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Description
The project and, by extension, the strategic plan too are therefore essential tools for the three-year strategic planning of “Diogenis NGO”, which has two objectives: (1) measuring, expanding, and optimizing the social impact of the street magazine Shedia for a more holistic and effective support and (2) the optimisation of the internal operation of the organisation and its sustainability, principally through the staffing of departments with trained, experienced staff. The first objective will be achieved mainly through (a) the creation of a comprehensive programme of support for people’s needs (psychosocial support, account, legal and employment counseling, skills’ development), (b) the systematic evaluation of programmes (impact assessment) and (c) the expansion of the impact of “Shedia” by selling the magazine in more cities and by creating new programmes. Regarding the second organisational goal, the optimisation of the operation and the strengthening of the organizational structure of Shedia will be achieved through (a) the creation of a trained and experienced department of programmes (b) the creation and support of departments of Communication, Development and Advocacy (c) the staff development through a training evaluation system and (d) the development of an internal culture of innovation, accountability, data analysis and transparency through the creation of a systematic financial monitoring plan and the creation of detailed reporting process.
Summary of project results
The project implemented by Diogenis to support their organisational capacity and their street magazine "Shedia" was structured to address several pressing issues related to the effective support of vulnerable individuals and the organisation’s long-term sustainability. Diogenis established a comprehensive three-year strategic plan with two core goals: a programmatic goal focused on expanding and optimising Shedia’s social impact, and an organisational goal aimed at enhancing internal operations and sustainability.
The programmatic challenges primarily revolved around creating a more holistic and effective support system for Shedia’s beneficiaries. To achieve this, the project developed a comprehensive support program addressing the multifaceted needs of these individuals. Diogenis tackled these needs by establishing strategic partnerships with organizations that could offer essential services such as psychosocial support, financial and legal advice, employment counseling, and skill development. Additionally, a systematic evaluation of Shedia’s services helped optimize the effectiveness of these initiatives, ensuring that the programs met beneficiaries'' needs more precisely and efficiently. Another challenge was expanding Shedia’s reach; by distributing the magazine in more cities and launching new initiatives, Shedia was able to extend its impact to a broader audience, increasing awareness and support for its mission.
On the organisational front, Diogenis aimed to strengthen Shedia’s internal capacity to support its growing programmatic responsibilities. The main challenge here was establishing a resilient operational framework with skilled personnel across various critical departments. Diogenis addressed this by forming an experienced Programs Department and supporting new Communication, Development, and Advocacy units. To foster a culture of high performance and transparency, Diogenis implemented structured evaluation and training systems, prioritizing innovation, accountability, and data-driven decision-making. The project also introduced a Finance Department and systematic financial monitoring to ensure fiscal responsibility and clear reporting practices. This restructuring, including a new organizational chart and dedicated departments for Communication, Programs, Development & Fundraising, and Finance, directly contributed to advancing Shedia’s administrative capacity, empowering the organization to sustain and amplify its social impact.
The Organisational Grants do not include funding for the activities and outputs directly; rather, they are intended to support the core capacities and strategic development of the organisation itself.
For the project implemented by Diogenis to support their street magazine "Shedia", a comprehensive three-year strategic plan was established with two core objectives: (1) to measure, expand, and optimise the social impact of Shedia for a more holistic and effective support system for vulnerable individuals (Programmatic Goal) and (2) to enhance the organisation’s internal operations and sustainability through the staffing of departments with skilled, experienced professionals (Organisational Goal).
The Programmatic Goal was achieved primarily through the creation of a comprehensive support program addressing the needs of Shedia''s beneficiaries. This was done by establishing strategic partnerships with selected entities and organizations that provided psychosocial support, financial and legal advice, employment counseling, and skill development. In addition, systematic evaluation of Shedia’s programs and services led to significant impact assessment and optimization efforts, enhancing Shedia’s efficiency in supporting its beneficiaries. Furthermore, Shedia expanded its reach by distributing its magazine in more cities and launching new initiatives, extending its positive impact to a broader audience.
As for the Organizational Goal, Shedia strengthened its operational framework and organisational capacity by creating a dedicated and experienced Programs Department. It also developed and supported departments focused on Communication, Development, and Advocacy. Staff development was prioritized, with a structured evaluation and training system in place, cultivating an internal culture of innovation, accountability, high performance, data analysis, and transparency. This cultural shift was further supported by the establishment of a Finance Department, a systematic financial monitoring plan, and detailed reporting practices.
This restructuring included the creation of a new organizational chart and the development of Communication, Programs, Development & Fundraising, and Finance Departments. These changes advanced Shedia’s administrative capacity, supporting its programmatic growth and amplifying its social impact to empower and support marginalized individuals in new and more effective ways.