Ivana Vujović, Director of the NGO Juventas
Ivana Vujović on the development of the civil sector, the empowerment of young people, and the role of an organisation that for three decades has been building a bridge between the community and institutions
On the occasion of Juventas’s 30th anniversary, one of the most recognisable non-governmental organisations in Montenegro, we spoke with Executive Director Ivana Vujović about the organisation’s development, the challenges and changes in the civil sector, and the importance of continuous work to empower young people and marginalised communities. From a student initiative to a relevant social actor, Juventas today represents an important pillar in the fields of human rights, public policy, and social inclusion.
Looking back over three decades, how would you describe Juventas’s evolution and its contribution to society?
When I look at Juventas’s development over three decades, I see an organisation that has succeeded in preserving its foundational values while evolving alongside society. We began in 1995 as an informal group of students who wanted a space for free expression, critical thought, and creativity, and we were formally registered in January 1996. In the first years of activity, the focus was on culture, publishing, and media. At the same time, we later entered more deeply into the fields of public policy, human rights, and health and social protection. Today, Juventas is an organisation that provides direct support to people, strengthens the capacities of both the civil and state sectors, and advocates for systemic change. I see our contribution in the fact that, in many fields, we opened topics before they became socially accepted, provided services when the system did not, and built a space for a more responsible, more solidary, and more just society.
Which initiatives best illustrate your mission of youth empowerment and social responsibility?
Our mission is best illustrated by initiatives that offer young people not only knowledge but also real opportunities to act and to influence society. From its very founding, Juventas has been strongly oriented toward youth policy, the empowerment of young people, and their active participation in decision-making processes. Of particular significance are initiatives that have the potential to change society in the long term, such as the media literacy programmes with which we have been engaged since 2005. In the contemporary environment, it is not enough for young people to have access to information they must understand it, analyse it critically, and use it responsibly. Equally important are programmes in human rights, public health, prevention, gender equality, and the fight against hate speech, through which we encourage the development of an inclusive and responsible society. Over three decades of work, Juventas has remained consistent in its mission to stand alongside communities at risk of social exclusion even when this was neither simple nor accepted. Our work with LGBTIQ persons, people who use drugs, persons who provide sexual services, persons serving prison sentences and persons who have served prison sentences, as well as members of the Roma and Egyptian community, began at a time when the very idea of providing support to these communities was frequently contested. We faced incomprehension, prejudice, and even open discrimination, precisely because we chose to stand alongside those whom the system was neglecting. Despite this or precisely because of it we built an approach grounded in trust, respect, and people’s real needs. At moments when institutional support was virtually non-existent, Juventas was a place of safety, information, and support. Over the years, we developed not only services but also relationships that enabled the voice of these communities not merely to be heard, but to be taken into account. Today, thirty years later, Juventas is recognised as an important bridge between communities and institutions a bridge that enables dialogue, understanding, and concrete change. Our role is not only to provide support, but also to create a space where communities can speak about their needs, experiences, and rights, and where those voices become part of the decision-making process. For us, it is essential that empowerment not remain an idea but be translated into concrete support that enables people to achieve greater independence, dignity, and equal participation in society.
How does Juventas contribute to the strengthening of civil society in Montenegro?
Juventas contributes to strengthening civil society at multiple levels. First, through consistency and continuity, we demonstrate that the civil sector is not a temporary correction of the system. Still, an important social actor that identifies problems, offers solutions, and is often the first to respond in crises. Second, we build trust through specialised and dedicated work in fields that demand knowledge, integrity, and long-term commitment. Research shows that citizens often place greater trust in narrowly specialised non-governmental organisations than in the institutions that should be addressing the same issues, and this represents both an obligation and a responsibility. Third, we actively contribute to strengthening the capacities of other civil society organisations through mentoring and financial support, helping them to develop their programmes, improve their work, and operate sustainably over the long term. We believe that a strong civil society, in combination with strong institutions, creates conditions of higher quality and greater justice for all citizens. Furthermore, we strengthen civil society through partnerships with institutions, international organisations, schools, media, local communities, and other non-governmental organisations. Finally, it is important to emphasise our readiness to provide direct support to people simultaneously and to advocate for changes in public policy, for without these two levels of action, there can be neither a strong nor a sustainable civil society.
Which projects do you consider most significant for the development of leadership and active citizenship among young people?
When it comes to young people, I consider the most significant projects to be those that do not treat them as passive recipients of activities, but as equal actors of change. These programmes teach young people about human rights, democracy, media literacy, gender equality, and social responsibility, while simultaneously developing skills in public speaking, advocacy, teamwork, and initiative, intending to enhance their competitiveness across various fields. I consider particularly important those projects that have contributed to the development of youth structures and participation mechanisms, including spaces in which young people can articulate the needs of their peers and communicate them to decision-makers. For the development of leadership, it is essential that young people feel their voices can produce change, and, for active citizenship, that they learn change is not a oneoff event but a process that demands persistence, knowledge, and responsibility. In that sense, our most important projects are precisely those that unite values and practice.
In what way does Juventas link education with the practical engagement of young people in the community?
We have always endeavoured to ensure that education does not remain at the level of theory. For this reason, our training sessions, workshops, and courses almost always include a component of practical engagement whether through peer education, participation in local initiatives, campaigns, research, public debates, or through direct work in the community. A young person learns the most when given the space to apply acquired knowledge, to question it, and to adapt it to real circumstances. This is why Juventas links formal and non-formal education with concrete social experience. At the same time, through paid internship programmes, we further support young people in gaining work experience and increasing their competitiveness in the labour market, particularly for those who have not had previous opportunities for professional development. When young people participate in campaigns against discrimination, analyse media content, take part in consultations on public policy, or organise peer activities, they are not merely absorbing information they are developing a sense of responsibility and belonging to the community. This is, in our view, one of the key prerequisites for healthy, sustainable, and active civic engagement.
