ORGANISATIONAL CAPACITY ASSESSMENT WORKSHOP

for the First Children’s Embassy in the World MEGJASHI

Berovo, November 15-17, 2021

WORKSHOP REPORT

INTRODUCTION
In the period November 15-17, 2021, the First Children’s Embassy in the World Megjashi held a three-day
organisational capacity assessment workshop, within the Save the Children – Sweden’s Organisational
Capacity Development Framework Project. This workshop represented the final step in a project spanning
from 2017 to 2021, aiming to support the organisational strengthening and development of Megjashi.
Facilitation was conducted by an external consultant, who has been previously engaged on the
development of subsequent Megjashi’s strategic plans covering the periods 2016-2020 and 2021-2025.
The workshop followed the Organisational Capacity Assessment (OCA) methodology, which was presented
in detail to the facilitator prior to the event. The same methodology had also been used in 2017 for
baseline assessment of the organisational capacities of Megjashi, enabling for comparison and
identification of organisational changes.
A total of 14 representatives of the organisation participated, who, as per the methodological
requirements, worked in plenary and in small working groups: members of the organisation’s assembly (3
persons), management (4 persons), staff (4 persons) and volunteers (3 persons). Two of the staff actively
participated online - through Zoom platform. Representative of the Save the Children in Kosovo attended
the workshop online and provided useful guidance and support.
During the three workshop days, ten sessions were held in duration of 90 minutes each, as follows:
1. Session 1: Welcome note, Introduction of methodology
2. Session 2: Governance and Structure
3. Session 3: Culture and Inclusion
4. Session 4: Management, HR and Staff
5. Session 5: Implementation and Quality
6. Session 6: Participation
7. Session 7: Networking and Communication
8. Session 8: Influence and Legitimacy
9. Session 9: Summary of assessment results
10. Session 10: Workshop closure
Quantitative scoring was conducted using the following scale:
- 0 = No / not at all,
- 0.25 = Process has just begun / Very limited,

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- 0.50 = Yes but not well practiced and/or poorly recorded / Generally yes but can be improved,
- 0.75 Yes and well-practiced and/or recorded / To a large extent but not fully,
- 1= Yes very well-practiced and/or recorded with evidence of success/ Yes, fully,
- DN – do not know (when they lacked information to assess a particular organisational aspect),
- N/A – not applicable (when they felt that a particular aspect was not relevant for Megjashi).
Scoring was conducted within the small working groups; in the plenary, participants exchanged
information, opinions and arguments seeking and succeeding in determining a consensual score for each
discussed organisational aspect.
Organisational and logistical aspects of the workshop were satisfactory and enabled excellent working
conditions and atmosphere.
All participants actively participated and freely expressed their opinions.

FINDINGS
Megjashi is an organisation with clear vision, mission and organisational values; well-developed, balanced
organisation with adequate governance structure; internal systems, procedures and practices that ensure
smooth and good quality conduct of operations and programs/projects; acknowledged, well-established
and connected at local, national and regional level, enabling it to achieve wider societal impact in its area
of operation.
When comparing the assessment findings to the baseline organisational situation in 2017 (with the same
methodological approach applied), the organisation has achieved significant progress in the areas of:
governance and structure; culture and inclusion; management, HR and staff; and implementation and
quality. At the same time, Megjashi maintained high level of performance and achievements in the areas
of: participation; networking and communication; and influence and legitimacy.
This is indicated by comparing the consensual quantitative scoring of the assessed organisational aspects in
2021 to the baseline organisational assessment from 2017, as presented in the table below:
Area Mean score 2017 Mean score 2021 Change
Governance and Structure 0.64 0.83 +0.19
Culture and Inclusion 0.50 0.72 +0.22
Management, HR and Staff 0.45 0.87 +0.42
Finance and Grants* 0.74 0.73 -0.01
Implementation and Quality 0.75 0.87 +0.12
Participation 0.81 0.79 -0.02
Networking and Communication 1.00 0.94 -0.06
Influence and Legitimacy 0.81 0.80 -0.01
*Assessment in ‘Finance and Grants’ are directly conducted by Save the Children
Key findings are presented per assessed area.

