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Description
The “SCMS Skills Academy” project aims to strengthen the project promoter, which, with the support of 480 hours of mentoring, intends to create an organisational model using the balanced scorecard methodology, implement a leadership mentoring programme and an intervention programme for individual and collective performance, design new processes and services, develop fundraising mechanisms and seek new funding sources and create a marketing and communication plan.
Summary of project results
The project''s objective was to design a strategic organizational model focused on results, utilizing management and goal-setting tools. It sought to develop a leadership style that would inspire employees to embrace change and innovation, establish mechanisms for managing competencies, and restructure the human resources management model to enhance communication and teamwork. Additionally, it hoped to foster a culture of innovation, develop fundraising mechanisms, diversify funding sources, and strengthen social marketing activities to attract new social investors.
The project was implemented through a series of mentoring activities within a training-action context, engaging 14 in-house staff members. These activities spanned a total of 480 hours, with each mentoring session lasting 3 to 4 hours. The primary objective of these sessions was to implement changes within the organization while executing the Action Plan.The mentoring took place internally, fostering the exchange of experiences across diverse organizational contexts. Key activities included the creation of the 360 Organizational Model, Leadership Mentoring Program, Performance Intervention Program, Design Lab, Development of Funding Alternatives, and Marketing and Communication Plan. The specific objectives were to design a strategic organizational model focused on results, develop a leadership style that inspired employees to embrace change and innovation, implement mechanisms for managing individual and collective competencies through individual development plans, improve internal communication and teamwork, foster a culture of innovation and creativity to address social problems and design new community-oriented services, develop fundraising mechanisms and seek new funding sources to diversify financial support, and strengthen social marketing activities to attract new social investors.
In quantitative terms, the following was achieved:
- 14 professional staff trained;
- 1 NGO with transparent and accountable governance procedures;
- 1 NGO less dependent on public funding (excluding ACF funding) by at least 10%;
- 1 NGO with effective management procedures.