DBYN's Master Plan 2015-2017

Don Bosco Youth-Net ivzw Naamsesteenweg 37 B-3001 Heverlee Belgium

MASTER PLAN

Education, Inclusion, Growth, Synergy

Tel.: +32(0)16.48.78.80Fax.: + 32(0)16.48.78.90

Email: Website: www.donboscoyouth.net

ASTER PLAN 2015 - 201


Tel.: +32(0)16.48.78.80 Fax.: + 32(0)16.48.78.90

Email: [email protected] www.donboscoyouth.net

2017


2

Colophon

This is a publication of Don Bosco Youth

network of Salesian youth work offices and youth organizations which work in the style

Bosco.

The international secretariat of Don Bosco Youth

Commission, through its Eramus+/

projects and organisations involved in the field

world.

The international secretariat of Don Bosco YouthCouncil of Europe, through the European Youth Foundation. This foundation already supports European youth work since the early 1970

This publication reflects the views only of the author,

of Europe can be held responsible for any use which may be made of the information contained

therein.

Master plan 2015

This is a publication of Don Bosco Youth-Net ivzw. Don Bosco Youth-Net ivzw is an international

network of Salesian youth work offices and youth organizations which work in the style

The international secretariat of Don Bosco Youth-Net ivzw is financially supported by the European

Eramus+/Youth in Action-programme. This programme supports youth

projects and organisations involved in the field of non-formal education in Europe and the rest of the

The international secretariat of Don Bosco Youth-Net ivzw is also financially supported by the Council of Europe, through the European Youth Foundation. This foundation already supports

pean youth work since the early 1970-ies.

This publication reflects the views only of the author, and neither the Commission

can be held responsible for any use which may be made of the information contained

Master plan 2015 - 2017

Net ivzw is an international

network of Salesian youth work offices and youth organizations which work in the style of don

Net ivzw is financially supported by the European

programme. This programme supports youth

ope and the rest of the

Net ivzw is also financially supported by the Council of Europe, through the European Youth Foundation. This foundation already supports

Commission nor the Council

can be held responsible for any use which may be made of the information contained

Colophon and index

Index Colophon ................................................................

Index ................................................................

Definitions ................................................................

Dignity for all youth in Europe ................................

Structures and policies ................................

Organisational structure ................................

Communication structure ................................

Representation Structure ................................

Training structure ................................

Goals and priorities ................................

As laid down in the statutes ................................

Priorities master plan 2003 2005





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2005 ................................................................................................

2008 ................................................................................................

2011 ................................................................................................

2014 ................................................................................................

2017 ................................................................................................

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Priorities and strategic actions ................................

Priority 1: To fight for the dignity of each young person

Action 1.1: Raise employability of young people through non

learning and learner mobility

Action 1.2: Encourage and support member organisations to organise youth exchanges as a tool

to promote intercultural awareness and build up personal and professional skills

Action 1.3: Enhance mutual learning and intercultural competences through voluntary service

activities ................................................................

Action 1.4: Empower young people through recognising and valuing their individual learning

process ................................................................

Action 1.5: Strengthen the quality of our educational work

Action 1.6: Use Salesian chaplains to build bridges between Salesian spirituali

dimensions of a holistic education

Action 1.7: Implement a Human Rights

Priority 2: Reach out to young people on the peripheries of society to promote social inclusion

Action 2.1: Facilitate access to information on international opportunities through peer

networks ................................................................

Action 2.2: Develop and implement adequate social and educational support systems to lower

initial barriers for participation at local level working towards the mobility of young peop

fewer opportunities ................................

Action 2.3: Develop and implement adequate social and educational support systems to

participate at international level working towards the inclusion of young people with fewer

opportunities ................................

Action 2.4: Ensure local impact thr

their peers ................................

Action 2.5: Lower financial barriers for participation through solidarity mechanisms

Master plan 2015

................................................................................................

for the dignity of each young person ................................................................

Raise employability of young people through non-formal education, entrepreneurial

learning and learner mobility ................................................................................................

ncourage and support member organisations to organise youth exchanges as a tool

to promote intercultural awareness and build up personal and professional skills


................................................................................................


................................................................................................

Strengthen the quality of our educational work ................................

Action 1.6: Use Salesian chaplains to build bridges between Salesian spirituali

dimensions of a holistic education ................................................................................................

Action 1.7: Implement a Human Rights-Based Approach in all our actions ................................

Priority 2: Reach out to young people on the peripheries of society to promote social inclusion


................................................................................................


initial barriers for participation at local level working towards the mobility of young peop

................................................................................................................................


international level working towards the inclusion of young people with fewer

................................................................................................................................

Action 2.4: Ensure local impact through encouraging participants to become multipliers amongst

................................................................................................................................

Lower financial barriers for participation through solidarity mechanisms


............................................................... 23

........................................... 23

formal education, entrepreneurial

......................................................... 23

ncourage and support member organisations to organise youth exchanges as a tool

to promote intercultural awareness and build up personal and professional skills ......................... 23


.............................................................. 24


............................................................... 24

................................................................. 24

Action 1.6: Use Salesian chaplains to build bridges between Salesian spirituality and all other

............................................... 25

...................................... 25

Priority 2: Reach out to young people on the peripheries of society to promote social inclusion . 26


............................................................ 26


initial barriers for participation at local level working towards the mobility of young people with

......................................... 26


international level working towards the inclusion of young people with fewer

..................................................... 26

ough encouraging participants to become multipliers amongst

......................................................... 27

Lower financial barriers for participation through solidarity mechanisms ................... 27

Colophon and index

Priority 3: Enhance the network of DBYN through openn

Action 3.1: Enhance the communication structure of the network

Action 3.2: Use the expertise of the international secretariat to develop qualitative projects on

local, national and international level

Action 3.3: Support member organisations to explore new budget lines and grant possibilities

Action 3.4: Increase the membership of the network

Action 3.5: Develop cooperation with local Don Bosco youth centres in the European Union,

South East Europe, Eastern Europe and Caucasus.

Action 3.6: Develop and implement a system of impact measurement of the network

Priority 4: Develop synergies between youth policy in Europe and Don Bosco Movement

Action 4.1: Create specific actions within

Action 4.2: Create specific actions within youth policy areas of the Council of Europ

Action 4.3: Create specific actions within youth policy areas of the Salesian congregation

Action 4.4: Actively engage in networking with other international networks within the Don

Bosco Movement ................................

Action 4.5: Maintain strong contacts with the Salesian Youth Ministry department and with the

European Youth Forum ................................

Action 4.6: Follow-up the Faith

platforms ................................................................

Action 4.7: Develop a pool of youth representatives to represent DBYN towards international

institutions and platforms and to advocate for the dignity of young people

Education, Inclusion, Growth and Synergy

Bibliography ................................................................

Priority 3: Enhance the network of DBYN through openness, development and sustainability

Action 3.1: Enhance the communication structure of the network ................................


local, national and international level ................................................................................................

