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Description
This project stems from a previously supported project, which included the preparation of an organisational needs assessment and action plan for FFENACERCI. This project aims to empower FENACERCI in order to optimise its organisational performance, intervention capacity and sustainability through training, consulting and coaching in the areas of organisational performance, marketing and communication, knowledge management and innovation, fundraising and enhancing internal cohesion and cooperation.
Summary of project results
The project was initiated following the DNA3 Project, integrated into the Active Citizens Program, specifically focusing on the promoter''s capacity building and the resulting action plan. The Federation aimed to continue the measures identified in the Diagnostic Report, integrating them into the action plan. This application represented an opportunity to capitalize on the previous project''s investment and initiate a broad and sustained process of organizational capacity building and qualification aligned with the 2020/2025 strategy.
Over the years, FENACERCI has engaged in various activities and promoted numerous projects across different areas, maintaining a proactive and innovative stance in seeking better ways to fulfill its mission. The challenges arising from its structure, as an umbrella organization focusing on its members, were significant, especially given the current period''s new and diverse needs and expectations.
The project aimed to address several key issues: difficulty in mobilizing and involving members, limited fundraising capacity and diversified funding sources, the need to enhance the visibility of the work done, and the implementation of strategies for incorporating and transferring produced knowledge. Additionally, there was no impact evaluation methodology to assess the results of the work carried out.
The intervention areas defined included organizational performance, organization and monitoring, marketing and communication, knowledge management and innovation, fundraising, and strengthening team cohesion and cooperation.
The DNA3 Project - Capacity Building for Sustainability involved the development of various activities, distributed across its main components.
Component 1 focused on improving organizational performance, including the revision of the Quality Management System (QMS), the organizational chart, the implementation of a performance evaluation system, and the creation and implementation of an impact evaluation system. An immersion session on ISO 9001:2015 was conducted for the team involved in the QMS revision, providing a detailed presentation of the standard''s points and requirements. The organizational chart was revised through work meetings to reflect the current internal functioning and positioning of the Federation, resulting in a more decentralized and autonomous structure supported by collaborative tools. A stakeholder map was updated to identify current stakeholders and their expectations, promoting active and continuous participation. The risk and opportunity matrix was revised to reflect the organization''s reality more objectively, and a support manual was created to facilitate its implementation. The functions reference manual was also revised to optimize internal functioning, involving the internal team and the executive administrator.
Component 2 was focused on marketing, communication, and fundraising. A marketing and communication plan was developed (80 hours of consultancy and work meetings with three internal team members). This included identifying FENACERCI''s communication and marketing practices, strategic objectives, and the creation of support instruments. A fundraising strategy was also developed, aligned with the marketing and communication plan (90 hours of consultancy). This included implementing the strategy, creating a list of companies to contact, and conducting a fundraising training session for five employees and the executive administrator.
Component 3 was aimed at knowledge management and innovation, strengthening the relationship with members through collective learning processes. This involved 65 hours of consultancy with four internal team members, acquiring an e-learning platform, and developing a distance learning model. Processes and documents were revised to meet the certification requirements for distance learning, and a quality manual for training was created. Training sessions on distance learning management and continuous pedagogical training for e-learning were conducted.
Component 4 focused on enhancing team cohesion and cooperation through two training sessions for the entire team (time and priority management and team building) and a high-performance coaching session.
Finally, component 5 involved project management and external evaluation, with the project manager participating in all work teams, monitoring consultancy work, organizing project information, producing progress and final reports, and planning the final project event.
In terms of results the project achieved significant outcomes for the participants. It was highlighted as positive, by the external evaluation, the sharing of experiences and reflections on the organization, the development of skills through training actions, and the adoption of new practices to improve organizational performance. The review of the Quality Management System (SGQ) was considered timely and relevant by all, contributing to the adoption of new practices. Training in marketing, communication, and fundraising led to the implementation of new practices and adjustments in the responsible team. The implementation of the fundraising strategy, along with strategic activities of FENACERCI, provided concrete evidence of the project''s contribution to management effectiveness and reduced dependence on public funding. The successful implementation of a distance learning model was considered pertinent by all, ensuring development opportunities for everyone involved. The integration of distance learning into FENACERCI''s training processes was carried out with the definition of a conceptual model and review of training processes. The project also promoted reflections on knowledge and innovation management, strengthening FENACERCI''s interactions with its associates. Project participants considered the opportunity for internal reflection on existing practices and resources within the Federation, the development of new skills, and the improvement of organizational performance and process reduction as the most relevant points. In summary, the project brought about changes, developed new skills, created new forms of collaboration and learning, and opened new challenges for the future.