Republic of Macedonia

Sector?

Refugees, Humanitarian Emergencies

What?

Strategic Communication, Strategic Partnerships

Where?

Republic of Macedonia

Why?

The Centre for Refugee and Forced Migration Studies was a newly established think tank. The challenge was how to establish linkages and partnerships with the well-established think tanks around the world on refugee and migration issues.

When?

2000, 2001

What Exactly?

In 2000 UNHCR and the University Ss. Cyril and Methodius, Skopje jointly set up the Centre for Refugee and Forced Migration Studies (CRFMS). UNHCR commissioned me to develop the strategy for this Think Tank including a Communications Strategy.Following the strategy a website, newsletter, brochures and flyers were developed for the Centre. Targeted dissemination of the outreach material resulted in high visibility of the Centre and its output.We established a strategic partnership with the Brookings Institute and an international conference in Skopje on IDPs was organized.

With Whom?

UNCHR, University Of Skopje

What Happened?

Strategic partnerships were established with leading think tanks including the Brookings Institute and the European Centre for Minority Issues and an international conference in Skopje on IDPs was established.

Sector?

Minority Issues, Inter Ethnic Relations

What?

Dialogue Management, Strategic Partnerships

Where?

Republic of Macedonia

Why?

The Ohrid Peace Agreement signed between the Republic of Macedonia and the Albanian armed groups in 2001 was meant to end the armed conflict in Macedonia. The peace negotiators felt that if the communities would not see rapid implementation of the agreement, it would have no meaning and violence would stage a comeback in the country.

When?

2004, 2005

What Exactly?

I performed the needs assessment was to examine what intervention would lead to rapid results and de-escalation of ethnic tensions.This led to the design of a dialogue project in the Republic of Macedonia that provided politically influential persons with the opportunity to work together to create more sustainable and inclusive policies. A highly committed team led by Michael Szporluk implemented the project. I supervised the implementation and ensured support from all political parties and donors.

With Whom?

ECMI

What Happened?

Policy recommendations generated by the multi-ethnic, multi party working groups were channeled to policy and decision makers. This led to emergence of new policies, which contributed to making the peace agreement work for the citizens of the Republic of Macedonia.

Sector?

Refugees, Humanitarian Emergencies

What?

Strategic Communication, Strategic Planning, Strategic Partnerships

Where?

Republic of Macedonia

Why?

Within the first ten years of its existence, two major refugee influxes impacted the Republic of Macedonia. Support of the international community helped the country cope gracefully with these humanitarian emergencies. Acknowledging the inherent volatility of the region, it was vital that the know- how generated in the country in dealing with displaced populations is institutionalized and capacity be built systematically for emergency preparedness.

When?

2000, 2001

What Exactly?

I conducted a needs assessment and a mapping of potential partners. I then developed the project proposal and fundraised with donors to set up the Center for Refugees and Forced Migration Studies (CRFMS) at the Ss. Cyril and Methodius University in Skopje. The aim of the Center is to become a leading regional resource center in its field; to foster a regional network of similar research centers and to promote standards of excellence in research on Refugee and Forced Migration related subjects. Set up with seed funding from UNHCR, I led vigorous fundraising andexpandedthe portfolio of donors. Ialso set up and mentored the project management team of the centre. The project was implemented from February 2000 to September 2001.

With Whom?

UNCHR

What Happened?

Set up of an active, well functioning research centre on refugee and forced migration issues

Established a wide portfolio of donors thus enhancing the sustainability of the centre

Management staff was trained to take over the management of the centre

Well functioning resource center with a specialized library

Internationally networked program on refugee studies was established

Sector?

Minority Issues

What?

Dialogue Management, Strategic Partnerships

Where?

Republic of Macedonia

Why?

The Ohrid peace agreement signed in 2001 marked the end of the armed conflict in Macedonia. As part of confidence building measures it was important to highlight the position of minorities in democracies. South Eastern Europe had much experience to share and learn from each other.

When?

2002, 2003, 2005

What Exactly?

