The Project to be developed by the Portuguese Confederation of Culture, Recreation and Sports Associations (CPCCRD), member of the National Council of Social Economy, with the support of the ISE OP of Portugal 2020 with the aim of empowering the Organisation at human, technological, organisational and participatory level, in many ways contributes to the increase of its visibility and sustainability. It integrates a set of interrelated activities, which are described, supported by relevant resources.
Overall, the project has a finance officer, who is a chartered accountant, and a General Coordinator of the Project, with a degree in Sociology and a Master’s in Economics and Social Policy, Vice-chairperson of the CPCCRD. An external evaluator will be contracted-in from avademia.
Based on the characterisation findings, in which tools such as swot analysis, the problem tree and the respective framework of measures stand out, we defined a set of main activities, some with other subsidiaries.

Creation of 5 social economy support offices with service hubs from the North to the South of the country. One of the offices will be at the CPCCRD headquarters in Lisbon, with coordination and regulation functions.

Each Office will be equipped with technical and human resources:

• • One employee, on a fixed-term, part-time contract, except in the central office which will be a fixed-term, full-time contract;
  • At least three associative leaders in each office, on a voluntary basis, who will coordinate and support the work of that office.
  • A physical space, which can be rented, equipped with 3 chairs, 2 desks, a cupboard, a computer, internet connection, a multifunctional, a datashow and a mobile phone;
  • Internet access to the MAP Platform which will support the activity of the offices. It is planned to implement a technological platform, the MAP Platform, consisting of Information Systems that support the Confederation’s activity in various areas. Tools will be acquired with customised basic parameters, to which some development will be added according to the Confederation’s needs, including the preparation of an intranet with workflow in accordance with the organisational processes of the offices’ activities and which will allow them to be monitored and managed in an organised and efficient manner. The Platform will also include an external area linked to the Web Portal that will support the activity of the offices’ consultancies, namely with an online consultancy, a set of frequently asked questions that assists collaborators in their replies to affiliates, a forum, and a support area for new registrations.

There will also be a team of technical staff at national level to support all the offices.

Recruitment will be on the basis of the provision of services and of consultants with the following profile: jurist, economist/manager, TOC and social sciences technician with skills in the area of image and communication.

The central office will have a digitizer in order to make the Confederation’s document collection available online in the Media Library. Each Office is allocated a budget for running costs and the purchase of consumables.

Of the problems identified in the findings, some are related to the VISIBILITY of the Institution, inherent to the difficulties of intra and inter organizational articulation, which creates difficulties in the transmission of the message and of the mission itself to the exterior.

It was therefore defined as an objective, on the list of priorities, to create visibility in the media, which involves strengthening internal relations, in a structured way, anchored in the identity and functional knowledge of the affiliates using credible tools.

The development of the existing CPCCRD database and its connection to the social economy database, with the data not only of the affiliates but also with the possibility of access to Social Economy entities allowing consultation and updating, contributes, on one hand, to the recognition of the social role of the institution, in the improvement of the Effectiveness and Efficiency of the association movement structure and, on the other hand, to the external visibility of the institution and its objectives.

Access to the Social Economy database, with CPCCRD affiliates, will be integrated in the MAP Platform, with a specific interface for that purpose.

The MAP Platform, customised and developed to support the Confederation’s activity in the institutional, social, affiliates’ support, networking, image, training and financial sustainability (e-learning and e-commerce) areas. With the importance that Computer Systems have today in improving the efficiency of organisations, freeing up human resources for tasks with greater added value, it has been found that the scarcity of technological means in the Confederation is also a problem.

