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Description
This project is an organisational development project aiming to adjust IAC''s governance model, improve internal procedures and ensure sustainability through the reorganisation and implementation of fundraising strategies and the development of monitoring and evaluation tools, increasing staff effectiveness through ICT training, and creating conditions for obtaining the Quality Management Certificate.
Summary of project results
The project aimed to address several issues and challenges. Firstly, although the IAC had always focused on the comprehensive development of children and the promotion of their rights, there was a lack of investment in the internal development of the institution, both in human and financial resources. This led to difficulties in standardizing criteria and centralizing procedures, as the different sectors operated in dispersed locations with little direct interaction among collaborators.
In late 2018, the centralization of services into a common building, except for SOS aimed to address these issues. However, the organizational restructuring process initiated in 2019 was interrupted by the pandemic, which forced teams to reorganize and work remotely, exacerbating management and technological innovation challenges.
The project also aimed to address the need for a governance model adjustment, process optimization, and the development of internal communication channels. Identifying priority training areas and improving administrative, financial, and fundraising management processes were crucial. The project sought to link the social mission with best management practices, ensuring service quality, innovation, and entrepreneurship, while adapting to the diverse realities of the social ecosystem.
The project, initially focused on preparation and management activities. In terms of communication, the project page was created on the IAC website, along with an internal SharePoint site. A project presentation and a pitch video for internal and external dissemination were produced. A specific communication plan was developed for social media platforms such as Facebook, Instagram, LinkedIn, and Twitter. Throughout the project, news was published in the monthly newsletter "O IAC em Notícia," and internal newsletters provided updates on project activities.
A working group, including members of the Board and representatives from all administrative areas, was formed to develop the Internal Regulations. The process began with consultations across the organization, defining the objective of the Internal Regulations, and collecting existing normative documents. The team created a chapter structure by theme, and the preliminary document was legally reviewed.
For technological capacity building, several training sessions were organized, including Microsoft 365 (with pro bono support from Siemens) involving the entire organization, Primavera administrative tool training for administrative, accounting, and supply areas, advanced Excel (with pro bono support from PWC) for the entire organization, and CRM Salesforce training for marketing, accounting, and administrative teams. Software standardization and joint procedure design for fundraising and donor communication were implemented to optimize human resources.
A key component of the project was Process Management Capacity Building, which included kick-off meetings with various teams, on-the-job training for process mapping, and PDCA cycle awareness. Cross-team meetings identified transversal processes, optimized them, and adapted the AidHound software to new process designs.
In fundraising capacity building, a fundraising process diagnosis was conducted to design and implement a specific training plan for the marketing team. The Strategic Fundraising Plan 2023-2025 was developed, and several fundraising campaigns were carried out.
For strategic planning, a Strategic Committee was formed, comprising Board members and representatives from each sector, to create management tools. The management system was designed, and an annual evaluation report was produced to guide strategic planning. An external context analysis, a SWOT analysis of IAC, and strategic objectives were defined. A brochure was created to succinctly present IAC and its strategy for the next three years, to share with stakeholders.
The Code of Ethics and Conduct was prepared by a team including a Board member, a lawyer, and a project team member. It compiles principles and behavioral norms based on IAC''s values.
The External Project Evaluation process included two phases: baseline, with an initial evaluation questionnaire and document analysis by the evaluation team, and final evaluation, with a final questionnaire, interviews with team members, and analysis of all produced materials.
In terms of results the project significantly improved internal organization processes, including process mapping, internal regulations, technical and administrative procedures, internal communication mechanisms, activity planning, monitoring, and continuous improvement. The project developed a process management training plan, creating working groups within each team for process mapping and transversal groups for designing common processes. The creation of an intranet using SharePoint facilitated internal communication and access to official documentation.
The project also implemented a training plan to enhance process efficiency by strengthening staff competencies. Administrative tools training, involved administrative, accounting, and supply areas, while advanced Excel training was directed at the entire organization. Leadership training included formal sessions with management, coordinators, and middle managers, as well as on-the-job training in process management, improving team management and integrated activity planning skills.
The design of the fundraising process, involving marketing, accounting, and administrative teams, increased process efficiency and optimized human resources.
The acquisition of Salesforce allowed the creation of a regular donor system. Implementing this software required designing the fundraising process and specific training for its maximized use. Updating donation and donor data provided real-time information on funds raised, enabling evidence-based strategies to increase individual donations and ensure IAC''s future sustainability. Positive results in individual and corporate donations confirmed this objective''s achievement.
The use of AidHound software, aligned with new process designs, developed monitoring and evaluation tools, ensuring greater availability and integrity of performance indicators in a timely manner, promoting more accurate impact assessment. The creation of the Annual Objectives Plan model allowed the breakdown of strategic objectives into operational ones, contributing to a more uniform evaluation of each team''s activities and their contribution to achieving strategic objectives and IAC''s intervention impact.
Finally, the entire project was based on the NP EN ISO 9001:2015 Quality Management System standard, aligning most activities for future certification.