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Description
The preparation of the strategic plan of KEEPEA "Horizons" started in May 2021. It was based on a descriptive and
analytical approach, using SWOT analysis, to identify internal strengths and weaknesses as a basis for self-assessment.
Furthermore, to identify external opportunities and threats. The analysis was used as a basis for the development of
the strategic plan, including the vision, the mission, and the strategic objectives of the Organization. The purpose of the
process is to counter weaknesses and maintain internal strengths, seize opportunities, and manage external risks
through mitigation measures and ensure the achievement of the Organization’s vision.
The Strategic Planning was completed with the full cooperation of the members of the Managing Board, the Staff, key
stakeholders, and the Volunteers, in order to:
-Identify the needs and involve all stakeholders in the development of the goals and objectives of the Organization,
-Raise participants'' awareness of the various steps required
-Drive home the vital importance of strategic planning for KEEPEA
The plan aims to meet 5 strategic priorities and specifically:
Priority 1: Development and support of Human Resources and Volunteers
Priority 2: Increase and improve Resource Management
Priority 3: Improving the Efficiency and Quality of Services
Priority 4: Improving communication and promotion mechanisms
Priority 5: Development of the provided services and increase of the number of the beneficiaries
In addition, the Organization will make use of the NGO Capacity Building opportunities offered by the Active Citizens
Fund program and especially the self-evaluation process, which will function diagnostically towards the project results
as well as the increase of the knowledge capital as a result of our participation in the program in the area of project
management, communication and measuring / evaluating the social impact of our services
Summary of project results
Starting with the transformation of their organisation, they aimed to change the attitudes of staff and families toward people with intellectual disabilities. In collaboration with volunteers and with the support of the EEA Grants, they wanted to change their internal processes to promote the development of their human resources and facilitate the inclusion and implementation of empowerment and participation practices for people with disabilities in decision-making, both in their daily lives and in the governance of the organisation. The purpose of the process was to counter weaknesses and maintain internal strengths, seize opportunities, manage external risks through mitigation measures, and ensure the achievement of the Organisation’s vision.
The Organisational Grants focused on supporting the strategic development and capacity building of civil society organizations (CSOs) rather than requiring traditional activities, deliverables, or outputs. The call emphasised the internal growth and sustainability of CSOs by investing in their core operational functions, leadership, and long-term vision.
In the context of the project, they completed the following:
- The creation of the first two self-advocacy groups, consisting of residents of the Supported Living Home (SYD) and members of the day center. It is worth noting that the representative of the SYD self-advocacy group now participates, following his request, in the board meetings of their organisation concerning issues related to the SYD.
- The establishment of a photography group for people with disabilities, which now covers their activities.
- The update of the organizational chart to reflect the new architecture and design of the organisation.
- The staff evaluation process, providing clear examples to the personnel that reflect the strategic goals of the organisation.
- The implementation of self-advocacy principles and the participation of beneficiaries in decision-making.
- The update of the procurement process, focusing on transparency and granting more autonomy to the administration compared to the Board of Directors.
- The Family Planning - Life Plan manual was fully completed. It is now entering its pilot phase and will serve as a key working tool for their social service and support for people with disabilities and their families.
- The adaptation of their internal policies to the unified Personnel Policy – Human Rights, with an emphasis on gender equality, addressing violence, and crisis protocols, taking into account the results of the NGO Capacity Map evaluation. The unified Personnel Policy – Human Rights has been completed, including policies on staff rewards, training and development, and additional safety protocols.
- The drafting of an action plan for the financial strategy of the organisation.
- With the support of their volunteers, they proceeded with a series of meetings with stakeholders, updating their Vision and Mission and finalizing the organization’s Media Plan.
- All good practices and procedures developed within the project were compiled as a special regulation under the "Board Commitment on Vision, Mission, Values, and Good Practices."