1. Governance and Structure (mean score: 0.83, absolute score change compared to 2017: +0.19)
Megjashi has clear vision and mission statements, clearly understood by member, staff, and volunteers, as
well as external stakeholders. Mid-term strategic plans are regularly developed in participatory manner
and serve as the basis for the organisation’s programmes and projects. In the past years, significant efforts
were invested in clearly dividing the governance and operational (executive) arms of the organisation. A
supervisory board was introduced. Decision-making has improved in terms of ensuring participation and
timeliness. The revised organisational structure is clear and operational.

1.1. Organisational identity

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Megjashi has written and clear vision and mission statements, which were revised and modified for the last
time during the participatory development of the 2016-2020 organisational strategic plan. Both statements
are available on the organisation’s website and are often quoted in various communication materials and
publications, including web and social media posts, as well as official correspondence with institutions. The
vision and mission clearly confirm Megjashi’s commitment to children’s rights and wellbeing, which is
clearly understood by all internal and many external stakeholders (for example, public institutions, media,
general public, etc.). During the preparations for the most recent strategic planning for the period 2021-
2025, staff, volunteers and several assembly members have revisited both statements and concluded that
no modifications were needed.
The organisational statute is fully aligned with the legal requirements and is fully understood by staff and
assembly members. The statute is available online. In addition, new assembly members received electronic
copies of the statute in order to introduce them to this basic, constitutional organisational act. Internal
acts, such as, for example, the operations manual (the working relations manual), Child’s Safeguarding
Policy (currently in process of development) have been developed in a participatory manner, with staff in
particular feeling ownership over such internal acts.
Organisational values are clearly defined, including adequate explanation of how the organisation
understands its key values. The values are included in the current strategic plan (as in the previous) and the
Ethical Code of the organisation. Organisational values are followed as guiding principles in the
organisation’s overall operations and are widely accepted by the staff and volunteers.

1.2. Strategy and Plans

The organisation has and follows a five-years strategic plan 2021-2025, developed with participation of all
staff. Preparations for the development of the strategic plan were based on an internal assessment of the
achievements and shortcomings in the implementation of the previous strategic plan for the period 2016-
2020. Also, the preparatory phase included consultations and discussions with assembly members and
children, as the organisation’s key target group. Due to the limitations on physical presence during the
covid-19 pandemic, the strategic planning workshop did not include representatives of the assembly and
external stakeholders.
Staff and, to a lesser extent, volunteers, have clear understanding of and follow the strategic plan in
designing and implementing programmes and projects. The current strategic plan was adopted by the
assembly, with the majority of assembly members understanding and sharing the priorities. Periodical
discussions on the progress of the strategic plan with volunteers, assembly members and selected key
external partners might lead to improved common understanding of the organisation’s long-term positions
and priorities. In this regard, particular attention needs to be paid to new volunteers and assembly
members who would join the organisation in the future.
Megjashi has introduced internal annual assessments of the implementation progress of the strategic plan
2016-2020 and intends to maintain this positive practice. As a result of such assessment, the previous
strategic plan was modified at one occasion to ensure the plan responded to contextual changes and the
ability of the organisation to raise appropriate funds (i.e. partial re-prioritization was done).

1.3. Governance body

Under the current statute, the organisation’s assembly, led by the president, is Megjashi’s highest
governance structure, as required by the Law on Associations and Foundations. The assembly is functional
and holds regular, well prepared (agenda in advance) and recorded (minutes) meetings, in accordance with
the law, organisation’s statute and the assembly rulebook. Meeting minutes are archived online, with staff
and volunteers freely accessing them upon need. In addition, the acting operational director, who leads the
operational (executive) office, regularly informs staff and volunteers by mail of the decision’s taken by the
assembly. Among other, the assembly discusses and adopts strategic and annual plans and reports,

