MASTER PLAN 2015 - 2017

201
Education, Inclusion, Growth, Synergy

Don Bosco Youth-Net ivzw

Naamsesteenweg 37
B-3001 Heverlee
Belgium

Tel.: +32(0)16.48.78.80
Fax.: + 32(0)16.48.78.90
Email: info@donbosco.net
Website: www.donboscoyouth.net

Master plan 2015 - 2017

Colophon
This is a publication of Don Bosco Youth-Net
Youth
ivzw. Don Bosco Youth-Net
Net ivzw is an international
network of Salesian youth work offices and youth organizations which work in the style of don
Bosco.

The international secretariat of Don Bosco Youth-Net

Youth Net ivzw is financially supported by the European
Commission, through its Eramus+/Youth
Eramus+/
in Action-programme.
programme. This programme supports youth
projects and organisations involved in the field of non-formal education in Europe
ope and the rest of the
world.

The international secretariat of Don Bosco Youth-Net

Youth Net ivzw is also financially supported by the
Council of Europe, through the European Youth Foundation. This foundation already supports
European
pean youth work since the early 1970-ies.
1970

This publication reflects the views only of the author, and neither the Commission nor the Council
of Europe can be held responsible for any use which may be made of the information contained
therein.

Colophon and index

Index
................................................................................................................................
.......................................2
Colophon ................................................................

Index ................................................................
................................................................................................................................
................................................3

Definitions ................................................................
................................................................................................................................
......................................7

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

................................
..................................................................9

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

................................
............................................. 11
Organisational structure ................................................................................................................................
................................
..................................... 12
Communication structure ................................................................................................................................
................................
.................................. 16
Representation Structure ................................................................................................................................
................................
................................... 17
Training structure ................................................................................................................................
................................
................................................. 18

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

................................
.................................................. 19
As laid down in the statutes................................................................................................
................................
............................................................... 19
Priorities master plan 2003 2005 ................................................................................................
.................................................. 20
Priorities master plan 2006 2008 ................................................................................................
.................................................. 20
Priorities master plan 2009 2011 ................................................................................................
.................................................. 20
Priorities master plan 2012 2014 ................................................................................................
.................................................. 21
Priorities master plan 2015 2017 ................................................................................................
.................................................. 21

Master plan 2015 - 2017

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

................................
............................................................... 23
Priority 1: To fight for the dignity of each young person ................................................................
........................................... 23
Action 1.1: Raise employability of young people through non-formal
non formal education, entrepreneurial
learning and learner mobility ................................................................................................
......................................................... 23
Action 1.2: Encourage
ncourage and support member organisations to organise youth exchanges as a tool
to promote intercultural awareness and build up personal and professional skills ......................... 23
Action 1.3: Enhance mutual learning and intercultural competences through voluntary service
activities ................................................................
................................................................................................
.............................................................. 24
Action 1.4: Empower young people through recognising and valuing their individual learning
process ................................................................
................................................................................................
............................................................... 24
Action 1.5: Strengthen the quality of our educational work .................................................................
................................
24
Action 1.6: Use Salesian chaplains to build bridges between Salesian spirituality
spirituali and all other
dimensions of a holistic education ................................................................................................
............................................... 25
Action 1.7: Implement a Human Rights-Based
Rights
Approach in all our actions ......................................
................................ 25

Priority 2: Reach out to young people on the peripheries of society to promote social inclusion . 26
Action 2.1: Facilitate access to information on international opportunities through peer
networks ................................................................
................................................................................................
............................................................ 26
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 people
peop with
fewer opportunities ................................................................................................................................
................................
......................................... 26
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 ................................................................................................................................
................................
..................................................... 26
Action 2.4: Ensure local impact through
through encouraging participants to become multipliers amongst
their peers ................................................................................................................................
................................
......................................................... 27
Action 2.5: Lower financial barriers for participation through solidarity mechanisms ................... 27

Colophon and index

Priority 3: Enhance the network of DBYN through openness,

openness, development and sustainability....... 28
Action 3.1: Enhance the communication structure of the network ....................................................
................................
28
Action 3.2: Use the expertise of the international secretariat to develop qualitative projects on
local, national and international level ................................................................................................
.......................................... 28
Action 3.3: Support member organisations to explore new budget lines and grant possibilities 28
Action 3.4: Increase the membership of the network ................................................................
............................................ 29
Action 3.5: Develop cooperation with local Don Bosco youth centres in the European Union,
South East Europe, Eastern Europe and Caucasus. ................................................................
................................................. 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
Action 4.1: Create specific actions within youth policy areas of the European Union ................... 30
Action 4.2: Create specific actions within youth policy areas of the Council of Europe
Europ ............... 30
Action 4.3: Create specific actions within youth policy areas of the Salesian congregation ......... 30
Action 4.4: Actively engage in networking with other international networks within the Don
Bosco Movement ................................................................................................................................
................................
............................................. 30
Action 4.5: Maintain strong contacts with the Salesian Youth Ministry department and with the
European Youth Forum ................................................................................................................................
................................
.................................. 31
Action 4.6: Follow-up
up the Faith-based
Faith based cooperation within the European Youth Forum and other
platforms ................................................................
................................................................................................
............................................................ 31
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 .....................................
................................ 31