The Platform will include the following components, which should all be interconnected:

1. Portal – Implementation of the Institutional Portal with a new image and intuitive navigation, accessible with mobiles, with easy editability of information, inclusion of news, map with search per affiliate, various forms including the registration of a new associate, frequently asked questions, disclosure of events through newsletters, a media library that allows insertion of the entire documental archive, information about events and other records of the Confederation from its several decades of existence, with access to detailed statistics on the use of the portal;
2. Intranet:
   1. For affiliates that will include a reserved area with several features such as newsletters, the possibility of updating data, a repository of documents to share, volunteer work available, announcements of courses, projects and search for affiliates, partners to develop them, with an internal forum, news, etc.
   2. Office support.
3. Hosting of the Platform, in a reserved area in a server during the project, maintenance, assistance and help desk in use for about 16 months after the implementation of the Platform.
4. Link to the social economy database for access and updating.

The organisation of the entire documental and historical collection of the Confederation and its availability through the introduction in the Media Library of the MAP Platform is very important for the development of networking. It reaffirms identity and recovers memories, links, works, studies, articles, projects, events, etc. disseminating them, sharing good practice and experience. To this end, it is planned to hire a team of specialists to carry out the work.

The improvement of the performance of the CPCCRD and its affiliates, with the use of the platform, will also be shown by easier compliance with a set of training obligations – both face-to-face and remote, quality, organizational, fiscal, etc. Another effect of the platform is financial sustainability, with the creation of the online shop that facilitates the collection of fees.

• Cycle of seminars for the exchange of experience, dissemination of the project, analysis and sharing of good practice.
  In addition to the human resources necessary for the organisation and dissemination of the Seminars (internal and external collaborators of the Confederation), the hosting of seminars will require the production of promotional material and material for the events, the renting of space and, eventually, the need for specialised services such as recording the event and editing the conclusions.
  The seminars are intended for association and technical leaders to exchange experience and knowledge, analyse and increase good practice, and disseminate results by social economy organisations, namely through the MAP platform.
• Five workshops are planned for association managers and technicians which, in addition to the human resources necessary for their organisation and dissemination (internal and external Confederation collaborators) will involve the use of space and the production of dissemination material and material for the events.
  The thematic workshops aim to raise awareness of quality and efficiency in associations.
• A Magazine (an annual publication – with 2 editions during the project) aimed at disseminating the activities of the Confederation’s affiliates, good practice and experience and promoting networking. It also aims to disseminate the knowledge produced by the Popular Associative Movement for Social Economy and will be a fundamental instrument for the training of leaders and technicians. It contributes to the dissemination of the capacity-building project and to the sharing of content in the Social Economy.
  The events and materials arising from them, including the magazine, will be available on the Confederation Portal.
•  

Distance Learning

Distance Learning is an undeniable reality. At a time of scarce time resources, when the lives of citizens and organisations have to adapt to the constant need for change and few means exist, e-learning or b-learning training is an excellent tool to support associations by training their members, technicians and target audience. They can learn at their own pace, in their own time and without having to travel.

To this end, the implementation of distance training through the MAP Platform is planned, which will support face-to-face training and allow e-learning or m-learning (mobile access) training.

Distance Learning will allow not only the direct development of courses by and for the Confederation but also the realisation of courses in partnership with or at the initiative and responsibility of the associations (with or without partnership with affiliates or other social economy bodies), thus contributing to the sustainability of the Confederation.

The tool should have an attractive image and user-friendly navigation, allowing customisation of the layout, with the possibility of pre-defining various templates, depending on the courses and their recipients.

Specific multimedia content will be developed to integrate information and action-learning supporting the use of the MAP Platform by the different users.

Online Shop

The possibility for the Confederation to have an instrument that in a semi-automatic way assists in the collection of membership fees from affiliates, more than 3 800, in continental Portugal and islands, through an online shop with an adequate notification system and the production of monitoring reports, is the initial use foreseen for the shop that will be prepared for this purpose.

In a second phase, it is intended that this will also be linked to distance learning so that it will be possible to include the sale of courses, as well as other services or products, in a simple and integrated way.

The Shop and Distance Learning, besides being connected to each other, will have a connection to the data of the remaining Platform components and to new affiliate registrations.