Action 3.3: Support member organisations to explore new budget lines and grant possibilities

Action 3.4: Increase the membership of the network ................................................................


South East Europe, Eastern Europe and Caucasus. ................................................................

Action 3.6: Develop and implement a system of impact measurement of the network

Priority 4: Develop synergies between youth policy in Europe and Don Bosco Movement

Action 4.1: Create specific actions within youth policy areas of the European Union

Action 4.2: Create specific actions within youth policy areas of the Council of Europ

Action 4.3: Create specific actions within youth policy areas of the Salesian congregation


................................................................................................................................


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up the Faith-based cooperation within the European Youth Forum and other

................................................................................................


institutions and platforms and to advocate for the dignity of young people ................................

Education, Inclusion, Growth and Synergy................................................................................................

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5

ess, development and sustainability ....... 28

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Action 3.3: Support member organisations to explore new budget lines and grant possibilities 28

............................................ 29


................................................. 29

Action 3.6: Develop and implement a system of impact measurement of the network ................ 29

Priority 4: Develop synergies between youth policy in Europe and Don Bosco Movement ............. 30

youth policy areas of the European Union ................... 30

Action 4.2: Create specific actions within youth policy areas of the Council of Europe ............... 30

Action 4.3: Create specific actions within youth policy areas of the Salesian congregation ......... 30


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based cooperation within the European Youth Forum and other

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Definitions

Definitions

Administrative Body

Council of Europe

DBYN

Don Bosco

Don Bosco Movement

Erasmus+

European Commission

EVS

European Youth Foundation

European Youth Forum

General Executive Body

He

International Secretariat

N.E.E.T.

Network

Partner

Policy Paper

Salesians

Salesian chaplain

SDB

Voluntary Service

Administrative Body a synonym for Board.

Council of Europe An international institution which brings together 47from the continent of Europe. (www.coe.int

DBYN

DBYN is the abbreviation for Don Bosco Youthivzw stands for Internationale Vereniging Zonder Winstoogmerk; Dutch for international notorganisation. We are obliged to add this to our name from the Belgian legislator.

Don Bosco a Catholic saint from the 19th century who worked with young people in a specific style. (www.sdb.org)

Don Bosco Movement

a collective name for all organisations worldwide that work in the style of Don Bosco. Within the movement it is often referred to as the Salesian Movement, linking the name to the Salesians of Don Bosco and the Salesian Family

Erasmus+ a subvention programme of the European Commformal education, non-formal education and vocational training(http://ec.europa.eu/programmes/erasmus-plus/index_en.htm

European Commission the Executive Body of the European Union.

EVS European Voluntary Service

European Youth Foundation a grant-making foundation aimed at youth projects. It is connected to the Council of Europe(http://www.coe.int/en/web/european-youth-foundat

European Youth Forum the largest youth platform in Europe. ( www.youthforum.org

General Executive Body a synonym for General Assembly.

He we use the masculine pronoun he to improve the readability of the text. It is a matter of choice, so for those of you who prefer the pronoun she, add an s to the pronoun.

ecretariat the secretariat of DBYN.

N.E.E.T. Young people (18-25) which are not in Employment, Education or Training.

Network a grassroots organisational structure where actions are developed out of the collaboration of the members.

Partners the member organisations of DBYN.

aper A document adopted by the General Executive Body which describe the policies within a specific work area of

Salesians the religious order started by Don Bosco to keep his mission alive.

Salesian chaplain Salesian or lay volunteers responsible for the pastoral care of our participants and the spiritual programme of our activities

SDB Abbreviation for Salesians of Don Bosco

ervice a (group of) young persons spending up to one year in another country to do youth work on a voluntary basis.

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ch brings together 47 countries www.coe.int)

Don Bosco Youth-Net ivzw. ivzw stands for Internationale Vereniging Zonder Winstoogmerk; Dutch for international not-for-profit

e are obliged to add this to our name from

century who worked with young

all organisations worldwide that work in ithin the movement it is often

, linking the name to the Salesian Family (www.sdb.org).

a subvention programme of the European Commission for formal education and vocational training

plus/index_en.htm)

the Executive Body of the European Union. (ec.europa.eu)

making foundation aimed at youth projects. It is connected to the Council of Europes Youth Sector.

foundation)

www.youthforum.org)

we use the masculine pronoun he to improve the readability e text. It is a matter of choice, so for those of you who

prefer the pronoun she, add an s to the pronoun.

25) which are not in Employment, Education

roots organisational structure where actions are developed out of the collaboration of the members.

A document adopted by the General Executive Body which c work area of DBYN.

the religious order started by Don Bosco to keep his mission

Salesian or lay volunteers responsible for the pastoral care of our participants and the spiritual programme of our activities

a (group of) young persons spending up to one year in another country to do youth work on a voluntary basis.

8

Volunteers

Working Group

Young People

Youth Exchange

Youth in Action-programme

Master plan 2015

Volunteers young people who voluntarily take on responsibilities inside DBYN.

roups a group of young volunteers who work out youth projects.

eople young people between 16 and 30 years old.

xchange an activity where young people from different countries meet and carry out a programme together.

programme a subvention programme which is a part of the Erasmus+ programme, focussing on non-formal education for youth


young people who voluntarily take on responsibilities inside

a group of young volunteers who work out youth projects.

young people between 16 and 30 years old.

an activity where young people from different countries meet

which is a part of the Erasmus+ formal education for youth.

Dignity for all youth in Europ

Dignity for all youth in Europe 2015 marks the bicentenary of the birth of Don Bosco. Even though many things have changed over the last 200 years, young people seem to be facing similar problems as in the time of Don Bosco: tcrisis in the European political and economical system hinder young people to develop autonomy and force many to migrate in search for work When the first industrial revolution started in Piedmont, many young people were forced to migratfrom the impoverished countryside to the industrialisedand build a better life. Often this proved to be intervention led to the systematic abuse of young people workshops and factories. Those whostreet gangs. Both options often led them to a life in prison. It is in this context where Don Bosco found his mission and worked for the dignity of those young people living on the peripheries. Apart from giving many of them a home, his solutions included the development of quality(preventive system), solidarity mechanism (mutual aid societies), social negotiations (work contracts), and entrepreneurship (workshops). The ultimate aim was not just to render young people profitable for the economy, but as a method to find acitizens. Currently the European continent is facing a different crisis originates in the unrestrained capitalism of the global financial sector and has turpolitical crisis by looking for neonational protectionism. Added to thisoriginating in conflicts in neighbouring rthe Middle East and Ukraine, are creating new streams of refugees entering Europe. Young people in particular are suffering strongly under these crises, resulting in a growing number of young pliving on the peripheries: N.E.E.T.s, 3However, it is the remedies which the political leadership in Europe which indicate that the crisis transcends a pure politicavalues of both the Council of Europe and the European Union: the promotion of peace and solidarity between nations and the protection of human rights for all It is within this context that Don Beducational method of Don Bosco offers young people a holistic education, which encourages them to use their creativity and talents to build their own lives andcommunities in which they live. This master plan proposes a set of priorities and actions which we believe we can use to start anew from Don Boscos example and help rebuilding the dream of the founding fathers of the Council of Europe an

