements for technical and good
communication skills ensure a more efficient and effective portfolio man-
agement. The methods of a project cycle management provide relevant
answers to these requirements.

“I personally believe that this training will contribute to

the improvement of my work in a way that I will imple-
ment the knowledge acquired in this seminar in every
stage of the project cycle. Now I already have a lot
of ideas that I know how to carry out, which might
have been my disadvantage before this training. My
opinion is that every NGO should have a trained and
suitable team that will work on the projects profes-
sionally in order for the whole effort and engage-
ment to have any results. That is why I feel that
these trainings should be further intensified,” Elena
Stojanovska, Youth Education Forum.

“I feel ready, at least I believe I am, to prepare any kind of draft–project.

This training is of an immense benefit for me and my organization, as well as all its members, and they
are about 800, from the Tikvesh Region. It is huge because until now no one in our organization had
the experience in preparing projects, i.e. none of us could do it,” Zoranco Leovski, member of the
Association of Wine-Growers from Kavadarci.
 14
a/ Integrated Project Cycle
Objective of Management
the training
Project cycle Project cycle management means managing and facilitating project or program portfolios
management adequately. Project or program portfolio management is complex because of the large
(PCM) is a train- number of interventions that are undertaken, as well as the large number of parties
ing the goal involved.
of which is to PCM is a combination of an approach, usage of different instruments, and connecting the
provide good approach and the instruments within the administrative procedures and systems of the
management of organization.
the project or The approach is focused on three main issues: creating and understanding the processes,
program portfolio concepts and criteria for making decisions; creating the feeling of ownership and
in the organiza- dedication with the parties involved; as well as improving the learning capacity of the
tion. PCM is an organization involved.
approach focused The main instrument is the Log Frame. Not only the log frame provides a better formula-
on three main tion and evaluation of individual interventions, but it also provides effective moni-
issues: creating toring and evaluation during implementation. The usage of this instrument can only
an understand- increase the influence of every individual project, because they will be selected and
ing the proc- connected to other interventions that our organization undertakes.
esses, concepts Well adjusted procedures and clear distribution of responsibilities between all parties
and criteria for concerned is a contribution towards a smooth progression of the project in every stage.
making decisions; This instrument is also used in the largest state institutions and development agencies
creating the feel- where individual interventions can have a maximum influence only if they are perceived
ing of ownership integrated together with the others. The use of administrative procedures as well as the
with the parties instruments will only increase the effectiveness in the communication between the par-
involved; as well ties concerned which, on the other hand, will lead to an increase of efficiency.
as improving the
learning capacity Content of the training
of the organiza- • Project cycle management (PCM) – project cycle stages;
tion. • Identification and problem solving methodology – analysis of
the goals and problems;
Who
is for the training
• Choosing an intervention strategy and Log Frame (LF);
• Identification of exterior factors vital for the project This tra
in
sociate ing is for pro
– Preconditions and Assumptions; s, ject as
involve counsellors -
d in de and offi
• Defining the Indicators; who ha v elopme cials
v n
• Resource allocation and budgeting; the log e previous kn t projects
f ow
process rame approac ledge of
o h
• Monitoring and evaluation; and ev f planning, m and the
aluatio onitorin
n. g
 15
b/ Indicators (PCM)
Objective of
Indicators are management tools that have an important part in planning, monitoring the training
and evaluation of projects. Indicators are widely used for managing projects. The right Indicators can be
choice and formulation of indicators is important for planning the intervention itself, a key instrument
as well as for designing the monitoring system with the aim of informing the manage- for managers when
ment as regards the intervention progress. The indicators for planning, monitoring managing the de-
and evaluation have slightly different goals which, on the other hand, can lead to a velopment projects
significant confusion if the terms used are not properly defined. and programs.
What are indicators? They are variables the goal of which is to measure the change in This training offers
events or processes. The variables are factors that can change in quantity, quality an opportunity to
or size, and which must be taken into account when the situation is considered as a understand the
whole. functions and
limitations of the
Content of the training indicators, and to
• Concepts and indicators in the every day life; be prepared to de-
• Context analysis through indicators; velop and identify
• Indicators for organizational analysis; your indicators for
• Planning and SMART indicators; the environment
• Indicators for monitoring and evaluation; and for the organi-
• SPICED indicators for measuring the influence. zational analysis
in order for them
to contribute to a
r
nin g is fo
as-
better planning,
e trasi for projectofficials
W ho th i g d an
monitoring and
rainin llors jects
This t s, counse pment pro of evaluation.
t e l o ge
socia d in deve knowled he
o l v e i o u s an t
d
inv rev
h o h ave p e approach nitoring
w o
g fram ing, m
the lo of plann
s s
proce aluation.
v
and e
 16
c/ Monitoring and evaluation
Objective of
the training Monitoring and evaluation are among the key stages in the process of project cycle
A suitable monitor- management. They provide an opportunity for solving the problem as it is encountered,
ing and evalua- facilitate the process of planning future activities, and make the results of the activi-
tion system is a ties evident.
fundamental tool Monitoring is a regular collection and analysis of information regarding the progress
for improving during the implementation of the project. Its functions are: documenting the process
the effectiveness of implementation; facilitating the decision making by the management; undertaking
and efficiency of corrective actions and learning from experience/foundation for the planning.
managing projects, The evaluation can be defined as an objective assessment of an on-going or completed
program portfolios project or program, in terms of the influence and/or results of the value chosen for this
and organizations. assessment. The most common reasons to apply the evaluation are: it was planned; a
The objective of decision needs to be checked (for example, continuing a project); there are problems;
the training is political issues require an answer (for example, the influence of a development pro-
to increase the gram).
knowledge and
practical skills of Content of the training
the participants in Monitoring
the area of moni- • Project/program monitoring in every stage of the project cycle;
toring and evalua- • Tasks and responsibilities in monitoring;
tion. The monitor- • Indicators for monitoring;
ing and evaluation • Defining the need for information and flow of information;
are promoted in • Techniques for collecting data and analysis;
view of account- • Organizational learning based on monitoring;
ability, providing Evaluation
suitable reports on • Introduction to the project/program and organizational evaluation;
the results and on • Evaluation criteria;
the influence. At • Key indicators for evaluation; Who
This the t
the same time, the • Evaluation tools and instruments; soci trainin rainin
aspects of learning
a g
invo tes, co is for p is fo
g
• Description of evaluation competencies; u r
who lved in nsellor roject a
about monitoring • Lessons on organizational learning h deve s an s
the
l
a v e pr
e lopm d offi -
and evaluation, and development of policies. proc og fram vious k ent pr cials
e o
and ss of p e appro nowledg jects
and their trans- eval lann ach e of
uati i a
on. ng, mon nd the
formation into itori
ng
effective organiza-
tional changes, are
addressed.
 17
d/ Program management
Objective of
Successful managers require a wide perspective to deal with complex and numerous tasks the training
and responsibilities: planning, financial and physical control, communication with The objective of
different players, human resource management, and many others. This training for the training is
program management offers excellent collection of theories on management, concepts, to expand and
instruments and skills. The training will enable you to reflect on the conditions outside improve the
your organization and their influence on the program, and to think about the future knowledge, skills
development of your program. and attitudes on
the participatory
Content of the training management. It
• Planning aimed at the goals – log frame; will enable the
• Institutional/organizational analysis; participants to
• Financial management; deal with the
r
• Personnel management;
i ng is fo
coor-
tasks and respon-
e train agers,
• Administrative operation. Who th ing is for man rtments and
in pa ic
sibilities more
The tra heads of de ment and civ effectively. The
a t o r s , o v e r n s-
din
aders o
fg rofe
, and p
team le rganizations ave such responsibilities of
o h
society ho expect to rticipants the managers are
w pa
sionals n soon. The xperience in
p o s it io io u s e highlighted from
a rev
have p .
should with projects three angles: the
o r k in g
w stages of the
project life cycle,
the institutional
context in which
the organization
operates, and the
manager’s role
and skills.
 18
e/ Action plans for the communities
Objective of
the training Action plans facilitate and ensure the realization of the tasks that an organization has.
The objectives of Without an action plan, the work tends to be in disarray and uncoordinated. It is hard
the training are to know who was supposed to do what and when it was supposed to be done. Some-
to provide the times things do not get done and nobody notices it until it is too late. The action plan
participants with acts as the hands that lead to an effective and efficient realization. It will answer the
the knowledge, questions: What needs to be done? How will it be done? Who will do it? When does it
skills and infor- have to be done? What resources are needed for it to be done?
mation on how This training will enable you to improve the understanding of the importance of action
to start a local planning for successful projects, to find out how a Civic Society Committee is estab-
initiative, how lished, how the community problems and other issues are identified, to apply the
to organize and methods and tools on a Community Action Plan, and to find out how to implement the
establish their plan and the subsequent activities.
own civic society
committee, and Content of the training
how to create • Planning, the significance and importance of planning;
and implement • Basic principles of planning;
their own com- • Different types of plans;
munity action • Cooperation with the local communities
plan. (Public–Private Partnership);
• Civic society committees and their establishment;
• Community vision;
• Community inclusion and participation; Who the tr
a ining is
g is for rep for
The trainin
• Problem identification; tives of loca resenta-
l
• Problem tree; ment units, self-govern-
activists of
society org civic
• Problem analysis; anizations
other peop and
le interested
• Defining priorities; community in
developmen the
t.
• Selection of activities;
• Preparation of an action plan;
• Implementation of a community action plan;
• Subsequent activities and evaluation.
19
 l a
20

t i o n s w i t h
Re layers
the P t i o n velop-
a l D e
(Institu
ment)Relations with the players have
one of the key roles in the
development of organiza-
tions and the institutional
development. The Insti-
tutional Development
stresses the surrounding
(players and factors)
in which the develop-
ment intervention is
carried out. The sustainability of the
development activities and the integration of (devel-
opment) organizations into their surrounding are the key issues of
the Institutional Development. As such, the Institutional Development
is interested in the position that the organization holds in its sur-
rounding and defines the goals and activities on which it will focus.