OBJECTIVE

The action-learning interventions aim to promote the acquisition and development of skills in order to build the capacity of the office’s management teams, the internal management and executive structure of the CPCCRDC and the leaders belonging to the governing bodies of the CPCCRD. The areas of capacity-building are defined according to the previous diagnosis of needs and improvement of the CPCCRD (synthesized in the elaboration of a problem tree, which identifies as central problem the difficulty in reaching the target audience) and with the needs of the implementation of the activities arising from the project.

IMPLEMENTATION:

Capacity-building for the 5 teams that run the offices: coordination, development and evaluation of the capacity-building plan for the teams, which includes: intra-office training in the areas of associations, customer service and to meet the objectives of the activity, specialised tailor-made consultancy, to develop solutions and management and administration tools tailored to the needs.

Capacity-building for leaders belonging to the governing bodies of the CPCCRD: coordination, development and evaluation of a basic training course in the area of the associations movement.

Capacity-building for the internal CPCCRD management and executive structure: coordination, development and evaluation of the annual training plan with a view to the acquisition and development of skills in the areas of leadership, management, human resources, associations, administration, accounting, ICT, etc.; implementation and evaluation of specialised consultancy and liaison interventions, with a view to developing tailor-made management and administration solutions and tools.

Training of CPCCRD leaders and technicians to use the MAP Platform in its various functionalities and according to the user profile.

6.1. Training and action-learning in liaison with the CPCCRD’s management and executive structure (Capacity-building for managers, technicians and other association activists)

FRAMEWORK:

This intervention falls under the Capacity-building activity for Managers, Technicians and Other Associations.

OBJECTIVE:

Contribute to the capacity-building of the CPCCRD’s leadership and executive structure through the participation of the members of that structure in the various stages of the capacity-building process itself, including:

1. Identification of their own needs for organisational improvement, in terms of acquisition/development of skills and projects to improve this structure;
2. Determination of the pedagogical objectives of each annual training plan, aimed at the acquisition/development of competencies by managers and employees, taking into account their functional areas,
3. Determination of the pedagogical objectives of the annual specialised and tailor-made action-learning interventions, aimed at providing/implementing specific administration and management tools and solutions, in organisational areas that need greater effectiveness, efficiency or innovation,
4. Monitoring and reviewing the results obtained with the annual training plan and the annual specialised and tailor-made action-learning interventions,
5. Preparation of recommendations for continuous organisational improvement, at the level of acquisition/development of skills and projects for the improvement of this structure.

RECIPIENTS:

Employees and leaders belonging to the governing bodies of the CPCCRD.

ORGANISATIONAL FORMAT:

On-the-job action-learning and group meetings.

IMPLEMENTATION:

There will be 2 interventions (one in 2016 and one in 2017) lasting 50 hours/year.

RESULTS:

Annual production of an initial report for phases 1, 2 and 3 and a final report for phases 4 and 5; realisation of 100 hours of action-learning during the two years; related technical-pedagogical records of the interventions carried out; participation of 30 trainees in these action-learning interventions; 75% of the participants give positive answers regarding the improvement of their skills.

MONITORING AND EVALUATION:

Monitoring of the process during its implementation and evaluation of quality and final satisfaction, with the preparation of a final evaluation overview
MANAGEMENT OF THE ACTIVITY: internal staff of the CPCCRD coordinating and managing the project, external coordination and external monitoring of the action-learning activities by technical staff and trainers of the intervening external training entity
DISSEMINATION OF ACTIVITY: creation and distribution of dissemination materials and updating of contents for the MAP Platform and social networks.

6.2. Annual training plan for the structure of managers and executive officers (Training of directors, technical staff and other association activists)

FRAMEWORK:

This intervention falls under the Capacity-building activity for Managers, Technicians and Other Associations.

OBJECTIVE:

To promote the acquisition and development of specific skills of CPCCRD’s leaders and collaborators, taking into account their functional areas, which respond to previously identified objectives of annual organizational improvement, in the areas of leadership, strategy, financial management, internal organization, communication, accounting and taxation, secretarial services and customer service, human resources, ICT, association management, inter-institutional relations and partnerships, among others.

