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Description
With the support of consultants, the “YMCA Setúbal - Next Step” project aims to give the YMCA the instruments to support its own development and to increase the organisation''s productivity and efficacy, through the implementation of an impact assessment system, a management information system based on an Activity Based Cost System, the elaboration of good practice handbooks, the redefinition of the organisational structure and the training of employees, volunteers and members of the board.
Summary of project results
This project was initiated following a diagnosis that highlighted several limitations at the YMCA. These included an inadequate organizational model, lack of work standards for most activities, undefined responsibilities in some areas, inadequate information systems, and insufficient financial resources.
The project was organized around three main components:
Development and Implementation of an Impact Assessment System: The primary product of this phase was the Impact Assessment Manual. Activities were conducted at three levels: operational, impact, and risk assessment. The operational process was essentially completed, with the first operational evaluation reports scheduled for the end of the academic year. The impact assessment model, including information collection samples, database construction, and survey questionnaires, was under development and expected to be operational by the end of the academic year. The risk assessment model was also being developed, with initial risk evaluation reports to be prepared concurrently.
Development and Implementation of a Management Information System: Key specifications were realized and implemented through various software applications, including point-of-sale for sales, procurement, and stock management, billing and collections for childcare and fitness activities, and budget management.
Creation and Implementation of Best Practices Manuals: Nine additional manuals were created, covering areas such as Academia, Impact Assessment, Financial Management, General Management, Budget Management, Maintenance, Hygiene and Cleaning, Organization, and Projects. Organizational Change: The company adopted a new model with specialized command lines for each intervention area, a new organizational chart, and redistributed responsibilities to facilitate a smooth transition. Critical success factors included the development of an Organizational Manual detailing the roles and responsibilities of each YMCA professional and a Budget Management System supporting effective management across different areas.
In quantitative terms, the following was achieved:
- 44 professional staff trained;
- 1 partnership between NGOs or with public/private entities supported;
- 1 NGO with transparent and accountable governance procedures;
- 1 initiatives implemented through partnerships between NGOs or with public/private entities;
- 1 NGO with effective management procedures;
- 1 NGO less dependent on public funding (excluding ACF funding) by at least 10%.
All proposed targets were met and exceeded.
Summary of bilateral results
The partnership with Yglobal Norway was highly beneficial, as it led to the development of our Fundraising Manual. This was based on the experience of our colleagues and the training sessions they conducted here.