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including financial and audit statements, in a timely manner. It also provides strategic guidance to the
operational office, albeit to a lesser extent.
The organisation does not have a board of trustees or directors, but has introduced a supervisory board,
despite this not being a mandatory legal requirement. The supervisory board is tasked to supervise the
legal compliance of the overall organisation’s operations, i.e. of the working of both the assembly and the
operational (executive) office). This was done to further strengthen transparency and accountability.
Members of the assembly elect, whenever needed, new assembly members. No public calls are made in
this regard. Potential assembly members are identified by staff or current assembly members and, when
willing to join the orgnisation, can be elected to the position of assembly members, with the election
requiring a simple majority of the current assembly members. Currently, the majority of assembly
members are women. Members have expertise in fundraising, public relations, policy development and
advocacy, as well as in other fields of interest for the organisation, but this potential of individual members
is not used to the maximum. Also, the assembly requires strengthened presence of business
representatives, which might support the strategic commitments of Megjashi to develop social
entrepreneurship and improve cooperation with businesses. The organisation might benefit from
strengthening the assembly members’ structure in terms of age, disability, marginalized groups, etc., as
well.
As an illustration for the achieved improvements, the capacities of some of the recently admitted assembly
members have contributed to improving internal operational HR and staff related procedures and systems,
and facilitated the introduction of the supervisory board. Some of the assembly members have contributed
to the organisation's promotion. However, more needs to be done in terms of involvement of assembly
members in fundraising.
Despite these significant changes that led to improvement of distinguishing between governance and
operational (executive) roles, the two key founders of the organisation are in a family relationship and are
the only ‘permanent’ member of the assembly, in accordance with the statute. One of them holds the
position of the president of Megjashi and the other was appointed operational director. While these
appointments reflected their extensive experience and expertise, to a certain extent this weakens the
efforts to clearly distinguish between governance and operational roles and responsibilities. However, this
is a transitory solution, as both founders will retire in the coming years and the current structure seems
solid basis to ensure continuous development of the organisation in the future, as well.

1.4. Decisions
Megjashi has participatory decision-making and information sharing organisational culture. Brief daily
coordinative meetings (online) are held each day, attended by all staff and volunteers with significant
involvement in operations. Decision-making staff meetings are held on weekly basis, in addition to staff
openly communicating with the operational director upon need.
There is adequate statutory provision on quorum that effectively prevent ‘rule of minority’.
The operation director attends assembly meetings, without the right to vote. Other senior staff are invited
to the assembly meetings upon need. This was particularly exercised prior to the covid-19 pandemics;
efforts should be made to ensure participation of relevant senior staff at assembly meetings.
Assembly meeting minutes are electronically archived and are accessible to staff. In addition, key decisions
and information are shared with (distributed to) staff.

1.5. Organisational structure

The key improvement is the introduction of and adherence to an organisational chart, which clearly lists
organisational positions rather than staff’s roles in various projects. The organogram is posted on the wall
in the premises of Megjashi. Management and reporting lines are clear and largely adhered to.

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However, it has to be noted that, due to financial limitations, some staff members, in particular more
senior and experienced staff, undertake several, mainly project, roles simultaneously. This issue needs to
be dealt with in order to prevent burn outs and decreased motivation in the long run.
Also, while staff, volunteers and management maintain open communication, there is no specific
mechanism or procedure for grievances and complaints. Potentially conflictual issues are dealt with in an
informal and open atmosphere, which may pose risks for the future development of the organisation.

2. Culture and Inclusion (mean score: 0.72, absolute score change compared to 2017: +0.22)
Megjashi is a value-drive organisation, which has managed, to a significant degree, to translate its positive
organisational and managerial practices and culture into more formal mechanisms, procedures and
systems. Basic values and principles are commonly shared among members, staff and volunteers.

2.1. Policies
Child safeguarding policy is currently being drafted, but is yet to be finalized and adopted by the assembly.
A specific person will be designated to ensure the implementation of the to-be-developed child
safeguarding policy. The organisation has a code of conduct, clearly understood and adhered to,
particularly by staff and volunteers. There is no policy for conflict of interest as a separate document.
However, this issue is addressed in the statute, operations manual and other organisational acts.
Diversity and non-discrimination are practically cherished. Several internal acts (statute, operations
manual, working relations manual, code of conduct, etc.) have clear references to these topics. However,
the organisation does not have a specific policy on these issues. While there is a strong common
understanding that accessibility and inclusion are essential elements of 'diversity', there are no policy
documents on these issues. In addition, the organisation's premises are not accessible. Megjashi might
improve its understanding of disability and accessibility and seek manners to mainstream these concepts in
its operations.
There is a document (rulebook) on HR and staff, which is currently being revised. The assembly has not
been involved in the initial revision; however, members will be involved in consultations prior to its
finalization and adoption. Operations manual and working relations manual have been revised, in a
participatory manner, enacted and put into practice. Both documents provide for sufficient provisions on
HR for an organisation of this size and manner of functioninig. The organisation has been re-ceretified in
ISO 3001 standards. Holding periodical (annual) internal discussions/workshops on these internal acts and
procedures might improve common understanding, update knowledge, and facilitate implementation.
Security plan exists, but is limited to dealing with fire and is outdated.
Ensuring adherence to organisational policies is among the responsibilities of the operational director.