Dignity for all youth in Europe

Dignity for all youth in Europe

2015 marks the bicentenary of the birth of Don Bosco. Even though many things have changed over years, young people seem to be facing similar problems as in the time of Don Bosco: t

cal and economical system hinder young people to develop autonomy and migrate in search for work or a better life.

first industrial revolution started in Piedmont, many young people were forced to migratside to the industrialised capital of Turin in the hope

and build a better life. Often this proved to be false hope. The classic liberal ideology of low state intervention led to the systematic abuse of young people of the city who

. Those who could not find a job were condemned to vagrancy or joined ten led them to a life in prison. It is in this context where Don Bosco

found his mission and worked for the dignity of those young people living on the peripheries. Apart from giving many of them a home, his solutions included the development of quality(preventive system), solidarity mechanism (mutual aid societies), social negotiations (work contracts), and entrepreneurship (workshops). The ultimate aim was not just to render young people profitable for the economy, but as a method to find autonomy in life, becoming good Christians and honest

Currently the European continent is facing a different economic and political crisis originates in the unrestrained capitalism of the global financial sector and has turpolitical crisis by looking for neo-liberal solutions in the form of rigorous austerity measures and national protectionism. Added to this, Europe is confronted with a political an

in conflicts in neighbouring regions. The revolutions of the Arabic spring andthe Middle East and Ukraine, are creating new streams of refugees entering Europe. Young people in particular are suffering strongly under these crises, resulting in a growing number of young pliving on the peripheries: N.E.E.T.s, 3rd and 4th generation migrants, ROMA youth and refugees.However, it is the remedies which the political leadership in Europe are proposing as which indicate that the crisis transcends a pure political and economic one. It is a crisis of the core values of both the Council of Europe and the European Union: the promotion of peace and solidarity between nations and the protection of human rights for all its peoples.

It is within this context that Don Bosco Youth-Net ivzw wants to offer an alternative for youth. The educational method of Don Bosco offers young people a holistic education, which encourages them to use their creativity and talents to build their own lives and take social responsibility wicommunities in which they live. This master plan proposes a set of priorities and actions

to start anew from Don Boscos example and help rebuilding the dream of the founding fathers of the Council of Europe and the European Union.

9

2015 marks the bicentenary of the birth of Don Bosco. Even though many things have changed over years, young people seem to be facing similar problems as in the time of Don Bosco: the

cal and economical system hinder young people to develop autonomy and

first industrial revolution started in Piedmont, many young people were forced to migrate capital of Turin in the hope of finding work

he classic liberal ideology of low state found a job in the

could not find a job were condemned to vagrancy or joined ten led them to a life in prison. It is in this context where Don Bosco

found his mission and worked for the dignity of those young people living on the peripheries. Apart from giving many of them a home, his solutions included the development of quality education (preventive system), solidarity mechanism (mutual aid societies), social negotiations (work contracts), and entrepreneurship (workshops). The ultimate aim was not just to render young people profitable

utonomy in life, becoming good Christians and honest

crisis: the economic crisis originates in the unrestrained capitalism of the global financial sector and has turned into a

rigorous austerity measures and Europe is confronted with a political and humanitarian crisis

evolutions of the Arabic spring and the wars in the Middle East and Ukraine, are creating new streams of refugees entering Europe. Young people in particular are suffering strongly under these crises, resulting in a growing number of young people

A youth and refugees. proposing as a solution

l and economic one. It is a crisis of the core values of both the Council of Europe and the European Union: the promotion of peace and solidarity

Net ivzw wants to offer an alternative for youth. The educational method of Don Bosco offers young people a holistic education, which encourages them

take social responsibility within the communities in which they live. This master plan proposes a set of priorities and actions through

to start anew from Don Boscos example and help rebuilding the dream

Structures and policies

Structures and policies In order to facilitate the decision making process in our network, we have developed a series of policy papers, describing guidelines on how to manage different aspects of the network:

Statutes

Rules and regulations

Master plan

Work plan

Operational plan

House style for DBYN

Partner book

Involving Volunteers

Communication structure

Training structure

Representation structure

Few words and a lot of action

Resource management

Annual report

The development process of these policy papers included all actors of the norganisations, volunteers and international secretariat). When a policy paper is ready, it is presented to the meeting of the General Executive Body for adoption. Once a policy paper is adopted the network starts to implement it. A policydiscarded. Each policy paper focuses on a specific field of work of the network. They are written to give the network some structures and procedures to fall back on. They are not intended to be usebut more as a set of guidelines. In this chapter we want to focus on how these structures and policies are correlated. All policy papers can be downloaded at the international secretariat.

policies

In order to facilitate the decision making process in our network, we have developed a series of policy papers, describing guidelines on how to manage different aspects of the network:

describes the foundations of our network

describes the fixed procedures concerning membership, etc.

describes the strategic aims for a period of 3 years

describes the projects planned for 1 or 3 years

describes the work plan of the international secretariat for one year

describes the house style of our written communications

describes all partners of the network

Describes the volunteer policies of the network

describes the communication strategy of the network

describes the training strategy of the network

describes the representation strategy of the network

describes the working style of the network

describes the resource management of the network

describes on a completed working year

The development process of these policy papers included all actors of the norganisations, volunteers and international secretariat). When a policy paper is ready, it is presented to the meeting of the General Executive Body for adoption. Once a policy paper is adopted the network starts to implement it. A policy paper is implemented until it is updated, replaced or

Each policy paper focuses on a specific field of work of the network. They are written to give the network some structures and procedures to fall back on. They are not intended to be usebut more as a set of guidelines. In this chapter we want to focus on how these structures and

All policy papers can be downloaded at www.donboscoyouth.net/toolbox or can be requested from

11

In order to facilitate the decision making process in our network, we have developed a series of policy papers, describing guidelines on how to manage different aspects of the network:

describes the fixed procedures concerning membership, etc.

describes the work plan of the international secretariat for one year

describes the house style of our written communications

describes the communication strategy of the network

describes the representation strategy of the network

The development process of these policy papers included all actors of the network (member organisations, volunteers and international secretariat). When a policy paper is ready, it is presented to the meeting of the General Executive Body for adoption. Once a policy paper is adopted the

paper is implemented until it is updated, replaced or

Each policy paper focuses on a specific field of work of the network. They are written to give the network some structures and procedures to fall back on. They are not intended to be used rigidly, but more as a set of guidelines. In this chapter we want to focus on how these structures and

an be requested from

12

Organisational structure Because we are an international nonpeople as possible in our structures. We are confident that by giving young peopleresponsibilities of creating their own projects, we keep divided somewhat arbitrarily into policy and practice. In reality this division is not so strict: there are many young volunteers active in can only be set-up with the help of the member organisations. On the reflects our vision really well on the task of the young people


Administrative Body

Member organisations(Partners)

POLICY

1 meeting a year -

3/4 meetings a year

Master plan 2015

Organisational structure

Because we are an international non-governmental YOUTH organisation, we include as many young people as possible in our structures. We are confident that by giving young peopleresponsibilities of creating their own projects, we keep DBYN young and relevant. The diagram is divided somewhat arbitrarily into policy and practice. In reality this division is not so strict: there are

e in the member organisations at policy level, and some bigger projectthe help of the member organisations. On the other hand the diagram

on the task of the young people we are offering our services t

General Executive

Administrative Body

SUPPORT

International working groups

Projects

Local working groups

Member organisations supports

informs

PRACTICE

International secretariat

REPRESEN

TATIO

N

supports

informs


governmental YOUTH organisation, we include as many young people as possible in our structures. We are confident that by giving young people the chances and

young and relevant. The diagram is divided somewhat arbitrarily into policy and practice. In reality this division is not so strict: there are

policy level, and some bigger projects other hand the diagram

we are offering our services to.