„We have achieved what, in my opinion, we all came for – we realized that the strategic
and organized way of exchanging information with the public will significantly in-
crease the rating that our organization has, while the spontaneity and being unfa-
miliar with the public relations can cost us a lot,” Verica Grdanoska from the Youth
Association “Perpetuum” from Skopje.
 21
а/ Public relations
Objective of
Nowadays, public relations are really flourishing. One is right to believe that their time the training
is coming. But in order to expect ant benefit from them, we must be familiar with the The objective of
public relations skills. What are public relations? Why do we need them? What are we this training is to
going to achieve with them? improve the public
Public relations enable you to project the image or the personality of your organization relations skills.
with the “public” – client, supporters, sponsors, donators, the local community, con- The communica-
sumers and others. So it is about communicating your message to the public, but it is tion with your
a two-way process. You must communicate with the public, but you should also provide target groups and
the public with ways of communicating with you easily. Genuine public relations in- the general public
volve a dialogue – you should listen to others, see things from their perspective. is vital for build-
Public relations can be useful for any organization, not because of the sensational promo- ing the image of
tion of its achievements, but in order to become more critical of its own work. Seeing your organization.
the organization in the way others see it can make you better, and you can be sure Mastering the
that you are giving your clients the best service possible. skills for making a
good presentation,
Content of the training for communicating
• Significance of the public relations and the relations with the media; with the media
• Building the strategy for public relations; and building your
• Preparation and presentation skills; strategy for public
• Radio and TV interviews; relations, you will
• Information and promotion materials; be more prepared
• Press releases and press conferences. for the challenges
coming with the
times.

Who th
This tra e training
in
activist ing is for ma
is for
s of civ nageme
for loca ic socie nts and
l ty fo
other p self-governme organization r
ublic se nt offic s,
atives o rvants, ia
f and for ls, for
who in the business represe
the cou sector. nt-
any con rs Ev
tact wit e of his/her w eryone
get gro h the p ork has
ups or u
public the gen blic (media,
relation era ta
s skills. l public) nee r-
ds
 22
b/ Networking and partnership
Objective of
the training In a world of high interdependence and where different players are connected, networking
The objective of and partnership become one of the most used terms and a real trend lately.
this training is The network and partnerships are actually means that connect people and organizations,
to provide the improve the communication and cooperation between those that share the same vision,
participants with values or goals. The primary goal is exchange of information and realization of mutual
theoretical knowl- activities of otherwise independent organizations. Networking and partnership is not a
edge, skills and goal in itself, but in its basis there is the realization of ideas, goals and interests shared
tools for improving by organizations.
the cooperation be- The success of networking and partnership is due to several principles: participation, rep-
tween organizations resentation, delegating, long-term goals and planning, synchronizing the activities of
and to strengthen organizations, and financial stability (sharing expenses).
the organizational The training will provide you with the understanding of the importance of building part-
capacity in building nerships, coalitions and networks for a successful work and support, to learn about the
effective coalitions, basis of networking, its advantages and shortcomings, network types and structures, to
partnerships and learn how to handle the connections (relations) and how to capitalize them.
networks in any
given sector, cross- Content of the training Who the training is for
sector or cross-bor- Basis for coalitions and networks It is intended for the manage
ment of
der. The objective • Concept clarifications and definitions; organizations that have, or
are plan-
of this training is to ning to build, partnership rela
• Types and structures (for example: umbrella tions
with other organizations and
increase the aware- groups,
organizations versus networks, formal versus informal); and for organizations that
are, or
ness about the im- • Differences between cooperation and partnership will be, part of networks thro
ugh
which they carry out some
portance of network- (for example: short-term versus long-term); of their
activities.
ing and building • Advantages and shortcomings;
partnerships. The Steps in building coalitions and networks
training will focus • Analysis of parties concerned (defining the key parties concerned, institutional analysis);
on the development • Problem analysis (defining the essential issues/fields of activities);
of organizational ca- • Cooperation and coverage matrix;
pacities at all levels • Establishing the network goals and strategies (defining the mission, vision, goals, and prin-
of an organization ciples, and establishing the network strategy);
and on building coa- • Establishing structures and coordinative mechanisms (including the partnership and the
litions for introduc- financial issues and procedures);
ing changes through • Establishing communication mechanisms (for example: electronic networking, etc.);
networking of Overview of networking at national level
different players as • Network effectiveness;
regards their mutual • Best practices.
interests.
 23
c/ Communication skills
Objective of
„You cannot do without communicating!” this is the first rule that determines the course the training
the communication takes. Communication is a process of sending messages and receiv- The objective of
ing replies from the recipient about how he/she received the message. the training is
By participating in this training, you will learn the importance of efficient and effec- to strengthen
tive communication when conducting meetings, getting the best out of the meetings the interpersonal
prioritizing the results and objectives that should be achieved. Towards the end of the communication
training, the participants will be able to: distinguish between good and bad commu- skills in view of the
nication; identify factors that can present as an obstacle in the communication; use techniques of active
techniques for eliminating or decreasing the causes that lead to obstacles in communi- listening, giving
cating; interpret and apply the messages conveyed through body language; apply active feedback, asking
listening and asking questions; understand and apply the concept of positive/negative questions and an-
feedback; establish their own personal style and recognize other personal styles; be fa- swering, non-verbal
miliar with elements of good communication in the working environment; acquire skills communication,
for planning and conducting effective meetings/events. etc.
At the same time,
Content of the training the training will
• Introduction to communication; provide the partici-
• Types of communication; pants with the op-
• Two-way communication; portunity to become
• Non-verbal communication; familiar with the
• Communication and personal styles; rules that deter-
• Styles of communication; mine the course
• Active listening/feedback when communicating; of communication
• Obstacles in communicating; between people and
• Empathy; will enable them to
• Communication in the function of building relations in the working environment; identify, eliminate
• Basic terms for facilitation/basic terms for facilitators; or decrease the
• Basic skills for facilitation; causes that lead
• Types of decisions; to obstacles in com-
• Effective meetings/events; municating.
r
g is fo
• Assertive techniques;
e trainin ge-
Who thining is for mats of civic
na
• Discussion techniques.
The tra d for activis for local
an s,
ments organization ls, for
c ie t y o f fi cia
so
g o v e r nment nts, and for
self- serva ess
public e busin
other tatives of th
en
repres
e c t o r .
s
 24
d/ Inter-cultural study
Objective of
the training The main issue of today’s society is how to deal with differences? How are we supposed to
Strengthening identify and evaluate cultural differences and promote authentic cultural integration and
the awareness integrated development at the same time?
for the need Inter-cultural principles are focused on being open to others, active respect for differenc-
to promote es, mutual understanding, active tolerance, non-disputing the existing cultures, providing
the values of equal opportunities and the fight against discrimination.
multiculturalism, Getting familiar with each other’s cultures is a process. This process requires knowing yourself
cohabitation and and your origins before you can learn about others. This is a challenging process that
accepting the includes deeply rooted ideas about what is good and what is bad for the structure of the
differences. world and your life. In the process of learning about each other’s cultures, feeling the
need to stick to those things that are “taken for granted” is questioned. Getting familiar
with each other’s cultures is a challenge for one’s own identity – but it can become a way
of life and at the same time a way of enriching one’s own identity. Getting familiar with
each other’s cultures is an individual process, and it is basically connected with the issue
of how to learn to live together and how to learn to live in a diversified world. If under-
stood this way, getting familiar with each other’s cultures is a starting point for a peaceful
life together.

Content of the training

• Culture and inter-cultural study concepts;
• Identity;
• Stereotypes and prejudices;
• Inter-cultural study in practice (minorities, cultural minorities, cultural diversities, inclusion
versus discrimination, exclusion, lack of tolerance, social cohesion);
• Human rights.

ining
h o t he tra niza-
W
r c i e t y orga dia
is fo of civic s ncils, me
sts
o
cou n
Activi embers of er (me at
m e d play h
tions ry interest ally those t
,
d e v e s p e c i i e s .
an ,e iet
omen) ic soc
and w mixed ethn
n
work i
 25
e/ Conflict resolution
Objective of
Conflicts are an inevitable part of our every day life. They are an integral part of relations the training
between people, and even between those that mean a world to each other. Developing aware-
People tend to see conflicts only as something very bad, negative, something that should ness for interper-
be avoided. But what the outcome of a conflict will be and whether it will necessar- sonal conflicts as
ily make relations between people worse, depends on how we approach its resolution. an integral part of
MCIC conflict resolution training offers an opportunity to improve your skills and relations between
abilities in this area, to become sensitive as regards cultural differences and capable to people and the
overcome them in communication and conflict resolution, to become sensitive as re- need for their
gards the possible communication barriers (obstacles), able to reformulate conflicts and resolution. Acquir-
negotiate, to become familiar with the concept of mediation and able to implement the ing knowledge and
mediation techniques. skills for their man-
aging and success-
Content of the training ful negotiation.
• The concept of conflicts;
• Strategies for their resolution;
• Competitive and collaborative negotiation;
• Styles in conflict resolution;
• Communication in conflicts; Who
is for the training
• Empathy; Represe
n
• Negotiation; from th tatives of org
e publi a
sector, c and c nizations
• Elements of negotiation; a ivic soc
the bus s well as emp iety
in lo
• Styles in negotiation. manage ess sector, co yees in
rs u
who is , officers, and nsellors,
interes
ted in t anyone
he mat
ter.
 26
f/ Negotiation
Objective of
the training Negotiation is one of the methods of conflict resolution. By negotiating, the parties
We are all faced involved in the conflict are trying to resolve it themselves through appropriate commu-
with negotia- nication. They have the full responsibility for the process as well as the control over the
tion very often. process and its outcome.
We negotiate The training will help you develop an understanding that interpersonal conflicts are in-
with busi- separable from human interaction and that they cannot be avoided but should rather be
ness partners, dealt with. A proper conflict management will help you improve the relations with others
clients, suppli- rather than, as it is wrongly believed, ruin them. Through the training, you will be able
ers, colleagues. to learn the elements of a negotiation process and the model for reformulating the con-
The outcome of flicts from seemingly insolvable to solvable conflicts, to learn the stages of a negotiation
the negotiation process, to acquire the basic skills for reformulating interpersonal conflicts, to acquire
depends fully on basic communication skills (active listening) as regards negotiating, to learn the elemen-
understanding tary tactics used in negotiation, as well as how to use appropriate behaviour.
the process of
negotiation and Content of the training
on the communi- • What is negotiation?
cation skills. Elements of negotiation;
The objective • Parties in negotiation;
of this train- • What the fundamental principles
ing is for the and stages in negotiation are;
participants to • Preparing and planning a negotiation strategy;
develop nego- • Practical application of negotiation procedures;
tiation skills, to • Styles in negotiation;
encourage the • How to achieve the win–win scenario;
Who the tra
participants to • Creative thinking under pressure; The training
in ing is for
is for repres
improve their • Negotiation skills when selling and purchasing. of organizati entatives
ons from the
and civic so public
own approach ciet
employees in y sector, as well as
and to achieve the business
counsellors, sector,
managers, of
and anyone fic
maximum results who is intere ers,
the matter. sted in
when negotiat-
ing.
 28

n i z a t i o n a l
Or g a i n g
St r e n g t h e n
In order to understand our organization, first we should understand
the context in which we are working. When trying to achieve the
objectives of the development work, performances of individual
organizations play a key role. The performances refer to both the
internal organization and the ability for cooperating and net-
working with other organizations. The
organizational management, therefore,
includes both the internal aspects of an
organization and the social, economic and
cultural changes in which it
operates. They have a
great influence on the
possibility for an or-
ganization to improve its
performances.

