Pro-NGO - quality management for social change

Description

The project primarily deals with connecting CSOs and improving their capacities for financial management, which is a neglected area and does not follow the quality of CSO program activities in terms of technology and process. In addition, the project strengthens the capacity of CSOs to effectively communicate positive social contributions. Its main objective is to strengthen the sustainability and social impact of CSOs through 3 specific objectives: 1. Development of CSO capacities for effective financial and administrative management; 2. Strengthening CSO partnerships for organizational sustainability; 3. Development of CSO capacities for effective public communication. It introduces ‘bottom-up’ educational and technological innovations in these areas based on the lessons learned, and the acceptance in the CSO community is ensured through the strengthening of the existing initiatives for stronger CSOs. It contains 2 work packages – the 1st one aims to strengthen CSOs'' resilience to crises through stronger connections (A1) through interactions of the most active members of the existing initiatives and thus ensuring their full participation, web platform development, the development and implementation of targeted education and mentoring programs and a manual, the networking of finance workers and communication activities. The 2nd package is aimed at the participatory development of user-oriented software for optimizing CSOs'' financial management. Progressive CSOs (according to the ACF criteria) that will benefit from the results are segmented into 4 target groups: CS1 - 4 members of the project consortium; CS2 - Finance workers in at least 30 CSOs; CS3 - At least 30 progressive, project-funded CSOs in Croatia that are most active in the existing initiatives. The CS4 Target Group was added - ‘all progressive, project-funded CSOs in Croatia’ to emphasize that the project results are suitable for all CSOs with whom we share the values of the ACF consortium. 

Summary of project results

The Pro-NGO project aimed to address several key challenges that civil society organizations (CSOs) in Croatia have been facing, with a particular focus on improving their sustainability, capacity, and ability to manage financial and administrative processes effectively. The main issues and challenges the project sought to tackle include:

1. Inefficient Financial Management: CSOs in Croatia often lack suitable tools and expertise for reconciling their accounting records with donor financial reporting requirements. This has resulted in inefficiencies and administrative burdens, as most organizations rely on outdated methods like Word and Excel for financial management.

2. Excessive Administrative Burden: Many CSOs experience overwhelming administrative demands, such as constant reporting and compliance obligations, which significantly hinder their operational efficiency and focus on programmatic goals.

3. Public Perception and Advocacy Challenges: CSOs have faced a negative shift in public perception in recent years, which has diminished their influence and support. The project aimed to strengthen the public communication efforts of CSOs, helping to highlight their positive societal contributions and improve their advocacy.

4. Limited Technological and Process Innovations: The financial and administrative practices of CSOs have not kept up with the high standards of their programmatic work. This disconnect has created a gap in organizational effectiveness and reduced overall efficiency.

5. Organizational Sustainability: Many CSOs struggle to maintain long-term sustainability due to a lack of strong partnerships, networks, and resource-sharing mechanisms. This limits their ability to continue operating effectively in the long run.

6. Exclusion from Broader Networks: Smaller or less connected CSOs, particularly those in underrepresented regions such as Slavonia and Dalmatia, face challenges in accessing critical resources and support systems, further hindering their growth and effectiveness.

The project aimed to address these challenges through a "bottom-up" approach, which includes the development of educational tools, technological innovations like web-based resource centers and financial management software, as well as targeted training programs. In addition, the project focused on strengthening CSO networks and partnerships, ensuring the inclusion of various sectors and regions, while also promoting sustainability and resilience, especially in the face of crises.

The Pro-NGO project focused on enhancing the financial management and sustainability of civil society organizations (CSOs) in Croatia through several key activities and initiatives. Here''s a breakdown of what the project did:

1. Development of Financial Management Software
   The project developed the Pro-NGO financial management software to help CSOs manage their finances more efficiently. This software was designed to consolidate financial and administrative records, streamline financial processes, and ensure compliance with donor reporting requirements. It was tested by 30 CSOs and is now being integrated into the operations of the lead organization, URK, as a pilot project.

2. Creation of the Pro-NGO Website
   The Pro-NGO website was established as a central hub for resources, education, and community engagement. It hosts a variety of educational materials, such as the "Introduction to Financial Management for Associations" manual, and serves as a forum where CSOs can exchange ideas, share experiences, and network with others in the sector.

3. Development of Pro-NGO as an Advocacy Platform
   The project transformed Pro-NGO into an advocacy platform for financial management and sustainability in civil society. It organized workshops, mentoring sessions, and public events to engage CSOs, donors, unions, and IT/financial professionals. This platform facilitated important connections and discussions that helped CSOs address key challenges related to financial management.

4. Capacity Building and Networking
   The project offered a range of digital workshops, sectoral meetings, and events to help CSOs develop the necessary skills and knowledge to overcome financial and administrative challenges. These activities strengthened relationships between CSOs and professional sectors, fostered innovation, and encouraged resource-sharing. The project also focused on promoting collaboration, particularly in rural and underserved areas.

5. Plans for Sustainability and Future Activities
   The project ensured the sustainability of its efforts by creating plans to continue providing services to CSOs. This includes regular updates to the Pro-NGO website, the launch of a Pro-NGO newsletter to keep CSOs informed about key developments, and the organization of ongoing workshops and mentorship programs to build capacity in financial management and sustainability. The Pro-NGO software will also be further promoted to a wider range of CSOs in Croatia.