International working

Local working

Volunteers

PRACTICE


The Partners are the member organisationsof Don Bosco can become members of the network. The target group of the network is the sum of those of the member organisations. The who create youth projects within the framework of the network. They are connected to Working Groups of the member organisations. The specific profile: age group between 18 and 30 years old, a good knowledge of English, a strong international interest and familiarity with the Don Bosco Mrecommended. The General Executive Body is the highest decisionorganisations are represented in the General Executive Body and it makes its decisions. We ask all member organisations to send a maximum of two participants, of which one should be a young volunteer. functioning of the network. The members of the Administrative Body are elected for a period of three years out of the member organisations of the network. The chair) of the network and is personally elected out of the member organisations. Once elected the president only can represent the network, not the member The International secretariat is the secretariat of coordination of the network, is an exchange point for information andThrough the publications, the websiteTwice a year, the International Secretariat organises a network weekend, in collaboration with a hosting member organisation. In this way member organisations can work and meet together, which simplifies the whole working process. The international secretariat is also a point of suppadvice for the member organisations funding, help them with applications for grantprojects. There is a wide range of policy papers whichwill focus on the 3 main work areas and see how the different actors of the network are influenced by the policy papers.

POLICY The Statutes form the legal basis in which the network operates. It aims of the organisation, but it describes the description of procedures for membership and for the working of the governing bodies of the network. These procedures are elaborated in the and regulations. The strategical planning, which is another essential part of the policy area, is laid down in Plan for a period of 3 years. The priorities put a focus on the actions the network wants to take in that period. The concrete actions presented in the master plaperiod of the master plan. It is the task of the Administrative Body and the General Executive Body to see that these actions are implemented. Few words and a lot of actionrooted in the heritage of Don Bosco. This document translates that heritage of DBYN. In order to have a better understanding of our member organisations, we have a partner book. This Partner book gives a full descrat least once a year at the meeting of the General Executive Body.

member organisations of DBYN. Only youth organisations that work in the style of Don Bosco can become members of the network. The target group of the network is the sum of those of the member organisations. The International Working Groups are groups of young volunteers who create youth projects within the framework of the network. They are connected to

of the member organisations. The volunteers who are active in the network have a group between 18 and 30 years old, a good knowledge of English, a strong

international interest and familiarity with the Don Bosco Movement. Experience in y

is the highest decision-making body of the network. All our member organisations are represented in the General Executive Body and it is the place where the network akes its decisions. We ask all member organisations to send a maximum of two participants, of

which one should be a young volunteer. The Administrative Body is responsible for the daily functioning of the network. The members of the Administrative Body are elected for a period of three years out of the member organisations of the network. The President is the chairperson (or

of the network and is personally elected out of the member organisations. Once elected the president only can represent the network, not the member organisation they are

is the secretariat of DBYN. They are responsible for the overall is an exchange point for information and also a facilitator of contacts.

Through the publications, the website etc, they aim to keep the member organisations upl Secretariat organises a network weekend, in collaboration with a

hosting member organisation. In this way member organisations can work and meet together, which simplifies the whole working process. The international secretariat is also a point of supp

or the member organisations - they help the member organisations withthem with applications for grants and also with the preparation and organisation of

There is a wide range of policy papers which are correlated with our organisational structure.will focus on the 3 main work areas and see how the different actors of the network are influenced

form the legal basis in which the network operates. It not only describes the basic aims of the organisation, but it describes the description of procedures for membership and for the working of the governing bodies of the network. These procedures are elaborated in the

al planning, which is another essential part of the policy area, is laid down in The priorities put a focus on the actions the network wants to take in

The concrete actions presented in the master plan are to be carried out within the period of the master plan. It is the task of the Administrative Body and the General Executive Body to see that these actions are implemented.

Few words and a lot of action describes the working style of DBYN. The wothe heritage of Don Bosco. This document translates that heritage into the working reality

In order to have a better understanding of our member organisations, we have a partner book. This description of our member organisations. The partner book is updated

at least once a year at the meeting of the General Executive Body.

13

. Only youth organisations that work in the style of Don Bosco can become members of the network. The target group of the network is the sum of

are groups of young volunteers who create youth projects within the framework of the network. They are connected to Local

are active in the network have a group between 18 and 30 years old, a good knowledge of English, a strong

ovement. Experience in youth work is

twork. All our member is the place where the network

akes its decisions. We ask all member organisations to send a maximum of two participants, of is responsible for the daily

functioning of the network. The members of the Administrative Body are elected for a period of is the chairperson (or

of the network and is personally elected out of the member organisations. Once elected the organisation they are attached to.

ponsible for the overall a facilitator of contacts.

to keep the member organisations up-to-date. l Secretariat organises a network weekend, in collaboration with a

hosting member organisation. In this way member organisations can work and meet together, which simplifies the whole working process. The international secretariat is also a point of support and

the member organisations with their search for with the preparation and organisation of

are correlated with our organisational structure. We will focus on the 3 main work areas and see how the different actors of the network are influenced

not only describes the basic aims of the organisation, but it describes the description of procedures for membership and for the working of the governing bodies of the network. These procedures are elaborated in the Rules

al planning, which is another essential part of the policy area, is laid down in a Master The priorities put a focus on the actions the network wants to take in

carried out within the period of the master plan. It is the task of the Administrative Body and the General Executive Body

. The work we do is to the working reality

In order to have a better understanding of our member organisations, we have a partner book. This The partner book is updated

14

PRACTICE Involving volunteers forms the basis for the partnetwork. Through its implementation

It was already mentioned that at our meeting of the policy that each member organisation can send 2 representatives of which one needs to byoung person. We are implementing this policy, because it makes sure our organisation youth-led.

Next to this we have developed a towards an active involvement within the network.

Finally our Representation structureyouth representatives for our network.