“As a participant in the training for

strategic planning I perceived
the weaknesses and the strong
points of my organization, as well
as its place in the outside environ-
ment which is a fundamental precondition for undertaking further steps and creating
development interventions with the aim of strengthening my parent organization and
its successful development. I recommend that you become a part of such a training
because you will be able to use the acquired knowledge and skills in your every day
work and in preparing strategic plans for your organization which is a condition for
its successful functioning, carrying out its activities and building its image,” Svetlana
Milenkova, Women’s Centre of the Republic of Macedonia.
 29
a/ Strategic planning
Objective of
Strategic planning is essential in the process of decision making as regards where the the training
organization sees itself in the future and how it will get there. That is why strategic The training for
planning starts with the question why. Strategic planning is a serious analysis of strategic plan-
external factors that have an influence over the success and failure of an organiza- ning is designed
tion and its activities, and its objective is solving the problems of an organization and to help organiza-
strengthening its internal teams. It contributes to the development of the capacity of tions think stra-
an organization and its efficiency in achieving the set goals and tasks. Strategic plan- tegically in order
ning enables an organization to survive when financial operation is made difficult. to develop their
A strategic plan can never be static and fixed, but rather a continuing and maximum flex- strategic plan.
ible process. The training is
based on the
Content of the training wide concept
• Introduction to planning and strategic planning, key concepts of strategic planning; of Institutional
• Understanding the organization, Integrated Organizational Model (IOM), organizational Development and
analysis and methods; Organizational
• Institutional Development and organizational changes, ID/OS concepts and framework; Strengthening
• Vision/Mission of the organization; (ID/OS), a sys-
• Environment analysis: Institutional position of the organization, Institutiongram, envi- tematic approach
ronment scanning; to establishing
• Organizational strengthening; strategic and key
• Organizational structure and organization that is learning; measures that
• SWOT analysis; overlap with the
• Strategic orientation – SOR matrix; goals, and plan-
• Strategic goals, formulating strategies, content and format of a strategic plan; ning at appro-
• Strategic plans and financial planning; priate resource
• Strategic plans and operational planning/annual plans; levels.
• Strategic plans and monitoring and evaluating.
is for
training
Who theing is for the man-
The train rategic planning
st ,
agement, nd other officers
n a g e rs a te s w h o
m a ocia
rs or ass
counsello lves as players in
se te-
see them nd adopting stra
ri n g a
prepa .
in future
gic plans
 30
б/ Good governance/management
Objective of
the training Management is a concept that mainly applies to the way the power of decision-making is
To acquire attained, transferred and practiced within a society or an organization.
knowledge for According to the Western political theoreticians, “good management” is sharing the deci-
understanding sion-making authority so the power and resources are not accumulated at the hands of
and establish- an individual or a group.
ing the rules In the public sector, good management is based on a system of checks and balances
and principles between different government branches (legislative, executive, judicial). It is consid-
of management ered that it also includes a process of regular consultations between government bodies
in organiza- and the general public, so that the government answers to the citizens for their trust
tions based and guarantees that they serve their interests.
on democracy, In civic society organizations, good management functions mainly the same way. An
transparency organization practices good management when it has an internal system of checks and
and accounta- balances which guarantees that it serves the general public interest. Good management
bility, to clarify in civic society organizations is based on differentiating the organizational structures
and strengthen (the managing body and the governance) and distributing the power of decision mak-
the role of man- ing between them.
agement bodies This arrangement helps limit and regulate the control each person or group has, guaran-
in organiza- tees that the resources of the organization will be well managed, and protects the NGO
tions, as well orientation towards serving the public.
as the relations
between the MB Content of the training
and the staff, • Principles for good governance;
to develop the • Accountability and legitimacy;
recruiting and • Organizational structure;
orientation • Separateness of the executive and the non–executive functions;
processes for • Roles of management boards;
the new mem- • Conflict of interests;
bers of the MB. • Code of ethics. g
e trainin
Who th
is for ing is for repre-nt
The train of manageme
es
sentativ tive bodies of
c u
an d e x e each of
iz a tions in
organ
tors.
the sec
 31
в/ Team and team work
Objective of
Every organization faces specific challenges for which teams are the most practical and the training
the most powerful means at the disposal of the manager. The critical task for senior The building of
managers is to look after the general performance and the types of teams that could teams and team
carry out the job. It means that the management has to discover the unique potential leadership or
of the team that could give results, to distribute strategically those teams that are con- leadership skills
sidered the best instrument for the work, and to maintain the elementary discipline of explores the ways
the team that can make it effective. That way the management creates an environment of improving the
that encourages individual engagement, as well as the operation of the organization in elementary proc-
general. esses and tools in
Teams and good performance go hand in hand; one does not exist without the other. order to achieve
We believe that teams will become elementary working units in organizations that have dedication within
a high degree of performance. Teams will strengthen the existing structures without the group, to in-
replacing them. Innovation requires maintaining the work quality through structural ac- crease confidence
tions and eliminating the bias in the work through team work. and cooperation,
to strengthen
Content of the training the people and
• Teams versus working groups, differences and similarities; create synergy in
• Stages in establishing a team; executing tasks.
• Roles within the team (individual questionnaire about the role within the team); The objective of
• Factors that influence the effective team work; the training is
• Culture within the team; to promote and
• Understanding the functioning of teams and building cohesion within the team; widen the knowl-
• Inter- and intra-group communication; edge and skills as
• Inter-group/intra-group conflicts and their resolution; regards ways of
• Factors of team motivation; building success-
• The role of the leader in building the team; Who the ful teams and the
• Leadership styles and organizational culture. Managem training is
public s nt and employe r
e fo role of the team
ec es
local self tor, state institu in the leader as one of
-g ti
ness sec overnment, th ons, the key issues in
to eb
ment an r, as well as ma usi-
d na
organiza activists in civic ge- building cohesive
tions. society
policy on which
the efficiency
and effectiveness
of the company/
group depends.
 s a n d
System ures
P r o c e d
A system is a set of agreements the objective of which is regulating ac-
tivities and staff management with one or more linked organizational
processes. As such, the systems are agreements on internal processes,
and give guidelines on them.
The systems can, on the basis of clear agreements, be described in one
procedure. A system does not have to be formally described. Informal
agreements can also create a system that is sometimes more impor-
tant than the formal systems. With good systems,
the issue of what should be done, when it should
be done and who should do it is
clear. With good systems, the
efficiency of processes increases,
and the problems in communica-
tion and coordination dimin-
ish. A number of good systems
are considered as immaterial
property, and they are of equal
importance as the material
property is.

“This seminar is of great importance because in my organization we had a

deficit as regards document filing, and so I decided that I should participate in it. It
is here that I learnt what internal documents are and which documents are external,
that is to say how the acts should be received, arranged, registered, as well as the
procedure that follows, as returning them to the clerk’s office, filing and sending
them. We learnt about filing symbols for arranging the acts. When I get back to my
association I will know how to handle and keep all documents in accordance with the
law and as it should be done,” Ilmi Kurtisi, HDZR “Mesecina”, its branch in Debar.
 34
a/ Financial management
Objective of
the training Financial management is not only account keeping. It is an important part of managing
This training a program and it covers planning, organizing, controlling and monitoring the financial
provides the resources of an organization. At the moment when changes happen fast, one of the basic
participants conditions for survival of organizations is for them to develop an understanding and confi-
with an overview dence as regards using the tools for financial management.
of the financial This training provides the participants with knowledge, practical skills and self-confidence in
processes within interpreting and using the financial information with the aim of having a more construc-
an organiza- tive input in their own organization/company.
tion, and it
will provide
the non-finan- Content of the training
cial managers • Key components of financial management;
and the other • Analysis of the environment, goals, strategies, and the role of a manager;
employees with • Key financial reports, their interconnection, and data application;
the opportunity • The difference between the cash flow, the profit and the net profit;
to learn more • Managing expenses;
about financial • Managing the liquidity and the process of conducting tenders;
enigmas and • Managing budgets and the cash flow;
how to cope • Financial implications of the plans and the decision making;
with them. • Audit and the efficient use of auditing;
The training • Identification of weaknesses in the financial systems;
is designed • Accounting policies;
to involve the • Basic principles, terminology and developing financial control.
participants by
using a case
study which is
is for
being revised
e t r a ining nagers and ial
W ho th for ma
is financ the t
and developed aining ed in pmen
The tr lors involv ing develo ociates
el ag s
throughout the couns g and man ll as for as s for
l a n n in , a s w e
fi n a n ce e
training in order p tions ssing the ts. Th
org a n i z a
a s s e t h e p jec at do
r o
to develop the ed in r for ts th
involv anization o participan cation.
o r g h o s e l e d u
understanding the for t ncia
r a i n i ng is e c i fi c fina
t s p
of the key finan- ave a
not h
cial data.
 35
б/ Office and administrative
management Objective of
the training
Besides being a legal obligation, the archive operations (and the administrative operation The administrative
in general) are activities that have a big influence on the successful realization of the operation is of
primary activity and the objectives of every legal entity. vital importance
Starting form the special significance of document protection created during organiza- for an effective
tion operation, the way this protection needs to be organized imposes as a significant implementation
moment. of projects and
Unfortunately, insufficient information and qualification as regards the way office and activities of enter-
archive operation should be conducted often lead to undesirable effects later. The prises.
neglect of the protection and maintenance of the entire documentation created during Administering the
organization operation often leads to a situation where unnecessary additional finan- documentation is
cial and physical efforts are used and time is spent to fulfil and carry out organizational important for the
objectives and needs, as well as the needs of employees. preservation of
The office and archive operation are closely interlinked and create a compact entirety, the institutional
and carrying out the primary activities and the realization of goals of any organization memory of an
largely depends on the way they are realized. organization.
Office operation provides harmonization and coordination of the operation of different The objective of
internal organizational units (technical and professional services, secretariats, bureaus, the training is
departments, cabinets, sections, etc.) on the one hand, and facilitates the external to provide the
connection with other natural and legal entities on the other. participants with
the theoretical
Content of the training knowledge and
• Drafting acts; practical skills
• Assessing the acts; in administering
• Plan of archive symbols; Who the training business docu-
is for
• Receiving and sending acts; Administrative of ments.
ficers
• Recording the acts in the registry; and office mana
gers.
• Archiving;
• List of archive items of continuous value;
• Tax and legal regulations.
36
Reso u r c e s
The intention of every organization is to carry out the planned ac-
tivities, to fulfil its mission and achieve the set goals. It requires
providing/mobilizing the planned resources. They can be accessed
through funds made available via donations, but they can, of
course, be provided in another form. It is clear that some local
supporters do not offer donations in cash
as easily, but they are, on the other hand,
happy to contribute by
offering goods, services,
expertise, voluntary
work, etc. Therefore,
when we talk about
resources we do not
talk only about money,
but also about human
resources, material
goods or services.
The potential partici-
pants are offered two trainings regard-
ing this subject, training for mobilization of resources and
human resources.

