HUNGARIAN CIVIL STRATEGY IN VOJVODINA

Nowadays civilian organisations have become unavoidable for the Vojvodina Hungarian society. A constantly improving civilian society has developed since the early 1990's, which is making its voice heard in every segment of life now. In the past years, politics and state administration have also recognised this fact; therefore they increasingly rely on civil society. There have been very few scientific or possibly integrated thoughts collective works published about the development, results and problems of the Vojvodina Hungarian civil society for the past two decades. Practically, there was no an official strategic document prepared so far, except several analyses dealing with only certain partial segments. The aim of this strategy is to determine the direction along which we should get off in order to develop Hungarian civil society, however it does not formulate specific action plans, therefore the first task of its future realisation will be to develop these action plans in details for every operative program, to determine who is responsible for each, what is their time schedule, as well as to assign necessary institutional and material resources. The strategy development involved two phases: exploratory research followed by strategy development based on the analysis of the gathered information, within which we defined strategic objective, partial goals and the activities necessary for their attainment. During the research we built a list of near 650 organisations, which were polled by questioners; we organised 25 civil forums where we had a talk with their representatives all over Vojvodina; we performed a similar number of depth interviews; as well as we did SWOT analysis of Vojvodina Hungarian civil society. The so gathered information was partly processed using statistical software, while on the other hand, we analysed the results of the forums, the depth interviews and the SWOT analysis applying the method of synthesis. Based on these, we defined the development directions that involve the strategic objective, the areas of intervention and the operative programs. We developed a total of 23 operative programs in eight areas of intervention. This civil strategy has been developed for a six-year period, and the directions that need to be improved were defined based on a survey prior to strategy development. These directions may change during the years coming; therefore we have inserted two milestones for monitoring and reconsideration, after the second and the fourth years of strategy realisation.