All these procedures have the goal of empowering the young people involved as volunteers in our network to be the real protagonists of

SUPPORT Every year the international secretariattasks of the secretariat for that year. The operational plan describes 2 types of tasks: general and specific tasks. The general tasks are rimplementation of the policy papers. The specific tasks are related to the priorities and concrete actions of the master plan. Information takes many forms in an organisation: documents, publicatiowebsites, books, flyers, ... The management of this information is important to make the organisation run smoothly. At the same time we need to archive the information to preserve it for the future. Without it the memory for thour information should be accessible to all memberhave developed a plan for our procedures to ensure the information is handled correctly inside the network. DBYN wants to keep financial barriers for participation in our network as low as possible. The lacof financial capacity should not restriDBYN, nor should it restrict any young person from participatinghave set up the following financial policies

We try to create and maintain aaccessible to all mandated representatives. When a representatiattend such a meeting, they secretariat. After assessment the international secretariat will fAdministrative Body which then

We try to create and maintain a network do not solely depend on public funds. If public funds do not come through for sproject, a request can be sentassessment the international secretariat will then makes a decision.

Master plan 2015

forms the basis for the participation of young volunteers athrough its implementation, the following policies and structures were developed:

It was already mentioned that at our meeting of the General Executive Bodypolicy that each member organisation can send 2 representatives of which one needs to byoung person. We are implementing this policy, because it makes sure our organisation

Next to this we have developed a Training structure which empowers our volunteers towards an active involvement within the network.

Representation structure includes the policy of empowering volunteers to act as for our network.

All these procedures have the goal of empowering the young people involved as volunteers in our real protagonists of DBYN.

nternational secretariat puts together an Operational plan which tasks of the secretariat for that year. The operational plan describes 2 types of tasks: general and specific tasks. The general tasks are related to the day-to-day work of the secretariat and the implementation of the policy papers. The specific tasks are related to the priorities and concrete

Information takes many forms in an organisation: documents, publications, grant applications, websites, books, flyers, ... The management of this information is important to make the organisation run smoothly. At the same time we need to archive the information to preserve it for the future.

e organisation will be lost. Next to this DBYN has the policy that all uld be accessible to all member organisations of the network. Therefore we

have developed a plan for our Resource management, which gathers togetheredures to ensure the information is handled correctly inside the network.

wants to keep financial barriers for participation in our network as low as possible. The lact restrict any Don Bosco organisation from becomi

it restrict any young person from participating in our activitiesfinancial policies:

We try to create and maintain a Solidarity fund, aimed at making our statutory meetings ible to all mandated representatives. When a representative is facing financial barriers to

can request help from the solidarity fund through the international secretariat. After assessment the international secretariat will forward the call to the

then makes a decision.

We try to create and maintain a Project fund, aimed at ensuring that crucial projects for the network do not solely depend on public funds. If public funds do not come through for sproject, a request can be sent by the organising team to the international secretariat. After assessment the international secretariat will forward the call to the Administrative Body which


icipation of young volunteers at all levels of our following policies and structures were developed:

General Executive Body we have the policy that each member organisation can send 2 representatives of which one needs to be a young person. We are implementing this policy, because it makes sure our organisation is

which empowers our volunteers

the policy of empowering volunteers to act as

All these procedures have the goal of empowering the young people involved as volunteers in our

which determines the tasks of the secretariat for that year. The operational plan describes 2 types of tasks: general and

day work of the secretariat and the implementation of the policy papers. The specific tasks are related to the priorities and concrete

ns, grant applications, websites, books, flyers, ... The management of this information is important to make the organisation run smoothly. At the same time we need to archive the information to preserve it for the future.

has the policy that all organisations of the network. Therefore we

, which gathers together a set of

wants to keep financial barriers for participation in our network as low as possible. The lack becoming a member of

in our activities. Therefore we

our statutory meetings ve is facing financial barriers to

can request help from the solidarity fund through the international orward the call to the

that crucial projects for the network do not solely depend on public funds. If public funds do not come through for such a

by the organising team to the international secretariat. After inistrative Body which


We have a rotary system for organidecision of the host places is open atvenues travel through all our member organisations countries, giving all member organisations an equal chance of hosting such an activity. At the same time it balances the travel costs, because one doesnt always need to travel far.

At the same time we need to be conscious that cooking costs money. No organisation can survive without funds, especially when tare constantly looking for sources of financing which can help us to achieve our goalsto be aware that public fundshave to keep an eye on those priorities and see where they meet with ourDBYN can link in with the budget lines, respecting our own identity.

rotary system for organising our activities and network meetingson of the host places is open at the meeting of the General Executive Body. In this way the

venues travel through all our member organisations countries, giving all member organisations of hosting such an activity. At the same time it balances the travel costs,

because one doesnt always need to travel far.

At the same time we need to be conscious that cooking costs money. No organisation can survive without funds, especially when trying to organise international activities. Therefore we are constantly looking for sources of financing which can help us to achieve our goals

public funds are largely determined by outset priorities of those funders. We to keep an eye on those priorities and see where they meet with our

DBYN can link in with the budget lines, respecting our own identity.

15

and network meetings. The the meeting of the General Executive Body. In this way the

venues travel through all our member organisations countries, giving all member organisations of hosting such an activity. At the same time it balances the travel costs,

At the same time we need to be conscious that cooking costs money. No organisation can rying to organise international activities. Therefore we

are constantly looking for sources of financing which can help us to achieve our goals. We need are largely determined by outset priorities of those funders. We

to keep an eye on those priorities and see where they meet with our own. In this way

16

Communication structure DBYN created a communication structure to within our network and who is responsible for it. Through this we want to create a tool which enables us to identify the needs of improvement. This communication structure forms a basis which is to be developed and strengthen

There are 2 categories of communication: internal communication and external communication. These categories have a different purpose. Internal communication aims at improving the organisations operations, in order to make it run smoothly according to the identity of the organisation. External communication aims at informing outsiders about the views and actions of the organisation, in order to create an image for the organisation Each of these categories can be divided into 4 subcategories, of which one is part of both: Crisis communication. When a crisis occurs in an oIt is crucial to reduce the damage for the organiexternal target groups. Task communication, management communication and policy communication are the other subcategories for internal communication. PR & general communication, recruitment communication and persuasive communication are the other subcategories for external communication. The document A communication structure for DBYNdescribes in full how the other policy papers of DBYN are linked to the communication swell as the procedures to develop the communication structure.

Task communication communication

Management communication

INTERNAL COMMUNICATION

Int. Secr. DBYN PoT

Project managers President

Int. Secr. A.B.

President

IDENTITY

Rules & regulationsMaster plan Work plan

Operational plan Partner book

Training structure

Work plan Operational plan Partner book

Training structure

Master plan 2015

Communication structure

created a communication structure to clarify the different types of communicand who is responsible for it. Through this we want to create a tool which

enables us to identify the needs of improvement. This communication structure forms a basis which be developed and strengthened through the use of targeted communication plans.