“I do not have experience in this area. The training was welcome. Now I know how to
approach the donators, how to prepare an application. There was a good working
environment in the group. I hope that what I learnt at the training will help me in
approaching them,” Slavica Trajanovska, representative of the office for local develop-
ment within the municipality of Rankovce.
 38
a/ Mobilization of resources/Financial
Objective of sustainability
the training
The objective of To be financially sustainable means to think about every aspect of one’s own organization
this training is and identify the best capacities or abilities of the organization.
for the partici- Organizational sustainability means ability of the organization to continue operating.
pants to develop Financial sustainability means ability of the organization to generate enough resources
the skills and for operation in order to realize its vision.
knowledge The organizational sustainability is rather dependant on the clear strategic direction, on the
necessary for ability of the organization to scan the environment and identify opportunities for work,
designing and on the ability to attract, manage and keep the competent staff, on the suitable admin-
implementing istrative and financial infrastructure, on the ability to demonstrate its effectiveness and
an effective and influence which is aimed at increasing the resources, and on the ability to gain support
efficient strategy from the community and involve it in its work.
for the mobiliza- For a financial sustainability, the organization should have more than one source of income,
tion of funds. more than one way of generating income, regular strategic, action and financial plans, a
The suitable financial system, good public image, clear values and financial autonomy.
participants will
learn practical Content of the training
skills that they • Strategies for raising funds;
need for raising • Raising funds from donators;
funds and they • Identification of potential donators and motivating them;
will go through • Developing the profile/Institutional development of the organization and case state-
the whole proc- ment;
ess from prepa- • Preparation of a draft-project for the donator, presenting the organization/the draft-
ration through project to a new donator;
to hints and tips • How to make the project be accepted;
is for
on preparing an • Realization of the project/program and training
application for submitting a report to the donator;
Who theresponsible for idenry-
All levels a
es necess s,
e resourc n
raising funds. • How to communicate with the donator tifying th out the operatio
a rr y in g ri a l
for c mate
afterwards; financial,
including resources.
an
• Raising funds from the community; and hum
• Raising funds from individuals;
• Raising funds from the business sector;
• Mechanisms and techniques for raising funds
(direct mail, events, economic activities, etc.).
 39
б/ Human resources management
Objective of
Planning the staff is a set of activities that should guarantee that the right people are the training
in the right place at the right time in order to carry out the planned activities and The training for
projects. managing human
If the upcoming activities of the staff members are assessed and planned, it should pro- resources will pro-
vide an overview of prospective vacancies as regards the quantity, quality or allocation. vide you with the
By good planning of the personnel, the difference between the need for personnel and the knowledge of the
actual employees available can be kept at a minimum. system, the proc-
In stable conditions, it is enough to have planning with adjustments to the current ess and the tools
situation, maintenance of current conditions and dealing with changes that are happen- for managing
ing at the moment. human resources.
Planning the personnel mostly depends on the structure of the organization. How are the The objective of
tasks of certain employees allocated? Which functions are grouped (for example in the training is
departments)? Are the departments established with regards to same types of functions, to strengthen
a group of people with same interests, same type of education, etc.? the interpersonal
The manager for personnel affairs can come across a lot of resistance if the organization skills for effective
does not have a tradition for planning. One can also come across attitudes that plan- management of
ning limits personal freedom, or that planning is impossible because it is impossible to human resources
foresee the changes in the environment. If the managers are presented with the pos- and provide tools
sible problems that can occur unless there is a plan, it can be rather motivating. for developing
human resources
Content of the training within organiza-
• System for human resources management; tions.
• Recruiting personnel; Who th
• Development of the personnel; The tra e training
in
want to ing is for ma
is for
• Monitoring the performances of the personnel; im p r o nagers
managin ve their who
s
• System of rewarding and motivating the personnel. as for t g human reso kills for
hose m urces,
tions a embers as well
ss of
esses a igned to cond organiza-
nd proc uct the
human ed p
resourc ures for man roc-
es. aging
 41

Prod s u c t s /
R e s u l t
РDevelopment is often the result of different players that work together
in the same spirit and with explicit and shared interests. All in-
volved people and organizations have their own specific expertise,
but they lack the right position or communication skills in order to
understand each other fully. The process of facilitation enables the
people to analyze, discuss, negotiate,
learn and agree on different issues, and
often enough on key
relations and factors in
the development chain.
At our trainings you will
experience in practice
how the skills regard-
ing this issue can help
you manage and lead
people through this
process.

“What are the skills for good facilitation? At the

start of the training I thought that they will give us a list of skills and
that will be it. Up until now, I have conducted group meetings. I have never found
myself in difficult situations, but I did not know what skills to use in order to man-
age the situation better. I knew all the things that I learnt at the training, but I did
not know their order. I believe that now I will be more efficient in conducting meet-
ings. I liked the simulation exercise because I received feedback from both the group
and outside the group about how I conducted the meeting. In general, I think that
the training is short and that it should have more practical exercises, especially on
the part of decision making,” said Lidija Krstevska–Dojcinovska, “Open the Windows”.
 42
a/ Training for trainers
Objective of
the training Training courses can contribute a great deal for the development and progress of organization
Acquiring knowl- operation. Key moments are adjusting and transferring the technology, and its assimila-
edge, skills and tion and implementation by employees.
tools that would In today’s context, having a passive attitude towards training is a disadvantage. Take for
satisfy the need example the organizations that have a dynamic and active attitude towards employee
for developing training. They engage experts for planning and organizing trainings. In some cases it is
and implement- enough that they have an understanding for the need for an appropriate and specialized
ing effective personnel without which no development process can succeed.
participatory The main goal of those organizations that carry out training programs for employees is to use
methods of the existing human resources. At the same time the organization ensures that a sufficient
training/lectur- number of qualified people are employed both in the long-term and the short-term period.
ing. This actually means that the training will be most effective when it is fully integrated in the
The professional operation strategy of the organization itself. The training will have no significance if it is
knowledge as seen as an independent activity that has nothing to do with the present and future tasks
regards the of those employees selected to participate in the training.
methods of a Having in mind the attitude towards the development and improvement of the operation
participatory established in the general policy, the employee training should be an integral part of the
training, the general strategy for personnel management and management of resources used for realiza-
presentation tion of the goals of the organization.
and facilitation
techniques and Content of the training
the expertise in • Adults learning cycle; Who th
drafting training • Delivering group trainings; Activis e training
ts
zations of civic socie for
is
programs will • Methods and techniques of carrying out an and an ty orga
(man a y n
nd wom interested p i-
provide the interactive training: brainstorming, working in work is an lay
connec ), whose sco er
small groups, role-playing, case studies, key facilita ted to pe of
participants tin pr
ing tra g workshops esenting,
words method, demonstration, discussion, inings. and de
with sound basis liver-
so they could aquarium, etc.;
start working as • Use of visual aids;
trainers and/or • Presentation skills;
improving the • Skills for getting acquainted, using examples, directing the discussion,
performance constructive feedback and summarizing;
of those that • Designing a training session;
already had some • Micro learning (the participants themselves prepare a session
experience in that will be taped on a video camera)
delivering train-
ings.
 43
b/ Representing and lobbying
Objective of
This training starts from the position that the terms representing and lobbying are used in the training
regards with a wide range of activities. There are a number of definitions for represent- The objective of
ing and lobbying, but not a “right” one. It is recommended that a decision be made on the training is to
the definition to be used that is relevant for the local context in which people work and provide the theory,
that is effective as regards their goals. There are also different approaches of represent- skills and practical
ing and lobbying as regards achieving specific goals. guidance on iden-
With this training you will understand the concepts of representing and lobbying, and tification, planning
master the elementary tools for representing and lobbying campaigns. Moreover, you and implement-
will recognize the importance of applying a strategic approach in identifying issues, re- ing projects for
searching and preparing activities, establishing partnerships and alliances, and ensuring representing
an appropriate capacity in organizations in order to achieve results and use influence. In and lobbying
the end, you will have prepared realistic action plans (ones that can be monitored) for within Macedonian
the implementation phase, including the continuation and the evaluation list. context. Projects
from the actual life
Content of the training within or outside
• Defining the term, goals and types of representing; Macedonia will
• Influence and power of persuasion; be included as an
• Key factors for succeeding in representing and lobbying; inspiration.
• Identification of issues for representing and lobbying: representing and lobbying in At the end of
Macedonia (success stories, obstacles, reasons for succeeding/failing); this training,
• Strategies for representing and lobbying; the participants
• Techniques for representing and lobbying – how to approach the decision makers; will understand
• Legitimacy and accountability in representing and lobbying; the concepts of
• Legal framework in representing and lobbying; representing and
• Creating policies; lobbying, the
• Agreement methods; elementary tools
• Researching, documenting and monitoring; and techniques for
• Communicating the messages for representing and lobbying; representing and
• Decentralization in Macedonia and the possibilities offered by the civic society – issues conducting lobby-
connected with representing and lobbying within local areas (participating in the local ing campaigns.
democracy, monitoring the local government, influencing the politics,
establishing cooperation/partnerships);
for
training is
• Goals, partnerships and alliances; Who theing is for those as-
ers
• Resources and capacities for representing This train unsellors, manag
co s and
sociates, n ta ti v e
and lobbying. represe it
or future at want to comm
b y is ts th iv it ie s
lob se act
es to tho on of
themselv uence the creati
infl
that can
poli ti cs .
 44
c/ Facilitation skills
Objective of
the training A meeting in which participants take part is the model that everybody desires. Participation
The objective of creates expectations that the participants will respect the results from the meeting and
this training is will make sure that the work agreed on is carried out.
acquiring practi- In the participatory groups, every member is encouraged to talk and speak his/her mind.
cal knowledge This strengthens the group in several ways. Members become bolder when touching
and skills for problematic issues. They learn how to share their “initial” ideas. They also become much
facilitation, time more dedicated to discovering and accepting the difference in opinions and origins vital
management, con- for their group.
ducting effective In order to reach a viable agreement, members should understand and accept that the
meetings and di- requirements and goals of others are legitimate. This elementary feeling of acceptance is
recting discussions what enables people to develop innovative ideas that include the views of each of them.
towards finding The inclusion solutions are wise solutions. Their wisdom comes from integrating the require-
mutual solutions, ments and views of all of them.
conclusions and In participatory groups, members feel a strong responsibility to create and develop a sus-
agreements for tainable agreement. They understand that they must want to and must be able to imple-
an easier realiza- ment the suggestions they accept, and therefore try to give and take as much informa-
tion of plans. In tion as they can before coming to a final decision. This is highly contradictory to the
the every day life conventional assumption that everybody will be held responsible for the consequences of
and work, people the decisions made by several key people.
constantly find
themselves at- Content of the training
tending different • Introduction to facilitation;
meetings that • Basic elements of the facilitation process;
finish with endless • The role of the facilitator;
discussions. • Facilitation skills (paraphrasing, summarising, encouraging,
The facilitation gathering ideas and opinions, establishing order and balance, making space);
skills respect, pro- • Meetings: content, procedures and
mote and direct processes (group dynamics);
Who th
This tra e training
the wisdom and • Effective conducting of meetings.
knowledge that lay
in
who fin ing will assis for
is
ds him t
situatio self/he everybody
“asleep” in most n rse
everybo to conduct m lf in a
dy who e
groups. These to facil
it is in a etings and
s
skills are essential mutual ate the proce ituation
s ss of fi
agreem olutions and nd
when working in a ent for coming ing
of plan an easie to
s. r realiz an
team, a group and ation