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

Synergy
.......................................... 33

Bibliography ................................................................
................................................................................................
................................................................ 35

Definitions

Definitions
Administrative Body a synonym for Board.
Council of Europe

DBYN

Don Bosco

Don Bosco Movement

Erasmus+

An international institution which

ch brings together 47 countries
from the continent of Europe. (www.coe.int
www.coe.int)
DBYN is the abbreviation for Don Bosco Youth-Net
Youth
ivzw.
ivzw stands for Internationale Vereniging Zonder
Winstoogmerk; Dutch for international not-for-profit
not
organisation. Wee are obliged to add this to our name from
the Belgian legislator.
a Catholic saint from the 19th century who worked with young
people in a specific style. (www.sdb.org)
a collective name for all organisations worldwide that work in
the style of Don Bosco. Within
ithin the movement it is often
referred to as the Salesian Movement,, linking the name to the
Salesians of Don Bosco and the Salesian
Salesian Family
Family (www.sdb.org).
a subvention programme of the European Commission
Comm
for
formal education, non-formal
formal education and vocational training
(http://ec.europa.eu/programmes/erasmus-plus/index_en.htm
plus/index_en.htm)

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

EVS European Voluntary Service
a grant-making
making foundation aimed at youth projects. It is
European Youth Foundation connected to the Council of Europes
Europe Youth Sector.
(http://www.coe.int/en/web/european-youth-foundat
foundation)
European Youth Forum the largest youth platform in Europe. ( www.youthforum.org)
www.youthforum.org
General Executive Body a synonym for General Assembly.
we use the masculine pronoun he to improve the readability
He of thee text. It is a matter of choice, so for those of you who
prefer the pronoun she, add an s to the pronoun.
International Secretariat
ecretariat the secretariat of DBYN.
Young people (18-25)
25) which are not in Employment, Education
or Training.
a grassroots
roots organisational structure where actions are
Network
developed out of the collaboration of the members.
N.E.E.T.

Partner the member organisations of DBYN.

Partners
A document adopted by the General Executive Body which
describe the policies within a specificc work area of DBYN.
the religious order started by Don Bosco to keep his mission
Salesians
alive.
Salesian or lay volunteers responsible for the pastoral care of
Salesian chaplain
our participants and the spiritual programme of our activities
Policy Paper
aper

SDB Abbreviation for Salesians of Don Bosco

Voluntary Service
ervice

a (group of) young persons spending up to one year in another

country to do youth work on a voluntary basis.

Master plan 2015 - 2017

Volunteers

young people who voluntarily take on responsibilities inside

DBYN.

Working Group
roups a group of young volunteers who work out youth projects.
Young People
eople young people between 16 and 30 years old.
an activity where young people from different countries meet
and carry out a programme together.
a subvention programme which is a part of the Erasmus+
Youth in Action-programme
programme
programme, focussing on non-formal
formal education for youth.
youth
Youth Exchange
xchange

Dignity for all youth in Europe

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: the
t
crisis in the European political
cal and economical system hinder young people to develop autonomy and
force many to migrate in search for work or a better life.
When the first industrial revolution started in Piedmont, many young people were forced to migrate
migrat
from the impoverished countryside
side to the industrialised capital of Turin in the hope of finding work
and build a better life. Often this proved to be false hope. The
he classic liberal ideology of low state
intervention led to the systematic abuse of young people of the city who found a job in the
workshops and factories.. Those who could not find a job were condemned to vagrancy or joined
street gangs. Both options often
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
for the economy, but as a method to find autonomy
autonomy in life, becoming good Christians and honest
citizens.
Currently the European continent is facing a different economic and political crisis: the economic
crisis originates in the unrestrained capitalism of the global financial sector and has turned
tur
into a
political crisis by looking for neo-liberal
neo
solutions in the form of rigorous austerity measures and
national protectionism. Added to this,
this Europe is confronted with a political and
an humanitarian crisis
originating in conflicts in neighbouring regions.
r
The revolutions
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
p
rd
th
living on the peripheries: N.E.E.T.s, 3 and 4 generation migrants, ROMA
A youth and refugees.
However, it is the remedies which the political leadership in Europe are proposing as a solution
which indicate that the crisis transcends a pure political
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
B
Youth-Net
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 within
wi
the
communities in which they live. This master plan proposes a set of priorities and actions through
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 and
an the European Union.

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

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 network
n
(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
network starts to implement it. A policy paper is implemented until it is updated, replaced or
discarded.
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
use rigidly,
but 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 www.donboscoyouth.net/toolbox or can
an be requested from
the international secretariat.