2.2. Non-discrimination and gender equality

Megjashi has rather diverse workforce: Youths under 25 years are represented among volunteers and
some are engaged in the organisation through deed contracts (i.e. contracted, but not fully employed).
Staff are from different gender, religious and ethnic background. Alleged discrimination is paid attention to
and is well managed, despite the lack of formal grievances procedures.
There is no formal monitoring framework/guidelines on gender equality. However, the organisation often
collects sex disaggregated data within its regular monitoring and evaluation activities, albeit mainly on
project basis and as part of the donor requirements. There was a previous practice to collect such data on
regular basis, which might be revived in the future.

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Women are more represented than men at all levels of the organisation, including management positions.
As the organisation actually mainly works with children, in reality it often addresses gender inequality root
causes. However, the organisation needs to be more aware of the possibilities to address gender inequality
root causes within their operations and programme/project activities. Managerial staff have good
understanding of gender equality (with some of them having attended relevant webinars in the past two
years), but might benefit from additional trainings. This is particularly relevant for some of the senior staff
who have not had sufficient opportunities to attend such trainings in the past.
In terms of gender identities other than male and female, the organisation is aware and responsive to
individual needs, but it does not have clear policies, guidelines and/or official position on this issue.

2.3. Child participation

The introduction of a children council within the governance structure has taken place just prior the covid-
19 pandemics, but its full and efficient functionality was hampered by the pandemics. However, children's
participation in organisational operations has been improved using the model for preparation of the
children's report on the situation of children in the country, as well as other child-led activities.
The on-going development of a specific child protection policy of the organisation, done in a participatory
manner, has led to increased awareness of staff, common understanding and facilitated the adherence to
the basic principles. Assembly members, managers, staff and volunteers have good understanding of and
commitment to child rights. The organisation seeks to empower children and youths for wider community
and societal participation through all its activities. While Megjashi regularly informs children of its work in
various manners, there is room for improvements and introduction of specific mechanisms/manners of
providing feedback to children. This could include adjustment of content, wording and key messages, as in
the case of improved informing of children on the existence of the SOS helpline, now called Alo Bushavko
(NB: Bushavko or Shaggy is Megjashi’s mascot representing children). The organisation also has experience
in facilitating, coordinating and editing the children's report on children's right in the country, which in this
regard might be a model to follow, as well.

2.4. Compliance
The organisation’s registration status is up-to-date and in line with the law. Megjashi easily obtains
necessary approvals for its operations and compliance with relevant legal requirements and laws in term of
finances, taxes, and reporting to the state. As a positive illustration, the organisation conducts external
financial annual audit, which confirms the compliance of its finance, procurement and accountancy
procedures and practices with relevant international standards.

3. Management, HR and Staff (mean score: 0.87, absolute score change compared to 2017: +0.42)
The area of Management, HR and Staff is the single most advance area since the conduct of the baseline
organisational assessment in 2017, mainly resulting from significant improvement in clarifying staff (and
volunteers’) roles and responsibilities, improving solutions and practices for staff development and
management. Successful recruitments of new staff and volunteers had positive impact, as well.

3.1. Recruitments
Recruitments are conducted in an open and transparent manner. Manuals on operations, working relations
and HR contain relevant provision on new staff orientation and induction. Current staff positions are filled
with relevant persons who have the needed knowledge, skills, and competences. Job descriptions are clear
and new staff receive information on the existing staff performance assessment, professional
development, and HR policies and practices. There is a practice of orientation, which some staff suggesting
it might take a longer period of time. Background checks are not paid the required attention to, despite the

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positive previous practice: The organisation used to require official confirmation of non-existence of
criminal record (related to children) of all new staff, volunteers or members of the assembly. This might be
highlighted in future public adds for vacancies and positions.

3.2. Roles and descriptions

Job descriptions are up to date, clear and in line with the organisational chart and its programmes and
projects. Staff are clear about their job descriptions and exercise their intended role. Significant shift has
been achieved from the previous situation where staff roles were predominantly project-based. This also
refers to division of functions and duties among staff members.

