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Description
The Crime Prevention Fund (IGA) has celebrated its 20th anniversary this year. The organization has developed dynamically from the very beginning and recently has accelerated the speed with the inclusion of new areas of intervention and the expansion of the scope of business at national and international level. The last review of the system and analysis of the organization has been carried out in 2007. The need of a new vision has been urgently felt by the organization teams recently. In 2018 the organization started working on a strategy for long-term development and it is expected to continue to work on it. The organization employs 70 professionals but it finds it difficult to involve young people, which is something of a concern to us. Another important issue is the public image of IGA, how the surrounding world looks at us, the public, institutions, experts, civil society organizations. It is necessary to review the approaches to improve the promotion of the organization. This project aims at achieving an agreement about the course of development in the long term. We will review, sum up and analyze the organization’s performance and based on the findings will take steps to boost its capacity in line with the specific objective. Expected outcomes/outputs: an analysis of the organization’s development; a survey of the opinions of IGA teams, partners, beneficiaries, clients and donors; an analysis of the needs of education and raising the competence of employees; a new strategy for development prepared. The direct target groups are our employees.
Summary of project results
The main goal of the project was to reach a consensus on the long-term development direction of IGA. This goal was closely linked to the specific objective—building the capacity of IGA as a civil society organization.
Through the project’s implementation, the organization successfully achieved its primary objective—to conduct a comprehensive review of its vision for future development. This process led to the establishment of a new mission and vision, along with the creation of a new five-year strategy that introduced a restructured programmatic framework for its activities.
To fulfill the specific objective, a three-year action plan (2022–2024) was developed. This plan outlines concrete tasks and activities aimed at enhancing the organization’s capacity, improving staff competencies, and increasing its visibility among partners and the public.
Several key methods were employed to achieve the project’s goals, including:
- Analysis of past activities and an assessment of strengths and weaknesses, conducted not only by IGA’s teams but also by its partners.
- Needs assessment and identification of methods for improving staff qualifications.
- Strategic planning, facilitated by an experienced external and independent expert in organizational planning and development.
A targeted and objective approach was taken to include the employees and leadership of IGA Fund in the strategic planning process. Their active involvement in preparing and conducting the process ensured ownership and alignment with organizational needs.
Additionally, during the preliminary analysis—especially in assessing needs, strengths, and weaknesses—the organization relied on objective evaluations and recommendations from partner institutions and organizations with which it collaborates closely. This approach ensured that the outcomes of the project aligned with the expectations of both employees and partners, ultimately strengthening future cooperation.
The strategic significance of the project''s main results will ensure their long-term sustainability. A dedicated IGA employee has been assigned to oversee each program area and strategic objective. The strategic planning process was positively evaluated by the organization''s teams, and the management has committed to monitoring the implementation of the new Strategy and Action Plan to ensure effective execution.