11

Master plan 2015 - 2017

Organisational structure
Because we are an international non-governmental
non 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
responsibilities 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
many young volunteers activee in the member organisations at policy level, and some bigger projects
project
can only be set-up with the help of the member organisations. On the other hand the diagram
reflects our vision really well on the task of the young people we are offering our services to.
t

POLICY

PRACTICE

supports

Member organisations
(Partners)

Local working
groups
informs

RE

General Executive
Body

E
PR

T
TA
N
SE

N
IO
Volunteers

supports

International working
groups
informs

1 meeting a year
3/4 meetings a year

Administrative Body

Projects

SUPPORT
International
secretariat

12

Structures and policies

The Partners are the 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 Local
Working Groups of the member organisations. The volunteers who are active in the network have a
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 Movement.
Movement. Experience in youth
y
work is
recommended.
decision
body of the network.
twork. All our member
The General Executive Body is the highest decision-making
organisations are represented in the General Executive Body and it is the place where the network
makes
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
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 organisation they are attached to.
The International secretariat is the secretariat of DBYN. They are responsible
ponsible for the overall
coordination of the network, 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 up-to-date.
up
Twice a year, the Internationall 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
supp
and
advice for
or the member organisations - they help the member organisations with their search for
funding, help them with applications for grants
grant and also with the preparation and organisation of
projects.
There is a wide range of policy papers which 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
by the policy papers.

POLICY
The Statutes 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 Rules
and regulations.
The strategical
al planning, which is another essential part of the policy area, is laid down in a Master
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 plan
pla 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 work
wo we do is
rooted in the heritage of Don Bosco. This document translates that heritage into
to the working reality
of DBYN.
In order to have a better understanding of our member organisations, we have a partner book. This
Partner book gives a full description
descr
of our member organisations. The partner book is updated
at least once a year at the meeting of the General Executive Body.

13

Master plan 2015 - 2017

PRACTICE
Involving volunteers forms the basis for the participation
participation of young volunteers at all levels of our
network. Through
hrough its implementation,
implementation the following policies and structures were developed:

It was already mentioned that at our meeting of the General Executive Body we have the
policy that each member organisation can send 2 representatives of which one needs to be
b a
young person. We are implementing this policy, because it makes sure our organisation is
youth-led.
Next to this we have developed a Training structure which empowers our volunteers
towards an active involvement within the network.
Finally our Representation
Representation structure includes the policy of empowering volunteers to act as
youth 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 DBYN.

SUPPORT
Every year the international
nternational secretariat puts together an Operational plan which determines the
tasks of the secretariat for that year. The operational plan describes 2 types of tasks: general and
specific tasks. The general tasks are related
r
to the day-to-day
day work of the secretariat and the
implementation 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, publications,
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.
Without it the memory for the organisation will be lost. Next to this DBYN has the policy that all
our information should
uld be accessible to all member organisations of the network. Therefore we
have developed a plan for our Resource management,, which gathers together a set of
procedures
edures 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 lack
lac
of financial capacity should nott restrict
restri any Don Bosco organisation from becoming
becomi a member of
DBYN, nor should it restrict any young person from participating in our activities.
activities Therefore we
have set up the following financial policies:
policies

14

We try to create and maintain a Solidarity fund, aimed at making our statutory meetings
accessible
ible to all mandated representatives. When a representative
representative is facing financial barriers to
attend such a meeting, they can request help from the solidarity fund through the international
secretariat. After assessment the international secretariat will forward
forward the call to the
Administrative Body which 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 such
s
a
project, 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
inistrative Body which
then makes a decision.

Structures and policies

We have a rotary system for organising

organi
our activities and network meetings.
meetings The
decision
on 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
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 trying
trying to organise international activities. Therefore we
are constantly looking for sources of financing which can help us to achieve our goals.
goals We need
to be aware that public funds are largely determined by outset priorities of those funders. We
have to keep an eye on those priorities and see where they meet with our own. In this way
DBYN can link in with the budget lines, respecting our own identity.

15

Master plan 2015 - 2017

Communication structure
ommunication we have
DBYN created a communication structure to clarify the different types of communica
within our network and
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
is to be developed and strengthened
strengthen through
gh the use of targeted communication plans.

DBYNs
communication
structure

INTERNAL COMMUNICATION

EXTERNAL COMMUNICATION

Task
communication

Management
communication

Policy
communication

Crisis
communication

Persuasive
communication

Recruitment
communication

PR & general
communication

Int. Secr.
DBYN PoT
Project managers
President

Int. Secr.
A.B.
President

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

Int. Secr.
A.B.
Project managers
President

Int. Secr.
Youth repr.
A.B.
President

Int. Secr.
Project managers
Partners

Int. Secr.
Project managers
Partners

Work plan
Operational plan
Partner book
Training structure

Master plan
Work plan
Operational plan
Partner book
Training structure

Statutes
Rules & regulations
Master plan
Partner book
DBYN style

Statutes
Rules & regulations
Master plan
Partner book
DBYN style

Partner book
Representation
structure
DBYN style

Work plan
Training structure

Work plan
Partner book
Annual report

IDENTITY

IMAGE

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 conforming to its identity.
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
o
both the identity and the image are at stake.
It is crucial to reduce the damage for the organisation
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
communicationn and persuasive communication are the other subcategories for external
communication.
The document A communication structure for DBYN on the communication structure
describes in full how the other policy papers of DBYN are linked to the communication structure
s
as
well as the procedures to develop the communication structure.