I negotiated a strategic partnership with the Konrad Adenauer Stiftung, Germany to advance this conference jointly. Andreas Klein who was the Director of this foundation and was posted in Macedonia was that rare breed of expatriates who knew what was happening and what was hurting in the country. Equally comfortable with the grassroots as with the political elite, Andreas ensured that there is a strong buy-in from the office of the President of Macedonia for this initiative. Marc Weller, the Director of the ECMI was quick to see value in the initiative and as a global authority on this subject galvanized a star studded line up of international experts for the conference. Florian Bieber, Eben Friedman and Tom Trier all with affiliations to ECMI and a deep commitment to the region provided cutting edge content and moderation. The South East European university had collaborated in the past with the ECMI and was an excellent partner for this initiative. Among other things I was also responsible for raising funds for hosting this conference. The ECMI team in Macedonia led by the Office Manager Gordana Cvetkoska managed the invisible backend of this huge logistic challenge as always without any show of fatigue or stress.

With Whom?

ECMI, Sida

What Happened?

An annual dialogue forum “Minorities in democracies” has been established which brings international and regional south-east European experts to debate on the position of minorities in democracies. The first two editions saw the late President of the Republic of Macedonia HE Boris Traijkovski deliver the opening speeches before his untimely death in an airplane crash.

Sector?

Civil Society, Peace Building, Inter Ethnic Relations

What?

Dialogue Management

Where?

Republic of Macedonia

Why?

The armed conflict of 2001 in Macedonia left a society divided along ethnic lines. The fragile Ohrid peace agreement required quick measures for building confidence in the communities.

When?

2001, 2002, 2003, 2004

What Exactly?

I travelled around the country meeting with communities, citizens and villagers to find those NGOs that were truly committed to improving inter-ethnic relations in the country. The ECMI NGO Network for Improvement of Inter-ethnic Relations in Macedonia was launched with a core group of 17 NGOs from across the country and ethnic groups. Gradually the network grew to a 70 member strong group that engaged in joint design and implementation of grassroots projects. Sunoor headed an umbrella grants program, administering and monitoring 50–70 community projects each year. The project carried a strong capacity enhancement component with emphasis on ethics for the participating NGO Managers.

This project benefitted very much from the guidance and commitment of Farimah Daftary of the ECMI. When no international expert was willing to travel to Macedonia due to the armed conflict, Farimah headed to Macedonia to meet with stakeholders and do a direct assessment of the ground realities. Her research and reporting were instrumental in the project receiving its seed grant. Dr. Eben Friedman succeeded Farimah Daftary at the ECMI as the focal point for Macedonia and maintained the high standards set by Farimah.

With Whom?

ECMI, Sida, DFID, Swiss Ministry

What Happened?

Established the first truly multi-ethnic network of NGOs in Macedonia consisting of 70 NGOs committed to improving inter-ethnic relations.

50–70 community projects generated and implemented each year jointly by NGOs members of the Network.

Network becomes reference point for good practices and NGO ethics in Macedonia.

Sector?

Minority Issues

What?

Strategic Communication

Where?

Republic of Macedonia, Germany, Kosovo

Why?

An intergovernmental think tank headquartered in Germany, ECMI wished to enhance its profile as premier action oriented organization in the field of conflict resolution and transformation in Europe and to expand its portfolio of donor governments. It wanted to harmonize the profile of its field operations with that of its headquarters.

When?

2003

What Exactly?

I conducted focus groups and surveys within and outside the organization to understand the prevailing practices and perceptions. I identified bottlenecks and defined target audiences. Then I conceptualized and developed a range of strategic communication products. Tools developed for this purpose were:

Mission Statement development:

the mission statement was re-phrased to reflect the aspirations and expertise of ECMI. It was phrased in a clear straightforward way leaving no scope for ambiguity.

the central web site of the organization was completely re-structured to reflect a wide range of programs that the organization was running and the impact that it was having on its beneficiary

the central web site of the organization was completely re-structured to reflect a wide range of programs that the organization was running and the impact that it was having on its beneficiary

With Whom?

ECMI

What Happened?

The result was a cohesive brand image that attracted long term and framework donors to ECMI.

Sector?