in an organiza-
tion.
 45
d/ Presentation skills
Objective of
Your presentation skills can be vital for the development of your career, and thus for the de- the training
velopment of your organization also. Therefore, it is important for them to be constantly The objective of
improved and advanced. Not everyone can boast with a structural presentation well this training is for
illustrated with examples which not only made an impression on the audience, but it was the participants to
also so powerful that they remembered at least three things. It means that the presenter acquire theoretical
did not overlook the important things connected with the audience, the goal and the knowledge, skills
size of the presentation, as well as the use of visual aids. and tools for carry-
ing out a successful
Content of the training presentation.
• Preparing a presentation (structure and elements of a successful presentation); The basis of the
• Elements for successfully overcoming the fear and stage fright of a public appearance; novelty in carry-
• Realizing relations with the audience; ing out a success-
• Non-verbal communication (attitude, gesticulation, facial expression, etc.); ful presentation
• Using the space; is founded on
• Visual aids (selection and use); the participatory
• Using questions and answers; approach and the
• Practical part, preparing a presentation on a given subject interaction between
(each participant will get a video recording the presenter and
r
of his/her appearance). g is fo, activ- the audience. The
he trainin ts
agen
Who t s
eting
, mark everyone w er the
ho has presenter is ex-
in e r
Tra ees, eth pected to carry out
mploy ion wh ple
ists, e a presentat es (for exam ir
m a k e m s e lv o f t h e the presentation
to he y
they t activit rvice
topic is views) or an roduct or se with an interest-
er p
job int tion, a new ing and dynamic
iz a s.
organ mpany offer
o
their c approach that will
be interesting for
the audience and
will encourage it to
actively participate
in the following
discussion.
The techniques of
presenting or the
presentation skills are
the first methodo-
logical element within
the scope of the skills
at this course.
 e /
47

a n
Guid ementc
M a n a g
Guidance/management is challenging and fascinating. A manager
has to deal with a lot of different people who have their own
individual values and interests. That leads to a wide spectrum of
situations caused by internal or external forces. The added values
of cooperating in achieving mutual goals are often determined
by the way in which the organization,
project or the program are managed.
Achieving mutual goals
requires a suitable and
timely management.

“Having in mind my whole

experience until now, I can
say that I really needed a
training such as this. With
this training I acquired
new knowledge that I
have already started to use in managing the
ensemble,” Dragan Georgiev, Folklore Ensemble “Bucim”, Radovis.
 48
a/ Organizational management
Objective of
the training The training for organizational management and development will provide you with the
The objective of knowledge and skills necessary for managing an organization, organizational changes and
the training is the development.
to strengthen At the training you will acquire the knowledge on a set of tools used for analyzing an or-
the awareness ganization and the context in which it operates, as well as the tools for development and
as regards the strategies for organizational changes.
significance of
establishing Content of the training
an appropriate • Managing an organization;
internal or- • Institutional analysis: analysis of external factors and players in the field of operation;
ganization that • Organizational analysis;
will respond to • Integrated organizational model;
the challenges • Strategic management;
brought about • Organizational structure;
by changes in • Systems and procedures;
the environ- • Organizational culture and organizational study.
ment.

Who t
The tr he traini
n
manag ning for or g is for
ai
e ga
for mo ment and d nizational
d e
of the ern manag velopment
c er is
the en hanges and s who are a
vironm c h a ll ware
develo e e n
p thei nt and inte ges in
r orga
nizati nd to
on.
 49
b/ Advanced management
Objective of
The success of a company is directly connected to the ability of its managers to encour- the training
age the best in each employee, to get the maximum out of the team as a whole, to The objective
perceive the threats in the environment in time, and apply appropriate approaches for of the training
organizational adjustment and changes. is to increase
At this training, experienced managers can refresh their thoughts, learn new techniques the participants’
and skills, and share experiences in a flexible learning environment. MCIC offers a set understanding
of modules on several topics: leadership, skills for managing and making decisions. of the role of
The training provides working on the topics and practicing the skills even more than in the manager and
previous trainings. his/her skills,
to improve the
Content of the training managers’ abili-
• Managing and governing an organization; ties to motivate
Leadership and develop the
for
• Team building;
e tra ining is
rs of
team members,
• Factors that influence the effective team work; Who th g is for leade ith
inin rs w
to improve their
• Leadership theories; The tra ions, manage nage- self-conscious-
n iz a t in m a
orga nce
• Leadership styles; r t a in experie ho want to ness, self-con-
c e sw .
osition g skills
• Differences between a leader and a manager; ment p heir managin fidence and
e t
improv
• Assessing the management roles and skills; management
Management skills skills, and to
• Strategic thinking; enable them to
• Governing changes and leading a company that is learning; use management
• Communication skills and providing feedback; tools and tech-
• Methods for delegating; niques for mak-
• Managing divergent expectations; ing decisions
• Confidence building; and building an
• Presentation skills; effective team.
• Negotiation skills;
Making decisions
• Facilitation skills and conducting meetings effectively;
• Making decisions in groups;
• Encouraging employee participation;
• Tools for making decisions based on information and analysis: SWOT, PERT, cost benefit
analysis, cooperation matrix, etc.;
• Organizational culture and organizational study
 51

Co n c e p t
Tra i n i n g s
There are always other topics, besides the previous seven, that we
can improve on. In this publication they are called specific con-
cept trainings.
MCIC offers the training on gender relations as a part of those spe-
cific concept trainings.

“Gender relations and the devel-

opment are a completely new
approach. The training helped
me learn to recognize things
and relations. I believe that
the most useful thing in
this training is that it can
be applied in the everyday
activities of “women”
citizen associations and
in the everyday life of
every woman. Organiza-
tions should include the gender component in
their programs and their operation in general more obviously,” Svetlana
Janeva, Association of the Women Organizations of Macedonia (SOZM).
 52
a/ Gender relations
Objective of
the training In many societies (communities), the stereotypes regarding the household structure and the
Developing the gender based division of labour in it are viewed as a reflection of the “natural” order of
awareness as things. Consequently, the state and the family strengthen this order via the legal and educa-
regards con- tional systems, the media and family planning programs, without acknowledging that, within
cepts of gender the family, the woman is in a subordinated position compared to the man.
equality, i.e. The training will provide the participants with an opportunity to become aware of the main
understanding concepts on gender relations and development issues, it will enable them to recognize
the system of gender relations and their social determination, analyze different approaches implemented
roles and rela- in development programs, recognize stereotypes, prejudice, norms and values within the
tions between society and the potential for making changes, as well as analyze projects/programs from a
men and women gender perspective.
determined by
the political, Content of the training
economic, social • Social origin of gender relations;
and cultural • Historical aspects of Women in the Development and Gender and Development Approaches;
context. • Gender relations, stereotypes, norms and values within the society;
Acquiring prac- • Gender based division of labour;
tical knowledge • Resource/approach profile and control;
and skills for • Relations of power;
using tools for • Practical and strategic gender requirements/interests;
gender analy- • Introduction to women’s human rights, equality and non-discrimination;
sis and their • Gender concepts at the level of general politics, systems, procedures and programs;
implementation • Including the gender perspectives into the main social flows (mainstreaming).
in planning and
carrying out
Who the
projects. Activists training
o is for
Recognizing and tions an f civic society
d any in organiza
and wom tere -
understanding an) invo sted player (m
attitude lved in c an
s as reg h a nging th
the need for ity and ards gen e
in der equa
of gend implementing l-
including the er equali the con
ce
projects ty in de
a velopme pt
gender concepts sion in nd processes, a nt
differen
t strateg nd their inclu-
in the main ies and
plans.
social flows.
 53

A I N E R S
TR
 54

ment of its team of consult MCIC looks after the develo

ants by providing continu p-
knowledge and skills, and ous improvement of their
monitoring the internation
sponding field through atte al trends in the corre-
nding trainings and semina
of MCIC personnel have gon rs. Trainers who are part
e through intensive trainin
cover in eminent interna gs in the fields they
tional consultancy firms:
ment Foundations – the Net Management for Develop-
herlands, INTRAC – Great
The consultants have Britain, etc.
many years of experience
as well as corresponding in delivering trainings,
experience in the specific
teria for the trainers to qua fields. One of the cri-
lify for entering the MCIC
years of relevant experience team is minimum 3
. Each trainer has comple
trainers in order to improv ted the Training for
e their capacities as regard
ings and facilitation skills. s delivering train-
They have advanced skills
ing trainings and signific for deliver-
ant experience which, bes
trainings, enables them to ides standard
prepare and carry out trai
specifically designed accord nings
ing to the requests
of suppliers.