16

Structures and policies

Representation Structure
tructure
DBYN created a representation structure to come towards its 3rd statutory aim. It describes the
procedures of how the network can mandate representatives
representatives to represent the voice of Don Bosco
young people. It is actually a specific application of our organisational structure.
POLICY

PRACTICE

POLICY

Local working
groups

Member organisations
(Partners)

PRACTICE

supports

supports

Member organisations
(Partners)

Local working
groups

informs

RE

PR

T
EN
ES

IO
AT

informs

N
Volunteers

RE

supports

General Executive
Body

mandates

International working
groups

General Executive
Body

Youth representatives
informs

1 meeting a year
3/4 meetings a year

Projects

mandates

informs

informs

Administrative Body

N
TIO
TA
N
E
ES
PR

Administrative Body

Representation

SUPPORT

SUPPORT

International
secretariat

International
secretariat

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

Firstly, the document Few

Few words and a lot of action.
action It describes our working style and
therefore is a statement of our identity as a network. Itt serves as the theoretic framework
within the representation structure.
struct
Secondly, the Master
Master plan.
plan It sets forward priorities which help to focus on the issues to
address within a specific period.
period

A representation structure for DBYN describes how the other policy papers relate to the
representation structure. It also describes the procedures related to the mandates, the framework
in which to
o develop opinions, the opinion-making
opinion making process itself and the sustainability of our
representation work.

17

Master plan 2015 - 2017

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

The structure consists of a cycle of 3 training courses and a pool of trainers.

trainers The first training
course focuses on intercultural learning,
learning, a basic competence for international youth work. The second
is a training course on project management,
management, where the participants learn how to create their own
international projects. The third is a training of trainers, which
ich prepares the participants in leading the
programme of an international youth activity. Once a volunteer has run through the whole cycle,
they can be selected to be part of the DBYNs pool of trainers,, which is responsible for delivering the
training cycle.
The following policy papers have an influence on the development of the training structure:

18

Involving volunteers forms the basis for putting young people

peopl at the centre of the
organisation. The development of the training
training structure is a concrete outcome of this. As the
training structure keeps on developing, we need to take into consideration the effect this
thi has on
Involving volunteers and, if necessary,
necessary adapt it.
As non-formal
formal education is one of the focuses of our network, it is a logical result that this focus
is reflected in the priorities 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
structure.
At all training
raining courses from the cycle there are sessions
session on the working style of Don Bosco. The
theoretical framework for these sessions comes from Few
Few words and a lot of action.
action
The international secretariat has the task to follow-up
follow up and support the development
developme of the
training structure. The staff of the secretariat are part of the pool of trainers as well. This is
reflected in the tasks described in the Operational plan.

Goals and priorities

Goals and priorities

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
some actions connected to the 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
t draft is
ready 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, 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
Administrative Body are our member
organisations, 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 DBYN and more specifically at the goals that are
laid down in those statutes.
Art. 4 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
heritage of Don Bosco. By organising international activities in the
social, cultural, pedagogical and spiritual field, the ivzw wants to contribute to the whole
development of youngsters. With this, the ivzw
ivzw wants to broaden the opportunities of young people
who, for various reasons,
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 facilitate the contact
between the different members of the ivzw and to create a profound mutual understanding.
understandi
3 To represent the voice of the Don Bosco Youth, via the members and to defend their interests at
international level.

19

Master plan 2015 - 2017

Priorities master plann 2003 2005

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 activities
2. 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
oice of the Don Bosco youth on an international level
7. Public Relations and promotion

Priorities master plan 2006 2008

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:
1. To bring together
her young people to participate in (international) youth activities and broaden the
chances for those who are, through various reasons, excluded
2. To co-ordinate
ordinate international activities between members and the exchange of information
3. Facilitate contact and develop cooperation in the Salesian world
4. 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 status
6. Strengthen cooperation
operation between partners, and between partners and the international secretariat
7. Strengthen the involvement of young people in decision making at a local level
8. Represent the voice of DB young people on an international level

Priorities master plan 2009 2011

We applied the same development process for the priorities 2009 2011 as that for the previous
master plan 2006 2008. We choose to formulate the priorities short, to-the-point
to
point and in an active
way. This resulted in a list of 7 priorities:
1.
2.
3.
4.
5.
6.
7.

20

Bring
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
internat
secretariat
Represent the voice of DB young people on international level
Develop Salesian spirituality within our work

Goals and priorities

Priorities master plan 2012 2014

The priorities of this master plan were developed through an extensive process. Starting point
poi was
the evaluation of our member organisations of the first 10 years of DBYNs
s 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
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
develop a draft proposal which integrates both. This draft proposal was further developed by the
Administrative Body and adopted by the General Executive Body, resulting in 6 priorities:
1.
2.
3.
4.
5.
6.

Raise employability of young people through non-formal

non
education
Promote active citizenship through
throu volunteering
Reach out for young people with fewer opportunities
Ensure Financial Stability
Develop the new paradigm for Salesian spirituality within DBYN
Develop synergies between youth policy of the European Union and of the Don Bosco Movement

Priorities
ties master plan 2015 2017
In the consultation process for the new master plan 2015-2017,
2015 2017, it became clear that all priorities of
the previous master plan 2012--2014
2014 are still relevant. At the same time we felt that our actions,
inspired by the thematic preparation
reparation towards the bicentenary of Don Bosco,
Bosco rooted us more
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 Bosco.
The priorities for the period 2015 2017 are to:
1.
2.
3.
4.