There are 2 categories of communication: internal communication and external communication. These categories have a different purpose. Internal communication aims at improving the

, in order to make it run smoothly according to the identity of the organisation. External communication aims at informing outsiders about the views and actions of the organisation, in order to create an image for the organisation conforming to its identi

Each of these categories can be divided into 4 subcategories, of which one is part of both: Crisis communication. When a crisis occurs in an organisation both the identity and theIt is crucial to reduce the damage for the organisation by an integral approach to both internal and external target groups. Task communication, management communication and policy communication are the other subcategories for internal communication. PR & general communication, recruitment

n and persuasive communication are the other subcategories for external

A communication structure for DBYN on the communication structure describes in full how the other policy papers of DBYN are linked to the communication swell as the procedures to develop the communication structure.

Policy communication

Crisis communication

Recruitment communication

Persuasive communication

DBYNs communication structure

INTERNAL COMMUNICATION EXTERNAL COMMUNICATION

Int. Secr. A.B. G.E.B.

President

Int. Secr. A.B.

Project managers President

Int. Secr.Project managers

Partners

Int. Secr. Youth repr.

A.B. President

IMAGE IDENTITY

Statutes Rules & regulations

Master plan Partner book DBYN style

Statutes Rules & regulations

Master plan Partner book DBYN style

Work planTraining structure

Partner book Representation

structure DBYN style


ommunication we have nd who is responsible for it. Through this we want to create a tool which

enables us to identify the needs of improvement. This communication structure forms a basis which gh the use of targeted communication plans.

There are 2 categories of communication: internal communication and external communication. These categories have a different purpose. Internal communication aims at improving the

, in order to make it run smoothly according to the identity of the organisation. External communication aims at informing outsiders about the views and actions of the

to its identity.

Each of these categories can be divided into 4 subcategories, of which one is part of both: Crisis the image are at stake.

sation by an integral approach to both internal and external target groups. Task communication, management communication and policy communication are the other subcategories for internal communication. PR & general communication, recruitment

n and persuasive communication are the other subcategories for external

on the communication structure describes in full how the other policy papers of DBYN are linked to the communication structure as

PR & general communication

Recruitment communication

EXTERNAL COMMUNICATION

Int. Secr. Project managers

Partners

Int. Secr. Project managers

Partners

Work plan Partner book Annual report

Work plan Training structure


Representation Structure DBYN created a representation structure to come towards its 3procedures of how the network can mandate representativeyoung people. It is actually a specific application of our organisational structure.

As the representation structure is an adapted version of our organisational structure, the same policy papers apply to it. However two of them play a key role:

Firstly, the document Few words and a lot of actiontherefore is a statement of our identity as within the representation struct

Secondly, the Master planaddress within a specific period

A representation structure for DBYNrepresentation structure. It also describes in which to develop opinions, the opinionrepresentation work.


Administrative Body

SUPPORT

Member organisations (Partners)

supports

informs

POLICY


REPRESEN

TATIO

N

1 meeting a year -

3/4 meetings a year

supports

informs

tructure

created a representation structure to come towards its 3rd statutory aim.how the network can mandate representatives to represent the voice of Don Bosco

specific application of our organisational structure.

As the representation structure is an adapted version of our organisational structure, the same policy wo of them play a key role:

Few words and a lot of action. It describes our working styleis a statement of our identity as a network. It serves as the theoretic framework

within the representation structure.

Master plan. It sets forward priorities which help to focuswithin a specific period.

A representation structure for DBYN describes how the other policy papers relatealso describes the procedures related to the mandates, the framework

o develop opinions, the opinion-making process itself and the sustainability of our

International working groups

Projects


Volunteers

PRACTICE


Administrative Body

SUPPORT

Member organisations (Partners)

supports

informs

POLICY


REPRESEN

TATIO

N

mandates

informs

mandates

inform

s

17

statutory aim. It describes the s to represent the voice of Don Bosco

specific application of our organisational structure.

As the representation structure is an adapted version of our organisational structure, the same policy

describes our working style and t serves as the theoretic framework

help to focus on the issues to

the other policy papers relate to the related to the mandates, the framework

making process itself and the sustainability of our

SUPPORT

Youth representatives

Representation


PRACTICE

International

REPRESEN

TATIO

N

18

Training structure A training structure for DBYNbecoming active as project managers and trainers on internationalthemselves using the DBYN framework.

The structure consists of a cyclecourse focuses on intercultural learningis a training course on project managementinternational projects. The thirdprogramme of an international youth activity. Once a volunteer has run through the whole cycle, they can be selected to be part of the training cycle. The following policy papers have an influence on the development of the training structure:

Involving volunteers forms the basis for putting young peoplorganisation. The development of the tratraining structure keeps on developing, we need to take into consideration the effect thiInvolving volunteers and, if necessary

As non-formal education is one of the is reflected in the priorities of the master plan therefore have a strong impact on the ongoing development of the training structure.

At all training courses from the cycle there are sessiontheoretical framework for these sessions comes from

The international secretariat has the task to followtraining structure. The staff of the secretariat arereflected in the tasks described in the

Master plan 2015

A training structure for DBYN describes DBYNs strategy to empower our volunteers in becoming active as project managers and trainers on international activities which they organisethemselves using the DBYN framework.

The structure consists of a cycle of 3 training courses and a pool of trainersintercultural learning, a basic competence for international youth work. The second

project management, where the participants learn how to create their own international projects. The third is a training of trainers, which prepares the participants inprogramme of an international youth activity. Once a volunteer has run through the whole cycle,

can be selected to be part of the DBYNs pool of trainers, which is responsible

have an influence on the development of the training structure:

forms the basis for putting young people at organisation. The development of the training structure is a concrete outcome of this. As the training structure keeps on developing, we need to take into consideration the effect thi

if necessary, adapt it.

formal education is one of the focuses of our network, it is a logical result that this focus of the Master plan. The priorities and the concrete actions of the

master plan therefore have a strong impact on the ongoing development of the training

raining courses from the cycle there are sessions on the working style of Don Bosco. The theoretical framework for these sessions comes from Few words and a lot of action

The international secretariat has the task to follow-up and support the developmeThe staff of the secretariat are part of the pool of trainers as well.

reflected in the tasks described in the Operational plan.


trategy to empower our volunteers in activities which they organise

3 training courses and a pool of trainers. The first training , a basic competence for international youth work. The second

, where the participants learn how to create their own ich prepares the participants in leading the

programme of an international youth activity. Once a volunteer has run through the whole cycle, , which is responsible for delivering the

have an influence on the development of the training structure:

the centre of the ining structure is a concrete outcome of this. As the

training structure keeps on developing, we need to take into consideration the effect this has on

it is a logical result that this focus The priorities and the concrete actions of the

master plan therefore have a strong impact on the ongoing development of the training

on the working style of Don Bosco. The Few words and a lot of action.

up and support the development of the part of the pool of trainers as well. This is

Goals and priorities

Goals and priorities Writing the Master Plan is always an intricate process; there The General Executive Body, together with the Administrative Body, works out the priorities starting from the goals of the network. The previous Master Plan is taken into account also and some actions connected to the priorities are also put forward. The international the responsibility to work out a draft Master Plan. This draft is presented several times to the Administrative Body, which gives them the opportunity to fine tune the draft. When tready for adoption, the Master Plan is presented to the General Executive Body. They have the opportunity for further amendments. If the General Executive Body is satisfied, they adopt the Master Plan. This whole process takes one year. As has been outlined in the introduction, above as common sense in our network: it is the network that takes these steps, not individuals. The members of the General Executive Body and the Administratorganisations, not separate individuals, which is why in the following points we will refer to the actors as we.