3.3. Staff development and retention

The trend of maintain rather low staff turn-over rate continues. Annual staff performance assessments are
being conducted, including preparation of staff professional development plans. Staff individual needs are
aligned with organisational development needs. These plans are implemented to a large extent, albeit
financial limitations sometimes hinder completion. This is especially valid in situations where planned
trainings cannot be accessed for free or through project funding. The organisation might consider raising
core funds for covering staff training and development needs.
Rules on incentives are included in relevant organisation's manuals and rulebooks (on operation, working
relations, and HR). A variety of incentives are practically used: days off, public acknowledgment, flexibility
with regards to working hours, etc. Financial incentives are rarely used, subject to donors’ approval.
Relevant documentation is properly archived.

3.4. Staff management

Megjashi has largely achieved translating its positive staff management practices (as determined in the
baseline assessment report) into written procedures and practices. As noted above, the organisation has
reviewed its operations and working relations rulebooks, and is in the final stage of modifying its HR and
staff rulebook. Roles and responsibilities system is in place, although the practice continues of staff having
to play two or more (mainly project) roles simultaneously. Involvement of new volunteers in recent years
has significantly improved this situation.
Coordinative mechanisms are in place and have unexpectedly improved with the introduction of working
from home and the subsequent use of online coordination tools, as a result of the covid-19 pandemics.
Staff meetings are held on daily basis for sharing and coordination. Daily staff meetings are recorded
(taken brief working notes from).
Senior management provides leadership and takes decisions in timely manner in most situations. Decisions
are taken in consultations and participatory. Planning is systematic, with regular analysis of contextual
developments and possible risks.
Working atmosphere is positive, open and supportive of team work and staff development. Conflicts and
disputes are mainly successfully dealt within rather informal settings, sometimes with 'soft mediation' from
the management (and despite the lack of detailed mechanisms or procedures for this matter). As a result,
some staff members were capable of undertaking additional responsibilities and have gained experiences
in situation where they had to display leadership qualities and take initiatives.
The organisation's premises require significant reconstruction efforts, despite some minor improvements
since the baseline assessment study. As an illustration, there is even moisture in part of the currently
unused premises. Lighting could also be improved. The available equipment, furniture and vehicles are
sufficient for organisation’s operations.
All staff have written contracts. While not on the highest level of the CSO salary scale in the country, the
organisation's salary system is largely competitive.

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Staff personal files are stored adequately. However, improvements are needed to ensure compliance with
this year's amendments to the Law on Personal Data Protection. Various access levels to the personnel files
filing system need to be formally introduced. These adjustments are ongoing, with the support of an
external expert.
Internal written regulations exist regarding working hours, holidays, paid leave, discipline, termination, etc.
The current organisation's working relations manual entails provisions for staff overtime, assistance with
accidents and misfortunes (of staff,) etc. However, no severance packages or 'third private pension fund'
contributions are foreseen on behalf of the staff. These issues are subject to available funds. The
organisation needs to identify possibilities to provide the necessary funds for implementation of such
arrangements.
Management staff have HR responsibilities, on top of other obligations; there is no specific HR unit or
person. The organisation's size may not yet be sufficient for introduction of a separate HR unit or person.
Payroll calculation are properly conducted and stored, in compliance with the legal framework.

4. Implementation and Quality (mean score: 0.87, absolute score change compared to 2017: +0.12)
Megjashi conducts its operations in timely and good-quality manner. It has developed project development
and implementation capacity, ensuring relevance of its interventions to target groups’ needs and priorities.
Monitoring and evaluation practices are generally used for organisational learning and development.

4.1. Project management

All projects have clearly defined goals, objectives, and outcome and output targets, as well as a well-
developed working plan. Indicators and monitoring and evaluation mechanisms are clearly set for each
project. Often, these aspects are donor requirements, which play a role in donor’s assessment of the
application. Staff have relevant project management skills and experience. Project documents are stored
online, with staff having unimpeded access. The management follows project implementation progress
throughout all stages of the project cycle, and supports staff in taking necessary decisions.
The organisation pays close attention ensuring availability of specialist expertise needed for the
implementation of certain projects. Such expertise, generally, is either 'procured' (external expertise) or
built (staff development) within the project.

