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Description
Based on an organisational needs assessment and action plan, this project aims to promote the organisational development of the project promoter. This project aims to double the number of TREVO members, engage volunteers, promote internal and external relations, and implement a training programme in Management, Fundraising, Communication, and in the creation, implementation and evaluation of projects.
Summary of project results
The project aimed to address several challenges faced by TREVO''s leaders and members, both current and future, who would join through a membership and volunteer recruitment campaign. An organizational diagnosis (Trevo, 2020) identified key needs to be addressed. Despite a strong alignment with the NGO''s mission and vision, and having highly educated members with recognized experience, there was a significant gap in methodological and operational knowledge and skills. This gap limited the NGO''s ability to access funding and engage effectively in society.
A majority of respondents (87%) expressed a desire for capacity-building in areas such as project management (52.8%), diagnosis and planning (39.1%), monitoring and evaluation (34.8%), policy and program support (34.8%), communication and marketing (26.1%), membership and volunteer management (21.7%), fundraising (17.4%), and governance (17.4%).
Participation levels were mostly basic, with 39.1% at the consultative level and 34.8% at the informative level. The main barriers to participation included lack of time (69.6%), experience (39.1%), training (17.4%), information (17.4%), and confidence (13%). There was also a need for better preparation and commitment from board members, increased interaction among members, and acquisition of material resources. The NGO also needed partners, spaces for dialogue, and collaboration with national and international NGOs, public and private sectors, and media to create a common vision, improve governance, and generate impact. The project activities were designed to be participatory and empowering, supported by trainers, mentors, technicians, and facilitators, to promote capacity-building and active participation.
The project was divided into five components. The first component, TREVO Meeting Point, included a campaign to recruit new members and volunteers, team-building sessions, online networking sessions, registrations on various platforms and networks, partnerships with public and private entities, and the creation of institutional presentation materials.
The second component, TREVO Formação (Training), implemented a Modular Training Program with six modules of 16 hours each, totaling approximately 58 registrations.
The third component, TREVO Incubadora de Projetos (Project Incubator), implemented a Group Mentorship Program totaling 96 hours, resulting in the creation of four projects (one submitted for new funding), a training program for educators, and a monitoring and evaluation framework for projects.
The fourth component, TREVO Participative Toolbox, created and compiled various participatory tools, such as thematic videos for environmental citizenship debates, an Educator''s Manual, workshop games, street interviews, articles and publications, an online photo exhibition, and an online resource repository.
The fifth component, Dissemination and Management, involved creating and maintaining the project website, promoting the project presentation video, launching webinars, an online photo exhibition, a project closing session, and presenting results and impacts.
The project achieved and exceeded all established objectives and goals, though there remains a need to align the objectives of the members with those of the Trevo organization. Members saw their skills strengthened, primarily due to the training program, resulting in greater cohesion and collaboration among them. Trevo gained tools and resources with high potential to boost participation and civic engagement. The internal evaluation of Trevo''s capacity as an organization was positive, especially in terms of financial management and practices, although no significant changes were identified post-project. Trevo gained recognition and visibility during the project, which could drive future actions. Tangible products and effects ensure the project''s continuity and favor its sustainability, potentially contributing to the association''s financial sustainability. Financial sustainability remains a weakness for the association, despite capacity-building changes that could potentially increase funding. The project demonstrates high transferability and could be useful for other organizations. The project was relevant, reinforcing Trevo''s mission.
Summary of bilateral results
The partnership with the Norwegian entity was cordial and cooperative for approximately 18 months. During this period, the partner actively participated in various networking activities, promoted TREVO among its partners, and discussed potential future collaborations after the project''s conclusion. Additionally, the partner delivered a presentation on international partnership relations between NGOs during the project''s presentation session. However, in the last six months of the project, the partner inexplicably abandoned the project, ceased communication, and did not respond to emails or requests.