s gender and
of trainers is diverse as regard d value and
The MCIC team trainings adde
which gives the rds the issues
ethnic affiliation, streaming the trainings as rega
contribut es to
such as gender
m ain
rsity.
and cultural dive gs in Saso vski
The MCIC team
can carry
nian an
ou
d
t
in
train
En
in
glish Kleko
Macedonian, Alba
language. Saso Klekovski is the executive dir
experience is 16 ye ector of MCIC. His
ars of work in mana Emina N
within the civic socie ge rial positions
ty sector. At the en 2001 as a
beginning of 90s, he d of 80s and the
was the president of Democrac
of Medical Students the Association
and the Association institution
University "St. Cyril of Students of the
and Methodius". In environme
of the founders of MC 1993, he was one
IC and, from 1994 on legal and f
executive director of wards, he is the
MCIC. Since 1998, he their involv
tive of the Macedonia is a representa-
n Enterprise Develop promotion
He is a member of sev me nt Foundation.
eral committees in her. She ac
abroad, previously th Macedonia and
e Executive Board of the Civic So
Open Society Institut the Foundation
e – Macedonia, and associate in
ment Board of Trans no w the Manage-
parency Macedonia the NGO Fai
Advisory Committee as well as the
of the Danish Churc noska delive
understanding and h Aid. He has deep
knowledge of the org management
institutional position anizational and
ing of the civic socie December 20
in Macedonia. He ha ty organizations
s experience in evalu leader engag
tations, including org ation and consul-
anizational and pro (EAR) project
and evaluation, which gra m assessment
he acquired in missi Civic Society
nia and the Balkans on s in Macedo-
, as well as in Caucasu Macedonia", w
central Asia (Kazakhs s (Georgia),
tan, Kyrgyzstan) an Cooperation w
d Romania.
 Suncica ka
Fatm ir Bitiki is cu Sazdovs
for Organiz rrently resp
ational Dev onsible for
elopment o the Program
Society and f the Playe Suncica Sazd
is a trainer rs in the Ci ovska has b
active in dev at MCIC. In vic
eloping the recent year 1998. She een engaged
capacities o s, h e w as is a part of the in MCIC sin
nizations in f civic soci responsible middle man ce
Macedonia et y o rga- fo r m ag em ent and
During the and the nei anaging th
8 years he ghbouring democracy e civic soci
has worked countries. programs. ety and
attended a in MCIC, he organizatio She was ac
significantl h as n al tively involv
connected y large num strengthen ed in the
to a more ef ber of train tions in Mac ing of civic
fective oper ings edonia thro society org
developing ation and their carryi ugh develo aniza-
the civic so ng out. Her ping trainin
As a trainer ci et y as a whole. key qualific g s and
in MCIC, an ing Project ations are:
d o th s and Progra M an ag-
institution er organizat Projects an ms, Monito
s as well, h ions and d Programs, ring and Ev
rainings in e has deliv In st aluating
a number o er ed around 100 O rganization it u tional Devel
f areas. al Strength opment an
n 2005, he Human Res ening, and d
and Helen o u rc es Developmen
Denmark) d Sp ringal from . t of
eveloped a COWI a/s Sazdovska
Manual for has built st
vic Society Fi n an le aders of th rong connec
Organizatio ci al Viability e civic soci tions with
livered a n ns in Maced of ety commu the
umber of tr o n ia and they Sh e co ordinated a n ity in Maced
ciety organ ai n in g s on the sub n et w o rk of 15 civi onia.
izations fro ject of civi organizatio c society
m the Repu c ns working
blic of Mac the Kosovo o n the human
edonia. refugee cris itarian aid
role of a fa is in 1999. during
cilitator in Sazdovska
establishin h ad the
Platform of g the Civic
Macedonia So ci et y
Society Foru and at the
m in Maced NGO Fair -
onia. Civic
ged in MCIC s
Sa zd o vs ka has been enga
Suncic a agement an
si bl e fo r th e Program e is a pa rt of the middle man
currently respon Civic 1998. Sh the civic societ
y and
Fatmir Bitiki is lo pm en t of th e Players in the re sp on si bl e for managing y in vo lved in
nal Deve he was e was activ el
for Organizatio In re ce nt ye ar s,
democracy pr og ra m s. Sh
org
ainer at MCIC. of civic society
andar Krza
lovskSo ciety and is a tr ci tie s of civic society or
ga-
ni za tio na l strengthening ni ngs
i has ebee e ca pa or ga veloping tr ai
d in MCIC si in ndeveloping th ouring countrie
s. onia through de
nce 199ac5tiv
. e ns edonia an d th e ne ig hb tio ns in M ac ed
ifications ar e: Ma
middle man
agementnian zaHtio is ainparMact ed in M CIDC,imhe ce ha
M s
it re ca rry in g ou t. Her key qual alu
ars he has wo rk ski has beenth ei r itoring an d Ev
rams directe Du d re
rin thoen8siye
g sp b le m be r 199tr4ai. ni
of H engs
Fatmir engaged ts
ec in an d Programs, Mon
d towards re
a ssignificantly
larg e nu is a part of the ing Pr oj M CI C since l Develo e pm
mmunities laed
tion renspan middle man d Progra ms, Institutiona
eat experie
and the Bat tend
alkanec
co nn s.te d al
Krz toovsa more effectiv
e op er at io o ndsible
me.ent. He is
Bitiki
for managin Projec
g the Devel
ts an ag em
l
ent and
St re ng thening, and De
velopment
nce in coord ki a wh ol actively invo Organi zao p
tiomna
ent Depart-
inat g anthdemcian vic society as lved in buil
projects an deve inng
lopi or gani ties
zatio theanlodcal se
of ns dinsogurthcees.ca
Re
d program CIC,ag in
angd ot he r lf -governmen Hu m an paci- ng connections with th
mulation, m dinrginidMen
s (iantrclaiune tharroou
ugnd h d10 0 t in sonbu ilt stro
onitoring As ti fi ca s de liv er ed ev el o p Sa zd ov Mac
sk a ha
ed Mace
anst atioasn)we
ll, he - ha in g trainings ia community in
re are proje
cts and pro in d itu aluns
evtio
ambe o n g ar ea s.
His key qual
if ic at
and thseiof
le ad er r th
ca eyicinvic society
rr so ci ety
m r of ions are: M g out. 15 civic
ian operatio gairanimng ithainnu
s swin PmroCO
graWmIs,a/Ms on anaging Pro d a network of
ns and actrti the lalerg
d He n eSp rin ga l fro it oring and Ev Sh e co or di na
je ct tes and manita ria n ai
arget group vi20ties
05th at an
, he included a Manual forPro grancmia Viability of
s,l St aluating Pro wo rking on the hu
s (for examIn Fina ra te g or ga ni za tio
je ns
ct s d 99. Sazdov sk a
es and form pleen, mtharek)rede veloped Eco om iaicanDdevth ey ic Planning, Action P vo refuan gee crisis in 19
er combatan (D ligious
ni za tio ns in Macednon el o p m en th e Koso lans for Lo
ca the Civic S
in carrying Citsvi).
c SoHecihetasy Or ga
s
conth
on n ec
e su
ti obj
n ect of civic Mitreski is buofildainfacilitator in establis ng
s
t. l hi
out trainin ber of training organ w ith m role g strong O Fair -
gement (PCM gdes liv
onerPedrojeactnum pu bliz
icatof
io M acedonuian.icipalities and thrm e of M ac ed on ia and at the NG
the Re n of municip Platfo ationaln
nagement
), Log Fram
so ppyrooracga
e ciAet nizations from coordinated alities (ZEL in Macedonia.
and Budget h, a network o
f 2 SoS,ciAetFOy ,Fo DKmOM
Aru ). He
Resolution in g , and Techn ti ons workin 2 ci vic society
and Mediati iques g on the hu organiza-
o n. Kosovo refu m an it arian aid d
from 2000 gee crisis in uring the
to 2005, his 1999. He h
ojects/prog experience in the field as great ex
rams was im in of water su perience
proved by an nities in M pply and sa
n an evaluat ac ed o nitation of
ion miss n ia commu-
 C traini ia. f Maced
number of f Macedon Platform o
delivered a e Republic o cedonia.
anizations
fr o m th rum in Ma
Society Fo
society org
Fatmir B
itik i is curre
for Orga ntly res
nization ponsible
Society al Deve for the
and is a lopmen Program
trainer t of the P
active in at MCIC layers in
develop . In recen the Civic Suncica
nization ing the t y Sazdovs
s in Ma
cedonia
c a pacities e ars, he w 1998. S
he is a
ka has b
During of civic as een eng CIC since
the 8 y
e
a n d the n
e
s o ciety org respons p a rt of the m b e
ageednin
e n gagMeCdI in M
attende a rs he has ig h b ouring a - ib le for man Mitresk le mana id
i h
d a s C s inement and
d a sign worked
in
countri
e
democra D imceaging the of the mgid emdelentmaanag ce
connec if ic antly la M CIC, he s . c y program e is a partivic so c n d ent Depar
ted to a
m
rge num
b e
heans organiz
a t 1994.s.HShe was nagincgieth tyeaDnedvelopm
develop o re effec e r
aelovskoif htra s
a in b io nal stre sible for m acatively e cap
ing the a n d ativ
r e rz
K o p ings a part tions in re spnognthening inlvveodlvin building th
c le
iv k s
A ic society ra t io . H e is M a cedonia actoiv ly
f ceivic sin vo e d in donia
As a tra
iner in since 1n9a9n5d their ca throHuegis oc
th
nt in Meace
institut MeCnICg,aaged in MaCsICa whole. ent and responsible rrying o ment. h decavlelo se lf -goveierntymoe rganiza-ir carrying
ions as n d othle anage m ing Pro u t. H f the lo p ing raings and the
training weollf, thhee hmas
idd er m org anizato tiownasrdasnrela
tions jects an tieseor key qualilofiping tratin in ings an
d Projects an
e d d P d e ve cations
s in a n
u mbfoerr pof ro g radm e sli d
v ir
e e
re
ct
d arouth da n s. K rz a lo vs ki P ro je c t s a n
ro
th g
ro u
ra g
m h
s , M o n s a a
re : :MMaannaaging
re
In 2005 area ities and nd 100 e B a lk
maOnrg aga in g d P ro gramiss, key quali ring andn it
fi ca
o ti o g - Projects a
, he an
d Hele hS commsu. n rd in ating and nization H Institut n g a nEdvaElu vaaluating
(Denma witn ence in co o
eHntifica - a l Strengt grams, Mo al Deve io n it o ri t in g lans for
rk) deve prin
lopedhaas a gregaatl efrxp omeriCOW m s (i ncluding id uman gResourc Prohening, P lonpnmin
la e gt, Action P
n
ivic Soc Manual jects andI paro g ra a n te
StrdaDevelopg ic a n d uilding st
/s S) amon es.
Programs, itoref ski is b
iety Org
anizadtio iffe rent pfo ror Fina g a n d evaluationazdovska ehas m e n mt.eM n t
elivered ns in M lation, m n cia onl it
Viao ri n
inadtherse larg built st nomic Deve lo p the natio
a numb
e r o n , fo rm aucedon bility ograms withle
p ro f o f t h
ro
Econg conn m u n ic ip alities and
ciety org o ti
f trainin ia ndctsthaen d d e civic so e
ioncstio h
wnits w , AD
anizatio gs n tare proaje aSthine cclouodrde Aleks cotny nceoct
cie ithictiphaelities (ZELS, AFO
ns frowmhich theore he subje ns aynd activities th in a m u n
Krza andar
ted a n m m
the R p an operaticot of civic eorergliagnio us etwoorkrganizatiuonnitoyf in Mace f 22 civic society org
humanitaeri ublic of example, th t izations of 15 civ network doonia.
sensitive ta
M uap s (f o r
rget gro cedonia.batants). HehehaKsosovo
w olovsk
rk ing on coordina
the hum
te d ica society
e humanit
arian aid d
urin
s and form
e r co m role ject
ings on Pro of a facilitat
re fu g e i
e crisis tions work arian a a n in
it g o n th
dinuri1n9g99. H
e has g re at
communitie o u t tr a in o
in 1999
. S a g e e cr isid
is
ita n o
ti o
in carrying ame Apptro
Pla foarm ch, r in est Kosovo refu
ablishin
zdovska
hradsutphpely and san
experience C M ), Lo g Fr
S ndtyTechn
of Maucees
iq d onia an in the field g t h o
e Civic f w a te
gement (P ng,oacie
Cycle Mana e n t a nd Budgeti
Forum in
M a c
d at the
Nin
G O MFaace
So
doniaciety
l M a n a g e m o n . e d o n ia n it ie s ir - Civic
Finan ci a ia ti .
n and Med rience in
t Resolutio 5, his expe
for Conflic 2 0 0 0 to 2 0 0
an
In the peri
od fro m proved by
ro g ra ms was im nia,
project s/ p in Mace o d
ndar Kr
zalovski managing e va lu a ti on mission
Dimce i
an
in MCIC has beeengagement in
since 1 n te Negro.
Mitresk
995. He Serbia and M o n
ddle ma is
nageme a part
ms dire nt and Dimce M
cted to respons itreski h
w a rd ible 1 as been
munitie s relatio 994. He
s and th n s is a part engage
e B alkans. re sponsib o f the m d in MC
experie Krzalov le id dle man IC since
nce in c s k fo r m a agemen
ojects a oordina i ment. H n a g in g
nd prog ting an e is act the Dev t and
rams (in d mana ties of ively in elopme
ation, m c lu ging t h e volved nt Depa
onitorin d ing iden lo cal self in building rt-
are pro g and e tifica- through -govern the cap
jects an v a lu ation) a d e v eloping m e nt in M a ci-
operatio d progra mong His key training acedon
ms with qualific s and th ia
ns and in the larg Program a t ions are eir carr
et grou activitie e s, Monit : Manag ying ou
ps (for s that in oring a ing Pro t.
nd form e x a mple, t c lu d ed P ro g ra m n d jects an
er comb he relig s , Strateg E v a lu a t d
ious Econom ic Plann in g Proje
arrying atants) ic Deve ing, Ac cts and
out train . He ha lopmen tion Pla
ings on s c o n nection t. Mitre ns for L
nt (PCM Project s with m ski is b ocal
), Log F organiz unicipa uilding
ement a rame Ap ation o lities an strong
nd Bud p ro ach, coordin f municip d the n
ution a geting, ated a n alities ( ational
nd Med and Tec e t w ZELS, A
ia t h n iq u e t io n s w o rk of 22 FO, ADK
m 2000 io n. s o rking o civic so OM). He
to 2005 Kosovo n the h ciety org
/progra , his ex re fu umanita a n iza-
ms was p erience g e e crisis ri an aid d
improve in in the fi in 1999 uring th
evaluat d by an e ld o f water . H e has g e
ion mis nities in supply reat exp
egro. sion in M a c edonia a n d e ri ence
Macedo sanitatio
nia, n of co
mmu-
 Civic
in e r in the 2000.
a tr a since
b e e n M C IC
has nt of and
t i n a Ciceva cy Departme ministrative Train
Miodrag Valen and Democra ertise are: Ad raining for
Societ
y
lds of
exp ills, T al
Kolik fi e a t ion Sk Instit
ution
e r m a i n
, Fa c il it
o p s , in g, and
r a iner in H
p e ration d W o rksh e n g then
t O an St r
been
a
ince Office tings ional
o l ik has Department s c ti v e Mee O rg anizat d
rag K re: Ef fe an d ng an
t
Miod Developmen f expertise a stitutional o p ment e m ent. n t traini r
OS ) , De v e l
Ma n a g
diff e re ee uns
the M
CIC
in fields
o
( P C M ), In en in g (ID/ n- je c t Cycle e u se of w h ich sh oc
a ent th si o Pr o t h ug h pr
His m agem Streng in the Deci led in s thro rning
2003. cle Man iz a tional tio n S h e is skil e c h nique in t he lea targ
C y a n a t s n t
Projec
t
a n d Org c P a rticip s o f s e n tation rti c ipant g d iffere
opme
n t Civ i
senta
tive pre ent of
p a
in tra
inin peop
Devel n nin g and re pre a - o lve m e n c e g p eople,
a t inv eri un al
gic Pl traini
ng presen as exp en, yo s, loc
Strate ro c ess. i e n ce in u rs and re on g C ic eva h i e s, wom a n ization
P pe r en e ss tr r it o r g an d
Makin
g
has ex nt, entrepr ns. Hi mino ciety tions
ra g Kolik rn m e an izatio hn iques i
n ethnic s , c ivic so a l a ssocia
Mio d e o rg e c litie u r
lf-gov ociety ethods and
t
disabi agricu
lt
cal se civic s volvin
g
ents,
the lo fe ren t
fer e n t m
u gh in
gov e r n m
of dif of dif g thro eurs.
tives h e usage fu l learnin ltural, e n trepren
is t es s u
point e succ ulti-c
r t o ensur f u s e rs in m
ord e o us
oups religio
ent gr multi-
differ a n d
ethnic
multi- ts.
nmen
enviro