Fight
ight for the dignity of each young person
Reach out to young people on the peripheries of society to promote social inclusion
Enhance the network of DBYN
DBYN through openness, development and sustainability
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
s guidelines for the next three years.

21

Priorities and strategic actions

Priorities and strategic actions

Priority 1: To fight for the dignity of each young person
Action 1.1: Raise employability of young people through nonnon
formal education, entrepreneurial learning and learner mobility
DBYN will organise educational activities where young people can train in personal and professional
competences helping
ing them access the labour market or create their own jobs as entrepreneurs.
entrepreneur
Furthermore we will encourage and cooperate with our member organisations to organise
orga
similar
educational 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 the
the development of strategic
partnerships 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 internship or traineeship on regular basis in the international
secretariat. Next to this we will offer short-term
short
project-related
related student jobs as a first job
experience for student workers.

Action 1.2: Encourage and support

support member organisations to
organise youth exchanges as a tool to promote intercultural
inte
awareness and build up personal and professional skills
Youth exchanges are a unique opportunity for our member organisations to bring a group of young
people from different European
pean countries together.
together By applying the oratory model we can create a
safe learning environment in which we can apply a learner-centred
learner centred approach starting from the
richness in cultural background of the individual participants and breaking down the
t
cultural
stereotypes 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 between
between 13 and 30 years old, it allows developing
youth exchanges for different age groups, each with an age-appropriate
age appropriate learning curriculum. In this
way 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 organisations
o
to start-up
up multilateral youth
exchanges amongst each other. DBYN will also take initiative to re-establish
re establish the European Youth
Week as a youth exchange where young people from all European regions can meet.

23

Master plan 2015 - 2017

Action 1.3:: Enhance mutual learning

learning and
competences through voluntary service activities

intercultural

DBYN sees voluntary service as a mutual learning experience. The volunteer carrying out the
voluntary service abroad learns through the voluntary work how to cater for youth in the host
ho
project. At the same time the young people catered for by the volunteer learn from the intercultural
encounter, which allow both parties to develop intercultural competences.
DBYN wants to increase the quality and quantity of voluntary service projects
projects in the period of this
master plan. We will aim to do so by promoting the creation of new EVS hosting places within the
Don Bosco Movement, the further development of our Summer Exchange of Animators, the
development of support systems of voluntary service
service and the increase of synergies between member
organisations sending volunteers outside the European Union.

Action 1.4: Empower young people through recognising and

valuing their individual learning process
Each young person taking part in a learning mobility programme, either in a group or individually,
individually
goes through an individual learning process. In order to consolidate this individual learning process
we need to develop and apply tools that recognise this learning process. Within the context of lifelife
long learning, naming the progress made in the individual learning process,
process we will enable the learner
to better steer their future learning process. However, therein
there lies the risk of instrumentalisation of
learning if we do not value the different steps of progress made by the learner. Therefore we will
commit ourselves to give a valuation of the individual learning process as well. In this way we are
empowering each young person individually to make the most of their individual learning process and
transfer it to other aspects of their life.

Action 1.5: Strengthen the quality of our educational work

Our pool of trainers plays a crucial role in the quality of our educational activities. In order to
maintain the quality of the pool of trainers
trainer itself, DBYN is already committed to organising further
training
raining for the members of the pool of trainers and promote advanced training opportunities of
other actors within the sector of European and international youth work.
When DBYN organises educational activities
activities our trainers delivering the activity are developing new
methods. So far these new methods developed are not shared enough amongst our trainers.
Therefore we want to develop a system of peer review where new sessions and methods developed
are shared
d and reviewed by members of the pool of trainers, disseminating the educational outputs
to all members of the pool of trainers and to a wider audience.

24

Priorities and strategic actions

Action 1.6: Use Salesian chaplains to build bridges between

Salesian spirituality and all other dime
dimensions
nsions of a holistic
education
As we are a member of the worldwide Don Bosco Movement, Salesian spirituality is an integral part
of our actions. For us Salesian spirituality is a crucial element in connecting the educational and
evangelising aspects of our
ur work: through spiritual reflection and pastoral care on our activities we
connect the development of competences with the individual value-systems
value systems of the participants.
DBYN has developed a pool
ool of Salesian Chaplains, who have the right competences to
t take on this
responsibility in our activities. In the coming period of the master plan we want to strengthen and
consolidate this pool of Salesian Chaplains by developing it into a new area of expertise for our
network and initiating new activities within
within the field of Salesian spirituality amongst our member
organisations.

Action 1.7: Implement a Human Rights-Based

Rights
Approach
pproach in all
our actions
During the previous Master Plan 2012-2014
2012 2014 DBYN worked together with the Council of Europe to
merge Human Rights Education with our own educational style. During the course of this master
plan we want to finalise this process by updating our pedagogical programme Few words and a Lot
of Action. In this
his way we will bring in the Human-Rights-Based Approach
pproach in our educational
ed
activities on content level.
Next to this we want to raise awareness on Human Rights issues through the practical organisation
of our actions. We want to have a stronger focus on environmental issues, promoting a more ecoeco
friendly approach in our
ur actions. For the purchase of merchandise and materials we encourage that
all materials have fair-trade
trade and eco-friendly
eco
labels. If possible we will select local products for meals,
supporting local economies.