As laid down in the statutes In this paragraph, we take a look at the statutes of laid down in those statutes. Art. 4 The pedagogical, philanthropic

1 To bring together young people from Europe and across the world, so they can participate in youth activities based on the hsocial, cultural, pedagogical and spiritual field, the ivzw development of youngsters. With this, the iwho, for various reasons, have been excluded from these 2 To coordinate international activities, organised by one of the members of the ivzw. By exchanging information and/or organising (specific) activities, the ivzw tries to between the different members of the ivzw and to create a profound mutual understandi 3 To represent the voice of the Don Bosco Youth, via the members and to defend their interests at international level.


Writing the Master Plan is always an intricate process; there are many actors and stages involved.

The General Executive Body, together with the Administrative Body, works out the priorities starting from the goals of the network. The previous Master Plan is taken into account also and

priorities are also put forward. The international the responsibility to work out a draft Master Plan. This draft is presented several times to the Administrative Body, which gives them the opportunity to fine tune the draft. When t

for adoption, the Master Plan is presented to the General Executive Body. They have the opportunity for further amendments. If the General Executive Body is satisfied, they adopt the Master Plan. This whole process takes one year.

has been outlined in the introduction, DBYN is a network. We see the different stages described above as common sense in our network: it is the network that takes these steps, not individuals. The members of the General Executive Body and the Administrative Body are our organisations, not separate individuals, which is why in the following points we will refer to the

As laid down in the statutes

In this paragraph, we take a look at the statutes of DBYN and more specifically at the

The pedagogical, philanthropic and social non-profit goals of the ivzw are:

1 To bring together young people from Europe and across the world, so they can participate in youth activities based on the heritage of Don Bosco. By organising international activities in the social, cultural, pedagogical and spiritual field, the ivzw wants to contribute to the wholedevelopment of youngsters. With this, the ivzw wants to broaden the opportunities

ns, have been excluded from these kind of activities.

2 To coordinate international activities, organised by one of the members of the ivzw. By exchanging information and/or organising (specific) activities, the ivzw tries to between the different members of the ivzw and to create a profound mutual understandi

3 To represent the voice of the Don Bosco Youth, via the members and to defend their interests at

19

are many actors and stages involved.

The General Executive Body, together with the Administrative Body, works out the priorities starting from the goals of the network. The previous Master Plan is taken into account also and

priorities are also put forward. The international secretariat then has the responsibility to work out a draft Master Plan. This draft is presented several times to the Administrative Body, which gives them the opportunity to fine tune the draft. When the draft is

for adoption, the Master Plan is presented to the General Executive Body. They have the opportunity for further amendments. If the General Executive Body is satisfied, they adopt the

is a network. We see the different stages described above as common sense in our network: it is the network that takes these steps, not individuals.

ive Body are our member organisations, not separate individuals, which is why in the following points we will refer to the

and more specifically at the goals that are

1 To bring together young people from Europe and across the world, so they can participate in eritage of Don Bosco. By organising international activities in the

wants to contribute to the whole vzw wants to broaden the opportunities of young people

2 To coordinate international activities, organised by one of the members of the ivzw. By exchanging information and/or organising (specific) activities, the ivzw tries to facilitate the contact between the different members of the ivzw and to create a profound mutual understanding.

3 To represent the voice of the Don Bosco Youth, via the members and to defend their interests at

20

Priorities master plan 2003 For the Master Plan 2003 2005 we took our statutory goals as a starting point. Out of these goals we distilled some priorities to translate these priorities in concrete actions afterwards. These priorities came forward:

1. To bring together young people to participate in (international) youth activities2. To broaden the chances for youngsters that are, by reasons of various kinds, excluded from this kind

of activities 3. Coordination 4. Exchange of information 5. To facilitate contact 6. To represent the voice of the Don Bosco youth on an international level7. Public Relations and promotion

Priorities master plan 2006 For the priorities for the Master Plan 2006 2005 as a starting point. Out of which needed further attention. Then we adjusted the new needs to the statutory goals. Finally we formulated the following eight priorities for the period 2006

1. To bring together young people to participate in (international) youth activities and broaden the chances for those who are, through various reasons, excluded

2. To co-ordinate international activities between members and the exchange of information3. Facilitate contact and develop cooperation in the Salesian world4. To promote effective international volunteering (selection, preparation, ongoing support and

evaluation) 5. Ensure that all partners can play an equal role in DBYN, irrespective of their financial status6. Strengthen cooperation between partners, and between partners and the international secretariat7. Strengthen the involvement of young people in decision making at a local level8. Represent the voice of DB young people on an international level

Priorities master plan 2009 We applied the same development process for the priorities 2009 master plan 2006 2008. We choose to formulate the priorities short, toway. This resulted in a list of 7 priorities:

1. Bring together young people to participate in international youth activities2. Reach out for young people with fewer opportunities3. Strengthen international volunteering4. Strengthen DBYNs training strategy5. Strengthen cooperation between partners and the internat6. Represent the voice of DB young people on international level7. Develop Salesian spirituality within our work

Master plan 2015

n 2003 2005

2005 we took our statutory goals as a starting point. Out of these goals we distilled some priorities to translate these priorities in concrete actions afterwards. These

young people to participate in (international) youth activities To broaden the chances for youngsters that are, by reasons of various kinds, excluded from this kind

oice of the Don Bosco youth on an international level Public Relations and promotion


For the priorities for the Master Plan 2006 2008 we took the priorities of the Master Plan 2003 2005 as a starting point. Out of an evaluation of these priorities we outlined which were fulfilled and which needed further attention. Then we adjusted the new needs to the statutory goals. Finally we formulated the following eight priorities for the period 2006 2008:

her young people to participate in (international) youth activities and broaden the chances for those who are, through various reasons, excluded

ordinate international activities between members and the exchange of informationdevelop cooperation in the Salesian world

To promote effective international volunteering (selection, preparation, ongoing support and

Ensure that all partners can play an equal role in DBYN, irrespective of their financial statusoperation between partners, and between partners and the international secretariat

Strengthen the involvement of young people in decision making at a local level Represent the voice of DB young people on an international level


We applied the same development process for the priorities 2009 2011 as that for the previous 2008. We choose to formulate the priorities short, to-the-point and in an active

way. This resulted in a list of 7 priorities:

ng together young people to participate in international youth activities Reach out for young people with fewer opportunities Strengthen international volunteering Strengthen DBYNs training strategy Strengthen cooperation between partners and the international secretariat Represent the voice of DB young people on international level Develop Salesian spirituality within our work