Through these activities, the Pro-NGO project aimed to strengthen the financial management capacity, advocacy potential, and overall sustainability of CSOs, ensuring they are better equipped to meet the challenges they face.

The Pro-NGO project achieved significant outcomes, producing both short-term and long-term impacts for civil society organizations (CSOs) in Croatia. The results can be summarized as follows:

Outcomes and Impacts

1. Enhanced Financial Management and Transparency

   • The development of the Pro-NGO financial software enabled CSOs to efficiently consolidate financial and administrative records, addressing widespread issues related to administrative burdens.
   • The software promoted greater financial transparency and accountability, fostering increased trust among donors and the public.
   • Improved tracking of income and expenditures helped CSOs allocate resources more effectively and plan their activities with greater precision.

2. Capacity Building and Digital Transformation

   • The project provided educational materials, such as video tutorials and the "Introduction to Financial Management for Associations" manual, which enhanced the skills of CSO staff in financial management, public communication, and digital tools.
   • By reducing the administrative workload, the software and educational materials allowed CSOs to redirect their resources and efforts toward achieving their programmatic goals.

3. Strengthened Advocacy and Networking

   • Over 150 CSOs engaged in the project, connecting around various themes like financial management, public communication, and digital skills.
   • A user support model was established through the Pro-NGO platform’s forum, encouraging collaboration, peer learning, and continuous improvements in software use.

4. Fostering Partnerships and Innovation

   • The project promoted new collaborations between CSOs from different subsectors (e.g., independent culture, social services, democratization) and facilitated connections between CSOs, unions, and civic tech experts (e.g., Code for Croatia).
   • Presenting the project at events like Open Data Days helped expand its reach and introduced CSOs to the potential of open data for the public good.

5. Improved Operational Agility

   • By providing CSOs with digital tools and reducing time spent on administrative tasks, the project enhanced organizational agility, enabling CSOs to more effectively address contemporary challenges.

Beneficiaries

1. Civil Society Organizations (CSOs)

   • Direct beneficiaries of the project include over 150 CSOs that gained access to the Pro-NGO financial management software, educational materials, and a supportive network.
   • These tools and connections empowered CSOs to improve their financial management, advocacy efforts, and collaboration across the sector.

2. CSO Staff and Volunteers

   • Staff and volunteers gained valuable skills in financial management, digital tools, and public communication, enhancing their ability to operate effectively within their organizations and improve their impact on the community.

3. Donors and Public Stakeholders

   • Improved financial transparency and accountability strengthened the trust between CSOs, donors, and public stakeholders who rely on these organizations for social impact.

4. Project Consortium Members

   • The consortium members benefited from cross-sector collaboration, gaining new insights, forming strategic partnerships, and strengthening their future initiatives.

Broader Societal Impact
The project has positioned Pro-NGO as a leader in transforming the way non-profit organizations manage their operations, setting a benchmark for agility and digital transformation within the sector. By fostering a more connected and efficient civil society, the project contributes to the creation of a stronger and more resilient civic sector in Croatia. Although certain challenges delayed the integration of the software into URK’s daily operations, this setback did not hinder the overall success of the project. It remains focused on improving financial management for CSOs and fostering collaboration within the sector.

Sustainability and Long-Term Vision
The long-term vision of the Pro-NGO project is to create a self-sustaining ecosystem that will continue to provide CSOs with the tools, resources, and support needed to thrive. The project’s value goes beyond just providing software and educational resources—its true strength lies in building a community of CSOs that collaborate, share experiences, and enhance each other’s capacity for sustainable financial management.

Moving forward, the Pro-NGO platform will continue to offer services such as:

• Financial and administrative capacity building
• Peer-to-peer support and knowledge exchange
• Increased transparency and accountability in financial operations
• Advocacy for the sector’s financial sustainability on both national and international platforms

Pro-NGO’s long-term commitment to supporting and empowering CSOs ensures its continued success and relevance in helping CSOs navigate modern financial management challenges, paving the way for a stronger civil society in Croatia for years to come.

Summary of bilateral results

Communication with the Norwegian partner, Scanteam, began during the development of the project summary. The consortium sought a partner with extensive international experience and a fresh perspective, essential for an innovation-driven project, while also valuing knowledge of the local context and sensitivity toward Civil Society Organizations (CSOs).Scanteam, with over 30 years of expertise in monitoring and evaluation (M&E) of complex projects, served as the senior partner. M&E activities were divided between the project leader (internal monitoring) and Scanteam (external monitoring). Scanteam''s role included facilitating workshops to develop the M&E methodology, offering a fresh, unbiased view on project implementation.The project focused on collecting both quantitative and qualitative data, including three analyses, focus group reports, regular CSO group reports, workshop materials, and three evaluation reports. Scanteam was also responsible for revising reports, ensuring group reflection, and fostering learning at both the consortium and platform levels.Immediate outputs from the monitoring process included:At least 12 regular meetings of the project consortium and CSO group, both online and in-person.A developed M&E methodology with indicators for monitoring and risk assessment.Preparation and revision of three M&E reports, published on the web platform.Dissemination of insights from the monitoring process to project partners and target groups.These efforts ensured that the project stayed on track, allowing for continuous learning and improvement, benefiting all partners and the wider CSO sector.