25

Master plan 2015 - 2017

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
The first barrier to overcome when trying to include young people facing fewer opportunities is
making sure that the information on international opportunities actually reaches them. The
traditional communication channels of our member organisations are not necessarily available (i.e.
access to internet) or successful
essful when reaching out for these particular target groups.
The best way is using peer-to--peer promotion, as peers who have already had an international
experience can give the information from personal experience and take away initial barriers and
doubts.
s. Therefore we need to invest in starting up this peer-to-peer
peer
approach.

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 people
eople with fewer opportunities
Informing young people with fewer opportunities is not enough in order to actually have them
participate. There are several other initial barriers at local level that make participation difficult. In
order to develop an interest
terest in international mobility, we need to increase the participants at local
level first. If we can increase the number of young people facing fewer opportunities in the activities
of our member organisations, the volunteers and staff of the organisations
organisations can support them in the
development of social and emotional competences necessary for their participation in international
activities. In this area we need to build expertise, in order to develop adequate methods which can
support our member organisations
ions in reaching out.

Action 2.3: Develop and implement adequate social and

educational support systems to participate
participat at international
internati
level
working towards the inclusion of young people with fewer
opportunities
If we have young people facing fewer opportunities
opportunities participating in international activities, we need to
be able to create a supportive environment for those who need extra care. We need to clearly
identify possible needs during the registration process, which allows us to make the necessary
arrangements with the host organisation.
rganisation. We need to communicate the special needs to our
trainers, so they can make arrangements for extra educational support. The Salesian chaplain plays
an important role in extra social support and emotional
emotiona care of the participants
articipants who need it. In this
area we need to build expertise, in order to develop adequate methods which can support the host
organisations, the trainers and the Salesian chaplains.

26

Priorities and strategic actions

Action 2.4: Ensure local impact through encouraging

participants to become multipliers amongst their peers
This action is the counterpart of action 2.1. At all our international activities we challenge
participants to further engage locally. Once the participants return from the activity we expect them
to disseminate thee outcomes of the activity and promote it to their peers in order to find future
participants. This also counts for young people facing fewer opportunities. They are the best
ambassadors to reach out for their peers. In order to ensure this impact our member
m
organisations
need to follow-up
up and support the returned participants in this process.

Action 2.5: Lower financial barriers for participation through

solidarity mechanisms
Young people facing fewer opportunities often face financial barriers for participation.
participation. DBYN has a
solidarity fund to assist those who need financial support for participating. Even though our solidarity
fund has already existed for a few years, we want to increase the awareness of it amongst our
member organisations, so they do not feel limited when approaching young people facing fewer
opportunities to participate in our activities.
DBYN also wants to fundraise specifically
specific
for the solidarity
arity fund. It is a good way to raise awareness
on the financial barriers which hinder many young people from taking part in learning mobility
projects.

27

Master plan 2015 - 2017

Priority 3: Enhance the network of DBYN through openness,

development and sustainability
Action 3.1: Enhance the communication structure of the
network
Communication is a challenge in every international organisation. DBYN has a clear policy paper on
its communication structure, however is encountering problems implementing it. We need to
review our internal and external communication methods in order to improve it.
Internally we need to strengthen our work communication, so the tasks which are the responsibility
of our member organisations are made within the set deadlines in an adequate manner. Our
member organisations also need to increase efforts to promote the activities of the network
netwo through
using their own communication channels for promoting the calls for participants and press releases
on past activities. The member organisation also needs
need to take more action in sending press release
on their own activities in English to the international
int
secretariat, who can use this for the general
promotion of the network.

Action 3.2: Use the expertise of the international secretariat to

develop qualitative projects on local, national and international
level
DBYNs international secretariat has a strong expertise in project management. The expertise
includes knowledge on funding opportunities, quality in writing funding applications, planning and
coordination of projects, match-making
match making with other partner organisations, tools for impact
measurement,
rement, etc. We need to encourage our member organisations to make use of the consulting
services the international secretariat can provide for them.

Action 3.3: Support member organisations to explore new

budget lines and grant possibilities
The financial crisis has strongly affected the subvention and grant mechanisms of European
institutions. There are similar trends on local, regional and national level which directly affect our
member organisations. At the same time the new budget lines and grant created by the European
institutions have new opportunities for us as a network. Therefore we need to analyse which of the
traditional ones we still can use, and explore which new opportunities are being created.
Next to this we need to pursue alternatives
alternatives for funding as described in our study F stands for
Fundraising. In the Don Bosco Movement there is a strong tradition going back to our founder of
always finding new ways of funding by putting the quality of the project first. Strong project ideas and
a
innovative solutions for the challenges of young people are a premise to look for funding. If the
project is clear, it is only a matter of finding the most appropriate funder of the project.
p
If we are
looking initially for the funder and only define our
our projects we risk losing our identity which is crucial
to the quality of the project.