k has been a
trainer in
pment Depar
tment since
elds of expe Valentina Cic
rtise are: eva has been blic
agement (P Society and acitra t e
ai nfoerr pu
Democracy n asso in th
CM), Institut
ional Daepartmentield of e Civic
Organizatio
nal Strength
Her main fi
eladshof as ex been m a in f of MCIC sin
ce 2000.
vsrak pertis Heer ns
and Civic Pa en ing (ID/OS)
,
OfficoevO
a k lepe ti on c e 1996. arue: b li relaintiisotrative
Ac dm
rticipation in J in , Fa and
Gonce Effe IC s cilitattihon p
the Decision
- t ctthiveeMMCee ti n o n s . As e Skvilelslo, pTrinaigning fo
ns a gsi
t and Wor e
in d s, In lic r Trainers,
relatio Devel ic rela
blen olved kshop
xperience in
training repr rt is e is oppum t an
b e ed n O inrgvan iz g s o n pubstitutional
expe Projec at n
nment, entr esentatives
of sthCye hclaes Man out trainiional Strengthening,
epreneurs an
d representa- assoShciaeteis, gag
arryin ement.
and
ic society or
ganizations. a m s asknildlecd in 3th. e use tr a i nings
r
g esen ce 200 ofatdi s
His strong propr ta l ioffnerentretrnai
different met
tiolvns
sitinon techpnuiq blue ic sreth e t ning an und.
hods and te lavo
rein h e h dhifwf hich us backgdro
roitug
ssful learnin chniques in em en
o
ntil n ofutpa
wt , t
peip p
oan le w
religio eaen
sh su socia-
, assth
sre
g through in
volving UCipceuva b yrtic ts in a n d
th tio n e
h rieex d operien cultural e learrgnainngiz pr
ers in multi
-cultural, e re caras hn i ce
c , in trainin o c ie t y o
s
ocoesf ss.tate .
w
ethnic minoral, e t s g differnentattta iverg neurs
i-religious
u c ation ities, iw s tom
s f c,ivic
oen e p r e se etntgr
r e preps
ou :
disa d
e bilities acti v yo un ,g r d e
e
y we,r civic uso orkers pernop len, tpeanop
goveTrn hem ltciuret alywor galfn-iz e me rainleinw
vio gitahnd
ric
gagricu cal se g oat n s, t ants
ons
tire
en ots
f a
,
h eltur
loal associeat d iffe r elo
n t
ca l se lf
h -e particip
entrep s , t s s io n s an g e t
neuurs ti.on he u chaldle
n
instit ning s which
g t h e trai q u e s ro cess.
Durin hni ing p
Valentina
n t e c le a r n
tatio the
presen ve them in
and in
vo l
Ciceva

a has been an
as sociate for
p
 t ge o thr en
the usa arning governm
point is su ccessful le cultural, reneurs.
er to ensure ers in multi- entrep
ord s of us
t group religiou
s
differen an d multi-
th nic
multi-e
on ments.
envir

Gonce
Jakovleska
lic
for pub
n an associate
has bee of
in field
J a k o v levska 1 9 9 6. Her ma tio ns
Gonce t the MCIC since s the public rela
s a n s . A g
relation c relatio develop
in
ert is e is publi n in v olved in ub lic
ex p s be e n p
c ia te , she ha o u t tra inings o
ass o arrying
s and c
program 003. inings
io n s since 2 c re la tions tra
rela t e publi nt
now, th h differe round.
Up until y p e ople wit io u s backg -
rried ou
t b d re lig associa
were ca , c u lt ural an rg a n iz ations,
n ic ty o
nal, eth ic socie s of sta
te
educatio t iv is ts of civ p re s entative re neurs.
ere a c ers, re entre p
They w ltura l w o rk
men t an d
f agricu -govern training
and
tions o e lo cal self re nt ants
ions, th
ses dif fe particip
institut ing s h e u
allen g e t he
the train hich ch
During te c h n iques w g process
.
e n tation e le arnin
Emina inoska
p res th
em in
olve th
and inv
ovski is the executive Nured
director of MCIC. Hi
s 16 years of work s
in managerial posit
ion s
Emina Nuredinos ka has been working
ivic society sector.
At the end of 80s 2001 as a project in MCIC since
f 90s, he was the and the associate in the Civ
president of the As Democracy Departm ic Society and
tudents and the As so ciation ent. The focus of
sociation of Studen institutional deve her activities is th
ts of the lopment and creat e
t. Cyril and Method ion of an inviting
ius". In 1993, he environment for th
ers of MCIC and, fro wa s one e civic society orga
m 1994 onwards, legal and fiscal fra nizations, but the
ector of MCIC. Sin he is the mework for civic so
ce 1998, he is a rep their involvement cie ty organizations,
acedonian Enterpris resenta- in creating policies
e Development Fo promotion of the an d the public
er of several comm undation. civic sector are of
ittees in Macedoni her. She actively pa a sp ec ial interest to
usly the Executive a and rticipated in the pr
Board of the Foun the Civic Society Pla ocess of establish
dation tform of Macedoni ing
nstitute – Macedo a, and as the
nia, and now the associate in charg
Transparency Mace Ma nage- e she is a part of
donia as well as th the NGO Fair – Civ the team that orga
e ic Society Forum in nizes
ittee of the Danish Macedonia. Nured
Church Aid. He ha noska delivers train i-
and knowledge of s deep ings on representin
the organizationa management in th g, lobbying and go
l and e civic society orga od
sitioning of the civ nizations. From
ic society organiza December 2005 to
He has experience tions September 2007,
in evaluation and leader engaged in she was the team
ng organizational co nsul- the European Agen
and program assessm (EAR) project "Tec cy for Reconstructi
ent hnical Support of on
which he acquired th e Department for
in missions in Mace Civic Society of th
ans, as well as in do - e Government of th
Caucasus (Georgia) Macedonia", within e Republic of
akhstan, Kyrgyzsta , which the Strateg
n) and Romania. Cooperation with y for Government
the Civic Sector wa
s prepared.
 nia and th e acquired sment EAR) proje ean Agency
e Balkans, in mission ct "Technic fo
central Asi as well as s in Maced Civic Socie al Support
a (Kazakhst in Caucasus (G o- ty of the G of the De
an, Kyrgyzs eorgia), Macedonia overnment
tan) and R ", within w of the Rep
omania. Cooperatio h ich the Str
n with the ategy for
Civic Secto
r was prep
a