Minority Issues

What?

Project Development, Capacity Development, Dialogue Management

Where?

Republic of Macedonia

Why?

Until the launch of this initiative most initiatives aimed at the Romani population of Macedonia were being implemented by non-Roms. This often led to poor participation of the Roms and virtually no transfer of skills or know-how. Through my work with Roms in Macedonia and many Roma NGOs I could see that there is availability of talent and experience in the Roma community. The lack of formal education was a barrier to the advancement of these potential experts. The Romani experts project was launched to prepare a pool of Roma experts who have the skills, knowledge and commitment to work on Roma issues.

When?

2003, 2004

What Exactly?

I think I played a key role in conceptualizing this initiative, developing the project proposal and getting donors on board. Dr. Eben Friedman, a leading authority on Roma issues, led this project. I was also responsible for monitoring the implementation of the project and fundraising.

With Whom?

ECMI, Sida

What Happened?

Four Expert Group organized around the core areas of education, health, civil rights, and employment were established.

The Expert Groups generated and compiled usable reports with the data necessary to provide a basis for the design of policy not only for Roms, but also by Roms.

Understanding through extensive fieldwork: for projects aimed at the Roma community to succeed, they need to be implemented by people who are part of the Roma community.

Sector?

Minority Issues

What?

Project Development, Capacity Development, Dialogue Management

Where?

Republic of Macedonia

Why?

Until the launch of this initiative most initiatives aimed at the Romani population of Macedonia were being implemented by non-Roms. This often led to poor participation of the Roms and virtually no transfer of skills or know-how. Through my work with Roms in Macedonia and many Roma NGOs I could see that there is availability of talent and experience in the Roma community. The lack of formal education was a barrier to the advancement of these potential experts. The Romani experts project was launched to prepare a pool of Roma experts who have the skills, knowledge and commitment to work on Roma issues.

When?

2003, 2004

What Exactly?

I think I played a key role in conceptualizing this initiative, developing the project proposal and getting donors on board. Dr. Eben Friedman, a leading authority on Roma issues, led this project. I was also responsible for monitoring the implementation of the project and fundraising.

With Whom?

ECMI, Sida

What Happened?

Four Expert Group organized around the core areas of education, health, civil rights, and employment were established.

The Expert Groups generated and compiled usable reports with the data necessary to provide a basis for the design of policy not only for Roms, but also by Roms.

Understanding through extensive fieldwork: for projects aimed at the Roma community to succeed, they need to be implemented by people who are part of the Roma community.

Sector?

Refugees, Global Health

What?

Negotiations, Project Development, Assessments And Evaluation, Dialogue Management

Where?

Republic of Macedonia

Why?

In 1999 during the Kosovo refugee crisis, following concerns of inter-ethnic instability, the Republic of Macedonia imposed a condition on the international community for admitting refugees from neighboring Kosovo. The number of refugees that are evacuated from Macedonia to NATO countries would be the number of newly admitted refugees into the country. In the race against time, while it was vital to evacuate as many refugees as possible, it was important to give priority to vulnerable cases. Prioritizing medical cases among an exhausted from difficult travels and traumatized population was one aspect of the challenge. The other- convincing reluctant host governments accept medical cases for evacuation and the associated costs to their health systems.

When?

2000

What Exactly?

Sunoor Verma’s services were retained by the UNHCR to formulate priority criteria for the evacuation of refugee patients to NATO countries. Sunoor prioritized the cases from 7 geographically dispersed refugee camps, and negotiated with NATO country delegations transfer and treatment of emergency medical cases from among the refugees. He coordinated and monitored the facilities for evacuation of severely ill refugees. He played a key role in the initiation, planning and implementation of extending the medical evacuation program to approximately 200,000+ host family refugee cases. Sunoor monitored the standard of medical escorts during evacuation. He worked in partnership with local medical authorities, government authorities, donor community and NGOs to facilitate the patient evacuation process.

With Whom?

UNCHR

What Happened?

Medical evacuation program extended to approximately 200,000+ refugees residing with host families.

Significant increase in evacuation of patient to NATO countries for treatment.