28

Priorities and strategic actions

Action 3.4: Increase the membership of the network

In order to build further synergies, we
w aim to extend the membership of the network in European
countries and Salesian
an provinces where there are regional or national structures of youth work
within the Don Bosco Movement.

Action 3.5: Develop cooperation with local Don Bosco youth

centres in the European Union, South East Europe, Eastern
Europe and Caucasus.
In those Salesian provinces in the European continent where there are no regional or national
coordination structures for youth
you work, DBYN would like to create an opportunity for young
people active in local Don Bosco youth (work) organisations, in countries which are
a not a member
of DBYN, to participate in our activities. Therefore we will develop the idea of youth partnerships
allowing local youth access to international youth work.

Action 3.6: Develop and

a
implement a system of impact
measurement of the network
As a result of the financial crisis, international institutions, foundations and other grant-making
grant
organisations are requesting more transparency and proof of sustainable efficiency when funding
projects of social profit organisation. The chance to be funded
unded is hence related to the interests of
the stakeholders and the social profit organisation.
organisation As soon as the aims of both resonate with each
other, the possibility of getting financial sources increases.
increase Therefore it is of growing interest for
social profit organisations to show the impact or even a return on this investment and to persuade
and impress the funder and also other parties involved into the project.
There are many methods and instruments to measure the social impact or even the social return
retur on
investment (SROI). Applying such methods could strengthen the position of DBYN and our member
organisations towards our current funders, and help with looking for future funds. However, it is
not that easy to apply these measurement methods without adapting
adapting the project cycle which is now
in use. From the planning stage to the evaluation stage we need to make adjustments in order to
have a realistic and manageable way of measuring our social impact. The international secretariat can
play a prominent role in this aspect, making internal adjustments in its projects, and developing a
specific annual membership poll.

29

Master plan 2015 - 2017

Priority 4: Develop synergies between youth policy in Europe and

Don Bosco Movement
Action 4.1: Create specific actions within youth policy
poli areas of
the European Union
The youth sector within the European Union is linked to several strategic frameworks:
frameworks Europe
2020-strategy,
strategy, the Education and Training 2020-strategy,
2020 strategy, and the EU strategy on youth Investing
and empowering 2018. Thesee strategic frameworks are translated into midterm work strategies in
the form of the presidential trio
ios,
s, the European year of recognition and the specific tri-annual
tri
work
plans within the field of youth. It is the task of the network to create actions within
wi
the strategies
which are relevant at the time of the action.

Action 4.2: Create specific actions within youth policy areas of

the Council of Europe
The youth policy framework of the Council of Europe has a strong focus on Human Rights
R
and
democracy, intercultural dialogue and social inclusion of youth. All these priorities strongly resonate
with our work. Therefore we want to make this connection more strongly visible in our actions and
communication. The Council of Europes youth sector does not only
only develop strategies within youth
work, but also develops and implements campaigns in which it invites different stakeholders within
the youth work sector to participate. DBYN will follow-up
up on future campaigns
campaign and try to get
actively involved in them.

Action 4.3: Create specific actions within youth policy areas of

the Salesian congregation
The Salesian
sian congregation is celebrating the bi-centenary
centenary of Don Bosco in 2015. DBYN will followfollow
up on the festive events during this year and try to attend when possible. Each year DBYN will be
inspired by the Strenna of the Rector Major. DBYN will follow-up
up on strategic documents (i.e.
general chapter documents, the frame of reference and the resources of Don Bosco) and priorities
put forward by the congregation,
congregation, in order to see how we can play a role in the creation and
dissemination of these documents and priorities.

Action 4.4: Actively engage in networking with

international networks within the Don Bosco Movement

other

DBYN is not the only international network

network within the worldwide Don Bosco Movement.
Therefore we see it important in building strong contacts with these other networks. These
networks include amongst others Don Bosco Network, Don Bosco International, The Past-Pupils
Past
organisation, PGS-International,
tional, the Salesian Youth Movement, ...
Under the previous master
ter plan we already took the initiative of bringing these organisations
together around the table. DBYN will continue these efforts under this master plan, working
towards a more formalised platform amongst these networks.

30

Priorities and strategic actions

Action 4.5: Maintain strong contacts with the Salesian Youth

Ministry department and with the European Youth Forum
The Salesian Youth Ministry department is responsible for youth policy within the Salesian
congregation. The
he European Youth Forum is a platform with an advisory voice in the European
Union, the Council of Europe and the United Nations. Therefore we consider them as our primary
partners to represent the voice of the young people connected through the network.

Action 4.6: Follow-up

up the Faith-based
Faith based cooperation within the
European Youth Forum and other platforms
Under the last master plan DBYN was involved in networking with other Faith-based
Faith
youth work
organisations within the European Youth Forum. This platform
platform exchanges opinions and expertise
ex
on
faith-based work; it is a very good resource for the network. We will continue our involvement
within this cooperation.
Next to this we have been invited through other partner organisations
organisation in networking activities within
the Catholic movement in the European Union.
Un
We will continue to follow up on these invitations
as it helps us to establish a broader framework for advocacy.