4.2. Relevance and scale

Projects are designed based on well-identified target groups’ needs and are aligned with the organisation’s
strategic plan, priorities, vision and mission. The organisation does not always conduct specific baseline
research, but uses previous experience, existing data (including data obtained from previous monitoring
and evaluation) and studies, etc. to clearly determine priority needs. Megjashi has the ability to adapt to
changing needs, as the current covid-19 pandemics has proved. It has to be noted that changes in project
activities are subject to donors’ approval, which has at times proven limiting. For example, many donors
refrain from undertaking humanitarian activities, even in crises times (such as the start of the pandemics in
2020), when such activities may be helpful as an initial response.
Significant improvement in the past two years has been achieved in ensuring synergy between different
projects. On one hand, this resulted from the inclusion of a new management staff member who pays
specific attention to ensuring synergy. On the other, the impact of the pandemics has strengthened the
practice of holding daily and coordination meetings and increased staff exchange, as ‘natural’ adjustments
to 'overcome' possible deficiencies resulting from working from home.

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Megjashi has an established office with full-time staff and does not intend on opening offices in other
locations (it rather aims to work through networking and partnerships). Scaling up is only considered
through establishing a social enterprise, or a day care centre for children. In fact, establishing a social
enterprise has been considered for a longer period of time, with some preparations conducted. This
direction should further be investigated and worked upon, as the state intends introducing, for the first
time, relevant legislation and support for social enterprises.
Target groups and target areas are clearly defined and commonly understood.

4.3. Planning, implementation and reporting

Annual plans, based on the strategy, are prepared by the operational office and adopted by the assembly
in time. The organisation uses special software (Asana) to record, follow and coordinate individual, teams'
and organisational plans.
Narrative reports are prepared and shared with relevant stakeholders. Reporting towards donors is timely.
Reports are reviewed and discussed by staff, not only for the sake of sharing, but more importantly for
adjustments and modification of activities and operations and coordination.
The organisation regularly achieves more than 80 per cent implementation rate of project, both in terms of
activities and budget.
Relevant reports and case studies are regularly shared with media and the general public.

4.4. Monitoring, evaluation and learning

Indicators are routinely set and followed for following projects’ progress and for taking corrective
measures, upon need. However, there are situations when setting the right indicators remains challenging
(example, when project focuses on 'awareness raising' or 'decreased level of family-based violence, etc.).
Variety of monitoring tools are used, including online meetings, surveys, etc., which are largely adjusted to
the needs and capabilities of respondents. Monitoring data are included in narrative reports, as well as in
designing follow-up initiatives and projects. The job description of the operational director lists specific
tasks with regards to monitoring, as the organisation is not yet of the size that would require a separate
monitoring unit or specifically tasked staff member.
Megjashi is aware of the importance of project-level evaluations for the organisational learning and makes
effort to ensure adequate evaluation for the larger-scale projects. Obviously, the conduct of evaluation is
subject to donors’ approval or availability of core organisational funds.

4.5. Sustainability
The organisation has the mandate and experience to respond to beneficiary needs in crisis situations. The
current covid-19 pandemics is a good illustration of the its ability to adjust to the changing context.
Seeking to expand funding sources is an important manner of ensuring sustainability of programmes and
projects, beyond donor funding. In addition, interventions are planned in a manner that ensures follow up
and upgrade of previously achieved and documented positive impact on beneficiaries. In terms of ensuring
overall organisational sustainability, Megjashi seeks to follow indicators that measure the progress of each
mid-term strategic plan, which also contains references aimed at strengthening its financial sustainability.
On the other hand, the fact that the organisation is nearing its 30th birthday (in 2022) is a sign of
sustainability and resilience in itself (in particular, in the rather modest conditions for CSOs offered by the
Macedonian society and state).
The organisation is aware of the need to widen financial sources and has conducted some preparations for
setting up a social enterprise, and seeks to mobilize greater support from the business sector. These efforts
have been negatively impacted by the covid-19 pandemics. In this regard, the celebration of the 25th

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birthday of the organisation was a particularly positive example, which might be followed again for the
forthcoming 30th anniversary in 2022. The organisation needs to improve and systematise its approach
towards the business. Businesses' needs and interests should better be identified and analysed.

5. Participation (mean score: 0.79, absolute score change compared to 2017: -0.02)
Megjashi remains committed to maintaining high-level two-way communication with its target group and
communities.