2005 we took our statutory goals as a starting point. Out of these goals we distilled some priorities to translate these priorities in concrete actions afterwards. These

To broaden the chances for youngsters that are, by reasons of various kinds, excluded from this kind

2008 we took the priorities of the Master Plan 2003 an evaluation of these priorities we outlined which were fulfilled and

which needed further attention. Then we adjusted the new needs to the statutory goals. Finally we

her young people to participate in (international) youth activities and broaden the

ordinate international activities between members and the exchange of information

To promote effective international volunteering (selection, preparation, ongoing support and

Ensure that all partners can play an equal role in DBYN, irrespective of their financial status operation between partners, and between partners and the international secretariat

2011 as that for the previous point and in an active


Priorities master plan 2012 The priorities of this master plan were developed through an extensive process. Starting poithe evaluation of our member organisations of the first 10 years of evaluation to set forward challenges for our future. The Administrative Body reflected on these outcomes and decided to focus our priorities on the 2 intoperations: the European Union and the worldwide Don Bosco Movement. Instead of developing separate priorities to target each context individually, the international secretariat was asked to develop a draft proposal which Administrative Body and adopted

1. Raise employability of young people through non2. Promote active citizenship throu3. Reach out for young people with fewer opportunities4. Ensure Financial Stability 5. Develop the new paradigm for Salesian spirituality within 6. Develop synergies between youth policy of the European Union and of the Don Bosco Movement

Priorities master plan 2015 In the consultation process for the new master plan 2015the previous master plan 2012-inspired by the thematic preparation towards the bicentenary of Don profoundly in the Salesian Charism. Therefore we redefined the priorities of the previous master plan 2012 2014, so it better reflects our identity of as Christians within the vision of Don The priorities for the period 2015

1. Fight for the dignity of each young person2. Reach out to young people on the peripheries of society3. Enhance the network of DB4. Develop synergies between youth policy in Europe and Don Bosco Movement

The next chapter goes deeper into the concrete actions weve connected to these priorities. This will be DBYNs guidelines for the


of this master plan were developed through an extensive process. Starting poithe evaluation of our member organisations of the first 10 years of DBYNs work. We used this evaluation to set forward challenges for our future. The Administrative Body reflected on these outcomes and decided to focus our priorities on the 2 international contexts in which DBYN operations: the European Union and the worldwide Don Bosco Movement. Instead of developing separate priorities to target each context individually, the international secretariat was asked to

integrates both. This draft proposal was further developed by the Administrative Body and adopted by the General Executive Body, resulting in 6 priorities:

Raise employability of young people through non-formal education Promote active citizenship through volunteering Reach out for young people with fewer opportunities

Develop the new paradigm for Salesian spirituality within DBYN Develop synergies between youth policy of the European Union and of the Don Bosco Movement

ties master plan 2015 2017

In the consultation process for the new master plan 2015-2017, it became clear that all priorities of -2014 are still relevant. At the same time we felt that

reparation towards the bicentenary of Don Boscoprofoundly in the Salesian Charism. Therefore we redefined the priorities of the previous master

2014, so it better reflects our identity of as Christians within the vision of Don

The priorities for the period 2015 2017 are to:

ight for the dignity of each young person Reach out to young people on the peripheries of society to promote social inclusionEnhance the network of DBYN through openness, development and sustainabilityDevelop synergies between youth policy in Europe and Don Bosco Movement

The next chapter goes deeper into the concrete actions weve connected to these priorities. This s guidelines for the next three years.

21

of this master plan were developed through an extensive process. Starting point was s work. We used this

evaluation to set forward challenges for our future. The Administrative Body reflected on these ernational contexts in which DBYN

operations: the European Union and the worldwide Don Bosco Movement. Instead of developing separate priorities to target each context individually, the international secretariat was asked to

integrates both. This draft proposal was further developed by the by the General Executive Body, resulting in 6 priorities:

Develop synergies between youth policy of the European Union and of the Don Bosco Movement

2017, it became clear that all priorities of 2014 are still relevant. At the same time we felt that our actions,

Bosco, rooted us more profoundly in the Salesian Charism. Therefore we redefined the priorities of the previous master

2014, so it better reflects our identity of as Christians within the vision of Don Bosco.

to promote social inclusion YN through openness, development and sustainability

The next chapter goes deeper into the concrete actions weve connected to these priorities. This

Priorities and strategic actions

Priorities and strategic


Action 1.1: Raise employability of young people through nonformal education, entrepreneurial learning and learner mobility DBYN will organise educational activities where young people can train competences helping them access the labour market or createFurthermore we will encourage and cooperate with our member organisations to orgaeducational activities at local, regional, national or international level. DBYN will encourage the development of transnational youth initiatives in particular as educational opportunity for entrepreneurial learning. We will also support thpartnerships of member organisations developing new tools and methods to tackle youth unemployment. We aim to mainstream this action throughout all levels of the network. Therefore we aim to host young people for a qualitative secretariat. Next to this we will offer shortexperience for student workers.

Action 1.2: Encourage and suppororganise youth exchanges as awareness and build Youth exchanges are a unique opportunity for our member organisations to bring people from different European countries togethersafe learning environment in which we can apply a learnerrichness in cultural background of the individual participants and breaking down tstereotypes which might exist amongst the participants. Next to this it offers the opportunity to develop personal and professional skills through the key competences defined by the European Union. As the age range of youth exchanges is betweyouth exchanges for different age groups, each with an ageway we can diversify the training of basic skills at a younger age, to more advanced skills for young adults. Finally it can have a profound impact on the hosting community in which the youth exchange takes part. Therefore it is a good tool to promote international opportunities for young people at local level. DBYN commits to encourage and support our member oexchanges amongst each other. DBYN will also take initiative to reWeek as a youth exchange where young people from all European regions can meet.




Raise employability of young people through nonformal education, entrepreneurial learning and learner mobility

educational activities where young people can train in personal and professional ing them access the labour market or create their own jobs as entrepreneur

Furthermore we will encourage and cooperate with our member organisations to orgalocal, regional, national or international level.

DBYN will encourage the development of transnational youth initiatives in particular as educational opportunity for entrepreneurial learning. We will also support the development of strategic partnerships of member organisations developing new tools and methods to tackle youth

We aim to mainstream this action throughout all levels of the network. Therefore we aim to host young people for a qualitative internship or traineeship on regular basis in the international secretariat. Next to this we will offer short-term project-related student jobs as a first job experience for student workers.

Encourage and support member organisations to organise youth exchanges as a tool to promote inte

up personal and professional skills

Youth exchanges are a unique opportunity for our member organisations to bring pean countries together. By applying the oratory model we can create a

safe learning environment in which we can apply a learner-centred approach starting from the richness in cultural background of the individual participants and breaking down tstereotypes which might exist amongst the participants. Next to this it offers the opportunit

DBYN's Master Plan 2015-2017

Documents

youth organizations

european youth work

youth projects

european youth foundation

european eramus youth

priorities master plan

style of don net ivzw

european programme