Action 4.7: Develop a pool of youth representatives to represent

DBYN towards international
international institutions and platforms and to
advocate for the dignity of young people
Under the last master plan DBYN has selected and trained volunteers to represent DBYN towards
towar
the European Youth Forum in an ad hoc way. Under this master plan we want to build on this
experience and develop a Pool of Youth Representatives, who will become the public representatives
of our network. In order to do so we need to develop methods for selection, training, support,
suppo
follow-up and resource
rce management. We will develop a multi-annual
annual project in order to do so.

31

Education, Inclusion, Growth and Synergy

Education, Inclusion, Growth and Synergy

We are educators, not activists is a familiar aphorism within the Don Bosco Movement. The
aphorism is not a statement against activism, but it tries to make clear that we follow another path to
social change. Activism calls upon social change through political action. As such its priority focus
lies on adult citizens who have the power to influence the political system. The educational approach
differs as its priorityy focus lies with children and young people. Through offering competence-based
competence
learning within a value-based
based framework, education has the power to shape the future society by
preventing past and present injustice. It is in this light that we need to understand
understand the first priority of
this master plan: To fight for the dignity of each young person. All actions included are strongly
focused on developing quality education. This education does not only transfer personal and
professional competences young people
people need to build a life of autonomy, but offers them a valuebasis as well. As such it encourages them to take an active role as citizens in creating a fair and
welcoming society for all.
As a Don Bosco movement
vement we are called to reach out to young people
ple living on the peripheries of
society. However, how
w do you involve young people at international level, who are already difficult
to involve at local level? This master plan focuses on 5 types of action taking away specific barriers
which hinder young people
le facing fewer opportunities from participating in the actions of our
network. As such they are designed to give them the same educational opportunities as all other
youth catered for by our member organisations.
Growth is not purely a matter quantity.
quantity. If we really want to fight for the dignity of each young
person, we need to make sure that we nurture the growth of the network in such a way that it
strengthens all aspects of the network. We do this by focussing on internal structures and
procedures
es like communication, exchange of expertise, and the measurement of our impact in order
to ensure sustainable growth enabling us to reach out to more young people and
an organisations. Or
to put it in the words of Don Bosco: Who doesnt sow, doesnt harvest.
harves
Each young person living on the European continent is affected by a whole range of youth policies at
local, regional, national and international level. All these youth policies determine the social contract
between young
ng people and the societies in which
hich they live. Within the present globalised context
these are many: Sometimes they are supportive and sometimes they in conflict with each other. But
foremost, they are neither visible nor tangible for young people who are affected by them. DBYN
works at the crossroads of the European Union, the Council of Europe and the Salesian
Congregation. We want to build bridges between the youth policies of these international
internation
institutions, and engage in the debate ensuring also the voice of young people is being
be heard in the
development and implementation of the social contract. With
With this last priority we come full circle.
Through representing and advocating for the needs young people we cater for, we want to
contribute to the development and implementation of youth policies which safeguard the dignity
d
of
all young people, especially those on the peripheries of our European society.

33

Master plan 2015 - 2017

34

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Sector
Sector,
http://www.coe.int/t/dg4/youth/Source/Coe_youth/Youth_sector_priorities_2014
http://www.coe.int/t/dg4/youth/Source/Coe_youth/Youth_sector_priorities_2014-2015_en.pdf
COMPASS manual,, Strasbourg, 2012.
Declaration The future of the Council of Europe youth policy: AGENDA 2020,
2020 Kyiv, 2008.
The future of the Council of Europe youth policy: AGENDA 2020,
2020 (Background document for 8th
council of Europe Conference of Ministers responsible for Youth), Kyiv, 2008.
Resolution CM/Res(2008)23 on the youth policy of the Council of Europe,
Europe, 2008.

Other
Faith-Based
Based Organsiations. Cooperation Framework 2014-2016,
2014
Brussels, 2014.
DORR, D., Options for the Poor and for the Earth Catholic Social Teaching,, New York, 2012.

36

Bibliography

37

Master plan 2015 - 2017

38

International network
represented in
13 European countries

www.donboscoyouth.net

Austria

gendeinewelt.at
www.jugendeinewelt.at

Austria

www.donbosco.at

Belgium

www.jeugddienstdonbosco.be

Czech Republic

mladez.sdb.cz/sadba/

Germany

www.aktionszentrum.de

Italy

www.federazionescs.org

Italy

www.turismogiovanilesociale.it

Ireland

www.salesians.ie

Malta

www.spysmalta.org

Poland

www.donbosco.pl

Slovakia

www.domka.sk

Slovenia

www.mladinski--ceh.si

Spain

www.confedonbosco.org

The Netherlands

www.donbosco.nl

United Kingdom

www.salesianyouthministry.com

Mission statement DBYN

We, the partners of Don Bosco Youth-Net,
Youth Net, wish to contribute to the total development of all young people by bringing
them
m together through various international activities. We hereby look to broaden the opportunities for these young
people who are, through various reasons, excluded. By concrete activities of co-operation,
co operation, we wish to be a living example
of tolerance and mutual understanding.
Through our own Salesian identity, we aim to keep the heritage of Don Bosco alive and look to offer a youthful voice in
the Europe of today. By doing this, we want to make a real difference in the lives of all young people, especially for those
most in need.