5.1. Community engagement

The organisation has strong potential for community mobilization. In fact, various communities from
Skopje have approached Megjashi seeking their support for and involvement in their own initiatives (for
example, the community request for improved traffic solution in front of the local school).
Community representatives take part in all project cycle phases in most organisation’s projects.
Community participation is well documented in reports and communication and public relations. When
working with communities, the organisation seeks to find appropriate manners to encourage the
participation of girls and women, as well as of representatives of various marginalized groups.

5.2. Feedback and responsiveness

The organisation provides opportunities for its constituents, target groups, partners, etc. to provide their
opinion and feedback. In recent years, discussions on social media and online surveys were used for this
purpose, among other more traditional tools such as discussions, interviews, evaluation forms (particularly
used for participants’ evaluation of trainings), etc. While there is no practice of organizing annual review
meetings, the organisation does periodically present its work to specific groups (children, teachers, public
institutions, media, etc.), in order to ensure transparent and accountable working.

6. Networking and Communication (mean score: 0.94, absolute score change compared to 2017: -0.06)
The ‘social capital’ of Megjashi remains one of its characteristic strengths.

6.1. Networking
Megjashi is a member of various children’s and civic society networks and alliances at local, national and
international level. The organisation actively participates in meetings, takes part in initiatives of others and
often initiates activities itself. These types of activities need to be maintained at high level, as it represents
a major resource and opportunity for the organisation (to respond to users’ needs, implement joint
project, undertake wide-scale advocacy, develop its own organisational capacity, etc.).
At national level in particular, the organisation is considered a desired ally in all children-related initiatives,
by both formal civic organisations and informal groups.

6.2. Branding and PR

Communication is an integral part of the organisation’s strategic plan. Megjashi had developed,
implemented and benefited from various positive branding practices. The organisation is actively present
in a variety of traditional media (TV, newspapers, radio), as well as in the digital space through social
networks, to publicise the results of its work. Thus, all key stakeholders are well aware of the organisation
and its work, including media that often invite the organisation to share its views and positions in public
debates related to children. Megjashi monitors and reviews its media presence and branding activities,

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which ensures adequate approach. As an illustration, the organisation has invested efforts and time to
build capacities and skills among several staff members for public and media speaking.
Annual reports are regularly posted on the organisation’s website.

6.3. Stakeholder relations

The organisation is dedicated to sharing, cooperation, and partnerships. It has stable and good relations
with national and, in particular, local public institutions. This dedication is undisputed, although there have
been experiences when the organisation felt its resources were 'given' to other organisations or
stakeholders (with very little received in return).
Megjashi uses a variety of communication channels to circulate information to its stakeholders: mailing
lists, Facebook and Viber groups, etc.
The organisation regularly cooperates and meets with other CSOs, within or outside networks. It also has
to be noted that there is significant room for improvement of cooperation among Macedonian CSOs in
general (i.e. the context is not very favourable), which further highlights the efforts of the organisation.

7. Influence and Legitimacy (mean score: 0.80, absolute score change compared to 2017: -0.01)
Scoring of this aspect remains practically at the same high level, compared to the 2017 baseline
assessment: Megjashi remains an organisation with wide societal influence and widely recognized
legitimacy.

7.1. Advocacy
The organisation remains very active in various advocacy initiatives, in the capacity of initiator (and leader)
of the advocacy effort or as a partner in someone else’s advocacy initiative. The organisation does this
regularly and, whenever needed, beyond the projects, as in, for example, the joint parenthood initiative,
the Lisice communal/parents' initiative in response to dangereous traffic solutions, various environmental
movements, "Fridays for future", etc. Advocacy initiatives are often conducted in cooperation with / with
the involvement of children.
The organisation sometimes faces blockades in the cooperation with governmental institutions, as
experienced in initiative for amending the Law on family (regarding joint parenthood after divorce). Public
institutions sometimes seem passive and unwilling to cooperate, especially if the organisation's initiative
does not fully correspond to their own priorities. On the hand, the Municipality of Aerodrom is a positive
example, having invited the organisation to take part in its budgeting process.
Megjashi does not have a specific manual, guidelines or other document of similar type, but its practices
are very positive and improving: All staff are experienced social media users; have attended media, PR and
working with-journalists trainings; have attended trainings in advocacy; children-led press conferences
have been organized and have proven successful; etc. The development of two children's reports on the
rights of the child in the country and their submission to the UN CRC (first one in 2010 and second in 2020)
is an excellent example.
In advocacy efforts, the organisation establishes and maintains excellent relations with other actors: civic
society organisations, informal groups and communities, academia, public institutions (local in particular),
etc. In this regard, cooperation with the business sector remains rather low. Also, the relationship with the
national educational authorities has proven challenging recently, which needs to be further analysed.