RECIPIENTS:

Employees and leaders belonging to the governing bodies of the CPCCRD.

ORGANISATIONAL FORMAT:

Classroom training.

IMPLEMENTATION:

2 annual training plans will be implemented (one in 2016 and one in 2017) lasting 28 hours/year.

RESULTS:

Realisation of an annual training plan with a total of 56 hours of training ministered over 2 years; respective technical-pedagogical dossiers; participation of 30 trainees in these training activities; 75% of the participants give positive answers as to the improvement of their skills.

MONITORING AND EVALUATION:

Monitoring of the process during its implementation and evaluation of quality and final satisfaction, with the preparation of a final evaluation overview

MANAGEMENT OF THE ACTIVITY:

Internal CPCCRD staff for the coordination and management of the project, external coordination and external monitoring of the training activities by technical staff and trainers of the intervening external training entity.

DISSEMINATION OF THE ACTIVITY:

Creation and distribution of promotional materials and updating of contents for the MAP Platform and social networks.

6.3. Specialised and tailor-made action-learning for the CPCCRD’s management and executive structure (CAPACITY BUILDING OF MANAGERS, TECHNICIANS AND OTHER ASSOCIATIVES)

FRAMEWORK:

this intervention is framed within the activity of Capacity-building for Leaders, Technicians and Other Associations

OBJECTIVE:

promoting the implementation of improvement projects through the conception/implementation of specific administrative and management tools and solutions in organisational areas requiring greater effectiveness, efficiency or innovation, responding to previously identified objectives of annual organisational improvement, in the areas of leadership, strategy, financial management, internal organisation, communication, accounting and taxation, secretarial services and customer service, human resources, ICT, association management, inter-institutional relations and partnerships, among others.

RECIPIENTS:

employees and leaders belonging to the governing bodies of the CPCCRD

ORGANISATIONAL FORMAT:

On-the-job action-learning and group meetings

IMPLEMENTATION:

annually there will be 4 interventions of 21 hours each, for a total of 84 hours of action-learning / year

RESULTS:

realisation of an annual intervention plan of specialised and tailor-made action-learning with a total duration of 168 hours over two years; respective technical-pedagogical dossiers; foreseeable participation of 100 trainees in these action-learning interventions; 75% of the participants give a positive reply as to the improvement of their skills

MONITORING AND EVALUATION:

monitoring of the process during its implementation and evaluation of quality and final satisfaction, with the preparation of a final evaluation overview

MANAGEMENT OF THE ACTIVITY:

CPCCRD internal staff for the coordination and management of the project, external coordination and external monitoring of the action-learning activities by technical staff and trainers of the intervening external training entity

DISSEMINATION OF THE ACTIVITY:

creation and distribution of promotional materials and updating of contents for the MAP Platform and social networks.

6.4. Basic training of the association leaders of the CPCCRD’s governing bodies (CAPACITY BUILDING OF MANAGERS, TECHNICIANS AND OTHER ASSOCIATES)

FRAMEWORK:

this intervention is framed within the activity of Capacity-building for Leaders, Technicians and Other Associations

OBJECTIVE:

this training answers to the necessity of conferring initial training on all association managers, having in sight capacity-building for the exercise of functions in CPCCRD governing bodies and the associations that they represent; in this context the training includes content in the fields of: history of the popular associations movement and the CPCCRD, the voluntary association leader statute, legal, fiscal and accounting framing of the associations, procedures and statutory functions, leadership and strategy in the associations

RECIPIENTS:

managers belonging to the governing bodies of the CPCCRD

ORGANISATIONAL FORMAT:

In-class training, organised in a decentralised manner in 4 locations to be determined throughout the national territory, in collective facilities identified according to the provenance of the trainees, with a view to greater proximity and cost rationalisation

IMPLEMENTATION:

annually there will be 4 actions of 14 hours each, for a total of 56 hours of training per year

RESULTS:

implementation of 112 hours of training during the two years; technical-pedagogical dossiers of the actions carried out; participation of 96 trainees in these training actions; 75% of the participants give positive answers as to the improvement of their skills

MONITORING AND EVALUATION:

evaluation of quality and final satisfaction, with preparation of a final evaluative summary

MANAGEMENT OF THE ACTIVITY:

Internal CPCCRD staff for the coordination and management of the project, external coordination and external monitoring of the training activities by technical staff and trainers of the intervening external training entity.