Tanja Hafn
er Ademi is a
internatio project ass
nal and re CIC since
programs gional pro
g
ociate for
a ha s been working in M
and project ra ms. uSre hedmin sk
anoages
s focuE sem ina N c SocietyNanadme and s
re ct dor
evofeloMp CIeC.n His
m d on the ci ect asso ci ate in the Civi the urname
i is the executiv ager
e di
reia ti on
t
s
on the Balk 2001 as a pr ic society
a ns.
oj
v
focu s of her activiDtiaes nieisla Stoja
sp lopo si
nsibility is Since 2003De ent. Th e n ova
years of work
in man
d thethe coordinaDe ocracy , pa hertr pmrimary of an M inilvikating MCIC
e enCivd ic
of S80
o sean
ci ty tiomn of the ve lo pm en t and creation Miova
t th e
sect or . At th D e ve lo p st it ut io na l
B de
alk a n Networksofociety orga ni za ti onM s,
ir ja bu
na Kunovsk M
ociety Coope e Association ment andinth e civic r
CIC
president of thration beof twethen e Progen
ronm ratmfofor rthCross Bo r civic society or Ale gakni zations, a
s, he was the hneaofdqSt rteen
uaud ts e M a ce d o en vi
nia, Alban eworkrdfoer
sa n d a r Gumberovsk M C IC
ents and the
Associatio
MCIC
rs for the
as on S ecr eta le ga l an diafiascnald Kfroamso v o . po lic ie s an d Bilejapu
th n ablic
S te v
i E x te rnal
Th, he w riat of the t in creaTtihng an
M et
. 93
hodius". In 19 is informisalthnetwork ei r in Balv
vo lkeman en N e
e
sp ec l in
Ziaark o te rest to ovska E x
Cy ril an d organizwards, he th
consists o tw o rk is inor ar e of a K o n e si te rn al
C an d, from 1994 on ations fromenth e om otf io
12n ciofvicthesocivic sect pr oc JosvaofnaesTta
es blishing E x
of M CI ta - re g pr
ion. Tanja ci e ty th e re nce te rn al
years o is a repres
nce 1998, hef practical eda Ha ertiAve participated in e vska
tor of MCIC. Si as anloapm Fo un rie.nce in loher. Shefnac
xptieon delymi has 5 M ac ed onia,Kan elm d easndthZajazi External
en t
ctivist, a co bbying anSociety Platfo rm of ze s
edonian Ente
rprise oDeve o the Civic d representing is a part of the Lteilam janathAatlceorvgani External
rganin
es iz aMtiac
o ned
s, onia anrddinator for inte rn a ti ar ge sh e N
a edi-
ur
ra l co m m it te an d w a s so ci o
atnea linci ch
v ic M Maca ed
ri jaon
n ia . E xternal
er of seve Executiof undationelected a memb as society ciety Forum in a Ivanova od
ut iv e Bo ard ve th BoeaFord o f A eNrGOo f Fa
th ir
e – Civic So M a,rilo
o bb yi ng and go E
usly the Ex ec twice. Sdhenow the Manag m nee- sty Intern th e enti ng V elk ik x ternal
ed on ia , an completed ational – Slivers trainings on repres Ne ons. oFrvom
M ac sk a de lo v enia, organi d
zaa tiM Ex
Institute – Internatioas well as thethe post-graduano aleska-Sacm ternal
sp ar en cy Mac edonia nal Relations a ep
de n m
te stag
an udemiesenotnin the Tanja
civic society
07 , Nshikeow linasa thK e
e team aroska E x te rnal
Hafner
f Tr an C e ntral EuchroAi He ha s d E uropean S be r 20 n in g
th e Dastnish Chur ped.
an Univers tucediem sbeatr 20th 05 to Septem Flocy renfot rBRe construction E x te
it te e of an d
it y in Budape De e an Ag en a jr a m rn al
mm rong poin zacltional pe i
Ademi
d in the Euro
ecoof the or gatsniin ude thetion st, Huerngen ga. ge pa rtment for
d kn ow le dg e x s le ad a ry H e r t of th e De Ex te rn a l
ng an mbinedsowciitety organiza cellent acad Suppor
in g of th e civic h the skills
fo ul - emAR
(E ic)bpra oj
ck gecrot "Technical th e Re pu blic of
positi on analysis, a uation and co r presenta ns u nd vernment of
rience in eval strong pra tion and So
Civic stra etgy of the Go
cite gy for Govern
ment
a. He has expe regardingddpr evog ra m as
ct
seic
ssaml en
e xpt eri
e n ce a n
ic
ithi n w hi ch the Strate
zational an e lo ping, strenedo- d k
acned
owon lediage ", w epared .
luding organi civic sociin s in Mac gthening and nM Sector was pr
he ac qu ired etymse sion
isct o r in th e
Co tw
op oer
rk at
in io n with the Civic
tion, which e B),a g of the
asus (Georgia lkan region.
Ba lk an s, as well as in Cauc an ia .
e d Rom
Kyrgyzstan) an
a (Kazakhstan,

Other trainers/consultants
rname
Name and su MCIC
ova
so ciate for Daniela Stojan MCIC
i is a project as
Hafner Adem ms. e manag
Sh es Milka Miova MCIC
onal progra vska
ional and regi vic society Mirjana Kuno External
ts fo cu sed on the ci mberovski
ms and pr oj ec
, her primary Aleksandar Gu External
Ba lk an s. Since 2003 for ovska
pment on th e lkan Network Biljana Stevan External
e co or di na tion of the Ba rd er
sibility is th for Cros s Bo Zarko Konesi External
pm en t an d the Program Th e vska
ociety Deve lo
ia, Albania an
d Kosovo . Jovana Trence External
ac ed on
ration betwee
n M Network in is Kelmend Zaja
zi
External
Se cr et ar iat of the Balkan
e ciety va
quarters for th of 12 civic so Liljana Alce
External
in fo rm al ne twork consists Ad em i has 5 ijana Ivan ova
. This Hafner Mar External
e region. Tanja
nization s fr om th
ng and re pres enting Mario Velkovik External
pe rience in lobbyi ciety -Sacmaroska
s of prac tica l ex
ional civi c so Neda Maleska External
or di na to r for internat ng
n activist, a co
a member of
the Nikolina Keni External
izat io ns , an d was elected l – Slovenia, Florent Bajram
i
an y Internationa
of Am ne st
cutive Board raduate studie
s on
Sh e co m plet ed the post-g ies at the
ce. pean Stud
io na l Re lati ons and Euro un ga ry . Her
ternat pest, H
ro pe an U ni versity in Buda ba ck ground
ntral Eu academic
e the excellent
 ПРИЈАВА ЗА ОБУКА
1. Јас _____________________________________________________________, се пријавувам за обуката:
(име и презиме)

1
2
3
4
5
(одбележи со X во третата колона)

2. Јас прифаќам дека патните трошоци ќе ги покријам во целост, а трошоците за обуката ќе ги покријам на
следниов начин:

1 партиципација (цена за членови на граѓански организации)
2 котизација за обуката
3 котизација за обуката со дневни трошоци
(одбележи со X во втората колона)

ПОДАТОЦИ ЗА КАНДИДАТОТ

Име и презиме: Пол: Женски Машки

Државјанство: Етничка припадност:
Датум и место на раѓање: Возраст: години
Број на лична карта: (ЕМБГ): Дали сметате дека имате пречки или хендикеп:
Сегашна адреса: Да Не
општина: пошт. бр. Ако да, која е природата на Вашите
Контакт тел: факс: пречки/хендикеп?

Тел. на работа:
Е-маил:
Дали може да Ве контактираме на работа ? Да Не

( ј
Назив на образовната установа Степен на образование

Ј ,
Податоци за организацијата Позиција и одговорности
од: назив:
до: сектор:
од: назив:
до: сектор:

Пополнетата пријава пратете ја по факс: 02/3065-298 или по пошта на адреса:

Македонски центар за меѓународна соработка, ул. Никола Парапунов бб, п.фах. 55, 1060 Скопје
 Која е Вашата функција во организацијата која ве предлага:

ј :
Назив на органзиацијата Активности, Ваши задолженија

Потпис на кандидатот

ПРОФИЛ НА ОРГАНИЗАЦИЈАТА
(пополнуваат само кандидатите кои во пријавата одговориле дека трошоците за обуката ќе ги покријат со
патиципација-цена за членови на граѓански организации)
ј

(целото име на организацијата на македонски јазик и вообичаениот акроним)

ул. бр.
П. фах , Општина , П. број
Тел. , Факс , е-пошта

ј :

граѓанско општество финансиски услуги локално
човекови права наука регионално
рурален развој/земјоделие Врабо./генерирање на приходи национално
култура и уметност меѓународна соработка меѓународно
екологија итна/основна помош (одбележи со X во колона)
здравство социјална политика
образование стопанство и економија
туризам и услуги _____________________
спорт и рекреација _____________________ Број на членови _______
(одбележи со X во колона) Број на активни волонтери _______
Број на вработени _______

општа целна група жени

:
стари лица хендикепирани
младина и студенти деца Буџет 2006 година: ______________
експерти од одред. област бегалци План 2007 година: ______________
селани претприемачи
невработени националности
(одбележи со X во колона)
Име, презиме и функција на овластено лице

, 2007 година М.П

Потпис на кандидатот

Пополнетата пријава пратете ја по факс: 02/3065-298 или по пошта на адреса:

Македонски центар за меѓународна соработка, ул. Никола Парапунов бб, п.фах. 55, 1060 Скопје