7.2. Constituency relations

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Megjashi’s remains capable and open to identify, discuss and seek solutions for constituents’ needs and
priorities. Still, there is no established systematic way for communication with the constituencies and
getting their feedback, but there are isolated practices and mechanisms for information sharing through
social channels, direct contact and various types of printed educative materials and educational events.
Constituents know what they can expect from the organisation and even approach the organisation for
issues that do not fall under its mandate, as Megjasi is seen as a trustworthy partner.

CONCLUSIONS AND RECOMMENDATIONS

The workshop was conducted in open, respectful and democratic atmosphere, which enabled active and
equitable participation of all participants, who made all efforts to apply the scoring methodology as
objective and based on arguments as possible. There were no significant unclarities or other issues with
methodology, the workshop questionnaire or any other aspects of the facilitation process.
Generally, Megjashi achieved significant progress in the areas that were determined as critical during the
2017 baseline assessment, which may be summarized as lack of clarity with regards to the division of roles
of governance and operational arms (bodies) of the organisation, and the lack of procedures, formal
documents and mechanisms (despite positive practices). Particularly, the invested efforts and the progress
achieved in Management, HR and staff by the organisation are impressive.
Plenary discussions during the workshop, including the wrap-up discussion, proved helpful in identifying
several recommendations for the future organisational development:
- The rather soon retirement of the current president of the organisation, the operational director and
the chief finance manager needs to be addressed urgently. While there is still time, the overlap of
these developments (within a couple of years) may represent a significant challenge. Looking for
potential candidates both internally and externally should be examined. Attention needs to be paid to
ensuring that future successors at these positions do have some period of time of joint working with
the current holders, in an effort to ensure continuity and enable sufficient transfer of knowledge, skills,
and experience. Such efforts need to be done with active involvement of both the assembly and the
operational office.
- Efforts need to continue to further distinguish between governance and operational functions of the
organisation, by implementing, discussing and, if needed, improving the organisations’ statute and
other internal acts. Assembly members could be offered various briefing events and trainings. Their
concrete roles and tasks could be discussed at annual basis, so that ‘both sides’ are aware of the
expected contribution in advance. Members’ need to strengthen their involvement in fundraising,
public relations, strategic planning, specific tasks close to their professional expertise, etc. New
members should continuously be included, in particular at the expense of current ones who do not
wish to be active, in a transparent and open, yet ‘strict’ (in terms of criteria) procedure. To explore the
opportunities to use calls/adds for these posts.
- ‘Value-based’ policies need to be more clearly and formally prescribed, as a natural manner of
upgrading the current positive practices. In particular, efforts should be made to improve the
organisation’s understanding of disability and accessibility, and to seek manners of it mainstreaming in
regular operations.
- Child participation in the governing board should be strengthened, as a follow up of the already started
preparations (and hampered due to the covid-19). This, and the adoption of the drafted child
safeguarding policy, would confirm the status of the organisation as a leading organisation in the
country in the field of child rights.
- The organisation needs to further improve HR and staff management, including improvement of
professional development and working conditions.
- Further improvement of monitoring and evaluation practices, mechanisms and tools is needed, in
particular beyond projects. The current strategic plan, which is in its first year of implementation, could
be used to do so. Opportunities need to be explored to use monitoring and evaluation results for
advancing the organisational learning.

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- Online filing and archiving should further be strengthened, in an effort to advance organisational
memory, which may be crucial when significant personnel changes are expected at the helm of the
organisation (as explained above).
- Efforts need to continue towards developing social enterprise, on one hand, and systematically
improve the cooperation with the business sector, on the other. In the mid and the long-term, this
investment could significantly diversify the funding sources.
- Megjashi should continue improving its information flow directed at children, using the ‘re-branding’ of
the SOS helpline into Alo Bushavko, as a model.
- Networking and communication should be maintained at the current high-level by further staff
development and exposure.
As a final conclusion, participants were optimistic that, in the eve of its 30th anniversary, Megjashi looks set
to continue its organisational development and successful operation in the field of child rights and children
wellbeing in the country.

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