DISSEMINATION OF THE ACTIVITY:

creation and distribution of dissemination materials and updating of contents for the MAP Platform and social networks

6.5. Annual training plan, intra-cabinets, of CPCCRD support (CREATION OF 5 SUPPORT OFFICES)

FRAMEWORK:

this intervention is part of the activity of Creating 5 Support Offices

OBJECTIVE:

promoting the acquisition and development of specific skills for leaders and employees working in support offices, taking into account their functional areas and the regions in which the offices operate, which respond to previously identified objectives for annual organisational improvement, in the areas of leadership, strategy, financial management, internal organisation, communication, accounting and taxation, secretarial services and customer service, human resources, ICT, association management, inter-institutional relations and partnerships, among others.

RECIPIENTS:

managers and employees assigned to each office

ORGANISATIONAL FORMAT:

On-site training in an intra-office classroom, organised on a decentralised basis at each of the 5 offices

IMPLEMENTATION:

2 annual training plans will be implemented in each office (one in 2016 and another in 2017) lasting 35 hours/year

RESULTS:

implementation of a total of 350 hours of training during the two years; respective technical-pedagogical dossiers; participation of 40 trainees in these training activities; 75% of the participants give positive answers as to the improvement of their skills

MONITORING AND EVALUATION:

monitoring of the process during its implementation and evaluation of quality and final satisfaction, with the preparation of a final evaluation overview

MANAGEMENT OF THE ACTIVITY:

Internal CPCCRD staff for the coordination and management of the project, external coordination and external monitoring of the training activities by technical staff and trainers of the intervening external training entity.

DISSEMINATION OF THE ACTIVITY:

creation and distribution of promotional materials and updating of contents for the MAP Platform and social networks.

6.6 Specialised action-learning interventions in the CPCCRD support offices (CREATION OF 5 SUPPORT OFFICES)

FRAMEWORK:

this intervention is part of the activity of Creating 5 Support Offices

OBJECTIVE:

in each office, promote improvement projects through the design/implementation of specific administrative and management tools and solutions in organisational areas requiring greater effectiveness, efficiency or innovation, responding to previously identified annual organisational improvement goals, in the areas of leadership, strategy, financial management, internal organisation, communication, accounting and taxation, secretarial services and customer service, human resources, association management, inter-institutional relations and partnerships, among others.

RECIPIENTS:

managers and employees assigned to each office

ORGANISATIONAL FORMAT:

On-the-job action-learning and intra-office group meetings, organised on a decentralised basis at each of the 5 offices

IMPLEMENTATION:

in each of the 5 offices, during the 2 years of the project, 2 interventions of 21 hours each will be carried out, for a total of 42 hours of action-learning/per office

RESULTS:

implementation of a total of 210 hours of specialised and tailor-made action-learning during the two years; respective technical-pedagogical dossiers; participation of 40 trainees in these action-learning interventions; 75% of the participants give positive answers as to the improvement of their skills

MONITORING AND EVALUATION:

monitoring of the process during its implementation and evaluation of quality and final satisfaction, with the preparation of a final evaluation overview

MANAGEMENT OF THE ACTIVITY:

CPCCRD internal staff for the coordination and management of the project, external coordination and external monitoring of the action-learning activities by technical staff and trainers of the intervening external training entity

DISSEMINATION OF THE ACTIVITY:

creation and distribution of dissemination materials and updating of contents for the MAP Platform and social networks