How do you assess the long-term impact of your programmes on local communities?
The long-term impact of our programmes is most evident in the fact that they do not merely produce individual results but also build the community’s capacity. Over the past 30 years, we have implemented approximately 300 projects and, through them, provided annual support to more than 2,000 people. When viewed over time, we are speaking of tens of thousands of people who have participated in our activities, used our services, undergone training, or been part of various empowerment processes. However, for me, the impact is not only about numbers. It can also be seen in the fact that many topics that were once marginalised are today far more visible in the public space, that certain services have come to be recognised as indispensable, and that numerous local communities have gained actors who know how to initiate action and support others. Most importantly, step by step, we have contributed to the creation of communities that are more open, more sensitive to diversity, and more ready for solidarity.
What are the greatest changes in the civil sector that you have experienced over the past thirty years?
The civil sector today is incomparably more developed than it was 30 years ago, but it is also faced with more complex challenges. During Juventas’s emergence, one of the greatest obstacles was the insufficient understanding of the concept of civil society and the very limited institutional support. Today, the civil sector is far more professionalised, thematically specialised, and visible. Still, it faces a crisis of trust in institutions, unstable financing, the withdrawal of certain funds, and often insufficient state support, particularly for medium-sized organisations. The social context has also changed the issues are more complex, social divisions deeper, and digital space has opened both new possibilities and new risks. Nevertheless, what encourages me is that the civil sector in Montenegro has demonstrated resilience, integrity, and the capacity to respond when society needs it most.
How do you integrate innovations and digital tools into your work with young people and the community?
We do not regard innovations and digital tools as an adjunct to our work, but as an integral part of contemporary social action. This is particularly evident in our work with young people, where digital space represents both an opportunity and a challenge. For a long time, we have been developing programmes in media and digital literacy, and in recent years we have increasingly been working on safety in the online environment, critical reading of content, identification of disinformation, and responsible digital citizenship. We use digital tools for education, research, campaigns, networking, and support for service users. At the same time, we endeavour to ensure that innovations are not an end in themselves, but respond to the real needs of the community. For this reason, I am particularly interested in models that link digital solutions with social innovations, service accessibility, and greater inclusion of people who are often on the margins. The essence is that technology should serve human rights, equality, and higher-quality support.
What strategic goals will mark the next decade of Juventas?
I believe several clear strategic directions will mark the next decade of Juventas. The first is the preservation and improvement of existing programmes and services, for longevity has meaning only if quality remains high and we respond to people’s real needs. The second is the expansion of activities into municipalities where we have not hitherto been sufficiently present, to contribute to a more even distribution of support and opportunities. The third direction is strengthening regional action, as many of the challenges we face transcend national borders and demand joint responses. And the fourth, for me a very important one, is greater reliance on scientifically grounded approaches on research, data, evaluations, and models of work that are verified and evidence-based. If we wish to remain relevant in the coming decades as well, we must remain firm in our values but ever stronger and more precise in our methodology.
What personally motivates you in leading an organisation with such a long tradition?
What motivates me above all is the sense of purpose. To lead an organisation with such a tradition means bearing a great responsibility toward the people who built it before us, as well as toward the communities that expect support, integrity, and consistency from our work. I find motivation in the fact that Juventas is not an organisation that exists for its own sake, but for the sake of people and of social changes that can improve the quality of life. The collective dimension particularly inspires me the fact that Juventas is composed of professionals with knowledge, experience, and a sincere need to work for the common good. In a time in which social divisions are deep and empathy is often suppressed, it is important to me to lead an organisation that cultivates support for the community, authenticity, and responsibility. When you see concrete changes in people’s lives and know that you have, even in part, contributed to a more just society, that becomes a powerful and enduring source of motivation.
What advice would you give to young leaders who wish to contribute to the social community?
To young leaders, I would say: do not wait for the ideal moment or ideal circumstances, for these rarely arrive on their own. It is important to be curious, to learn, to listen to the community, and not to fall into the trap of superficial activism that ends with symbolic gestures. Leadership is not a question of visibility but of responsibility. It demands a readiness to understand problems, to build trust, to share space with others, and to remain consistent even when it is difficult. I would also tell them that it is important to cultivate integrity, for this is precisely the foundation of all long-term social action. Changes do not happen overnight, but they do when there is continuity, cooperation, and a readiness to work even when the results are not immediately visible. Those who contribute most to the social community are those who know how to unite values, knowledge, and concrete action.
Looking back, what do you consider the greatest achievement of Juventas?
I consider the greatest achievement of Juventas to be the fact that the organisation has, for over thirty years, remained relevant, consistent in its values, and close to the people for whom it exists. In a country and region that has undergone numerous political, social, and economic changes, surviving was not enough it was important to grow, to learn, and to remain authentic. For me, it is a great achievement that we have built an organisation that has implemented hundreds of projects, provided continuous support to thousands of people, opened up socially sensitive topics, and at the same time preserved the community’s trust. I consider equally important the fact that we have succeeded in combining direct services with the advocacy of change, that we have in many fields pushed the boundaries, and that we have remained an organisation that acts where institutions cannot, do not know how to, or do not wish to provide adequate support. If I had to condense everything into a single sentence, I would say that Juventas’s greatest achievement is helping make our community better.