6.7. CPCCRD’s inter-office training workshops (CREATION OF 5 SUPPORT OFFICES)

FRAMEWORK:

this intervention is part of the activity of Creating 5 Support Offices

OBJECTIVE:

organising thematic sessions that respond to shared needs for planning, learning and reflection aimed at deepening inter-office relations, improving functioning, sustainability, collaboration and networking

RECIPIENTS:

managers and employees allocated to the 5 offices and representatives of the CPCCRD’s leadership structure

ORGANISATIONAL FORMAT:

Face-to-face classroom training, inter-office, organised on a decentralised basis, preferably at the 5 offices’ places of operation

IMPLEMENTATION:

annually, 4 training workshops of 7 hours each will be organised, for a total of 28 hours of training / year

RESULTS:

implementation of a total of 56 hours of training in the two years; respective technical-pedagogical dossiers; participation of 120 trainees in these training actions; 75% of the participants give positive answers as to the improvement of their skills

MONITORING AND EVALUATION:

monitoring of the process during its implementation and evaluation of quality and final satisfaction, with the preparation of a final evaluation overview

MANAGEMENT OF THE ACTIVITY:

Internal CPCCRD staff for the coordination and management of the project, external coordination and external monitoring of the training activities by technical staff and trainers of the intervening external training entity.

DISSEMINATION OF THE ACTIVITY:

creation and distribution of promotional materials and updating of content for the MAP Platform and social networks.

6.8 Action-learning for technology managers – MAP Platform.

FRAMEWORK:

this intervention is framed within the activity of Capacity-building for Leaders and Other Associations

OBJECTIVE:

to promote the acquisition and development of CPCCRD officers´specific skills to demonstrate the functionalities of the Platform and how it can be used by officers, equipping them with the basic technological knowledge for its use.

RECIPIENTS:

100 leaders belonging to the governing bodies of the CPCCRD

ORGANISATIONAL FORMAT:

Classroom training

IMPLEMENTATION:

They will be implemented in 2 sessions of 4 hours each.

RESULTS:

A total of 80 hours of specialised and tailor-made action-learning, reports on the use of the platform and respective technical-pedagogical dossiers; participation of 100 trainees in these action-learning interventions; 75% of the participants give positive responses regarding the improvement of their skills

MONITORING AND EVALUATION:

monitoring of the process during its implementation and evaluation of quality and final satisfaction, with the preparation of a final evaluation overview

MANAGEMENT OF THE ACTIVITY:

Internal CPCCRD staff for the coordination and management of the project, external coordination and external monitoring of the training activities by technical staff and trainers of the intervening external training entity.

DISSEMINATION OF THE ACTIVITY:

materials for use in the distance learning tool.
In this training, 10 actions are planned for 10 leaders, of 8 hours, in various parts of the country. The main context is the use of the MAP Platform, for networking in training, the support of the Distance Training Platform is foreseen, through the development of multimedia contents.

The materials used in the various training activities will be available on the MAP Platform.

6.9 Technology Action-learning for Support Office technicians

FRAMEWORK:

this intervention is part of the technological capacity-building activity of the support offices’ technicians.

OBJECTIVE:

promoting capacity-building in the use of the MAP Platform, in its various aspects, especially in intranet and support office functionalities.

RECIPIENTS:

12 Technicians from the CPCCRD Support Offices

ORGANISATIONAL FORMAT:

B-learning action-learning, with 20 face-to-face hours and 20 distance hours, using the MAP Platform, spread over 4 weeks.

IMPLEMENTATION:

4 face-to-face sessions of 4 hours each and 4 weeks of distance training.

RESULTS:

Realisation of a total of 40 hours of specialized and tailored action-learning, reports on the use of the platform and respective technical-pedagogical dossiers; participation of trainees in these action-learning interventions; 75% of the participants give positive responses regarding the improvement of their skills.

MONITORING AND EVALUATION:

monitoring of the process during its implementation and evaluation of quality and final satisfaction, with the preparation of a final evaluation overview

MANAGEMENT OF THE ACTIVITY:

Internal CPCCRD staff for the coordination and management of the project, external coordination and external monitoring of the training activities by technical staff and trainers of the intervening external training entity.

DISSEMINATION OF THE ACTIVITY:

multimedia materials in the distance learning tool of the MAP Platform.

6.10 MAP Platform Action-learning for Managers and Administrators

FRAMEWORK:

this intervention is framed within the technological capacity-building activity for MAP Platform managers and administrators

OBJECTIVE:

promoting their training as administrators/managers of the MAP Platform, in its various aspects, especially in monitoring internal organisation and office processes, issuing and consulting sales reports, training, portal and intranet, user management.

RECIPIENTS:

Project Coordinator, Office Directors and technicians designated by the CPCCRD Board

ORGANISATIONAL FORMAT:

B-learning action-learning, with 20 face-to-face hours and 20 distance hours, using the MAP Platform, spread over 4 weeks.

IMPLEMENTATION:

4 face-to-face sessions of 4 hours each and 4 weeks of distance training.

RESULTS:

Realisation of a total of 40 hours of specialized and tailored action-learning, reports on the use of the platform and respective technical-pedagogical dossiers; participation of 12 trainees in these action-learning interventions; 75% of the participants give positive answers regarding the improvement of their skills.

MONITORING AND EVALUATION:

monitoring of the process during its implementation and evaluation of quality and final satisfaction, with the preparation of a final evaluation overview

MANAGEMENT OF THE ACTIVITY:

Internal CPCCRD staff for the coordination and management of the project, external coordination and external monitoring of the training activities by technical staff and trainers of the intervening external training entity.

DISSEMINATION OF THE ACTIVITY:

multimedia materials in the distance learning tool of the MAP Platform.

OTHER ACTIVITIES

All training interventions include the technical-pedagogical coordination of the training activity, including the following activities, according to procedures certified by DGERT of the selected training entity:

• Training plan,
• Dissemination of training,
• Recruitment and selection of trainers,
• Registration of trainees,
• Training monitoring,
• Evaluation,
• Certification.

For each training action a technical-pedagogical dossier (DGERT) is prepared, with evidence of the process carried out, in accordance with the applicable legislation in force and the procedures certified by the DGERT of the selected training entity.

7.1. SCOPE AND OBJECTIVES OF THE EVALUATION

The aim of this stage of the programme is to assess to what extent the activities developed were efficient and effective, i.e., whether they empowered the governing bodies, offices and directive structures of the CPCCRD. Evaluation will be designed as a process to identify the degree of implementation and the results/impacts of the programme on the institutional capacity-building of social economy organisations that are members of the National Council for the Social Economy (CNES).

The specific objectives of the evaluation are multiple, highlighting:

• Monitoring the implementation of the programme, particularly the conditions in which it takes place, the dynamics created, the difficulties and obstacles encountered;
• Contribute to quality assurance in project execution;
• To analyse, understand and compare the implementation and results achieved by the activities developed in the project, at the level of the governing bodies, offices and management structure;
• To determine the overall quality of the project and draw lessons from the process, which may be useful in future programmes of a similar nature;
• To deepen the knowledge of the social economy in Portugal, in particular the functioning of the different types of organisations and their capacity-building processes.

7.2. GENERAL METHODOLOGY

The assessment activity will take place on two principal occasions:

• Mid-term evaluation takes place in the middle of the capacity-building project;
• Final evaluation – takes place at the end of the project.

The mid-term evaluation takes place in the middle of the project and aims to analyse the organisational model adopted for the implementation of the project and, in particular, its potential to create the conditions enabling the intended objectives to be achieved, as well as any limitations and ways of correcting them. At this stage it is necessary to build a set of indicators to collect information about the project, which will allow the preparation of the bases for the Intermediate Report, namely at the level of the expectations of those involved, the evaluation of the implementation and of the partial results/impacts, as well as the understanding of eventual difficulties/obstacles and ways to overcome them.

The final evaluation phase will take place at the end of the project and aims to verify if the project is efficient and effective and contributes to the introduction of changes that lead to the institutional capacity-building of social economy organisations that are members of CNES. At this stage it is necessary to build a set of indicators to collect information on the project, which will allow the preparation of the bases for the Final Report, namely the evaluation of the implementation (indicators of completed activities) and results/impacts.

The process of observation and information-gathering will be carried out throughout the project. In general, the following methods and techniques will be used to collect information: documental analysis; participant observation, interviews (individual and group); and questionnaire survey to governing bodies, offices and directive and executive structures. 

7.3. GENERAL REFERENCE CRITERIA

The evaluation should elicit responses, based on and supported by general reference criteria:

1. a) Efficiency: determines whether the results have been obtained at the lowest possible cost or in an optimal cost/benefit ratio;
2. b) Effectiveness: evaluates the results obtained, particularly the extent to which they correspond to the objectives set;
3. c) Project impact: identifies the effects (foreseen and unforeseen), namely at social, cultural, economic, financial and environmental level;
4. d) Relevance of the project: determines whether the results achieved will meet stakeholders’ expectations;
5. e) Sustainability of the project: estimates whether the effects of the project will last after its conclusion.

7.4. EVALUATION ACTIVITIES AND TOOLS

Evaluation activities will closely follow the project activity plan presented below:

1) Creation of 5 support offices

2) Development of the Confederation social economy database

3) Creation of networking conditions, via the MAP platform, at national and European level

4) Awareness raising, information and knowledge sharing actions.

5) ICT related development, innovation and entrepreneurship via the MAP platform

6) Action-learning formative interventions

Thus, taking into account the two evaluation events, the following evaluation activities will be carried out to develop throughout the project:

• Intermediate evaluation:

Collection of evidence on the organisational model adopted for the implementation of the project and, in particular, its potential for creating the conditions that enable the intended objectives to be achieved, as well as any limitations and ways of correcting them, namely: Stakeholders’ expectations; Implementation and the partial results/impacts; and Understanding of any difficulties/obstacles and ways to overcome them.

This collection will be carried out taking into account the six activities described above, through document analysis, participant observation and key informant interviews.

• Preparation of the interim report.
• Final evaluation:

Collection of evidence on the efficiency, effectiveness and contribution to change of the project as a whole (i.e., considering the six activities described), focusing the evaluation on two levels of analysis: degree of implementation (activities completed) and results/impact.

The collection of information will be carried out taking into account the six activities, through documentary analysis, participant observation, interviews with key informants and questionnaire surveys of governing bodies, offices and directive and executive structures.

• Preparation of the final report.

The structured scripts to be applied in the face-to-face interviews and in the questionnaires to stakeholders considered relevant will seek to clarify, complement and deepen some issues related to the goals (and relevant indicators) established for each of the activities to be developed in the project, at the two levels of analysis – Execution and Results.

Targets and indicators of completed activities (Execution)

1. Creation of 5 support offices at full activity with all functions active. Proof by intranet activity reports and online access and physical verification.
2. Development of the Confederation’s social economy database, with members’ data and the means to update it. Proof by reports and online access.
3. Creation of networking conditions, via the MAP platform, at national and European level, including the preparation of a media library with the Confederation’s historical/documental collection available to members and other social economy organisations. Proof by reports and online access.
4. Awareness raising, information and knowledge sharing actions evidenced through reports and minutes of the events and possibility of physical verification.
5. Development, innovation and entrepreneurship associated with ICT, via the MAP platform for collecting membership fees and selling courses. Integrated in the MAP Platform. Proof by reports and online access.
6. Action-Learning interventions foreseen in the project for 100 leaders and internal and external staff of the Confederation, verified through the information in the pedagogical dossier and the possibility of verification in person.

Targets and Result Indicators

1. Creation of 5 support offices: Survey of 100 managers (70% response rate) and of these 75 % were positive about their organisational capacity-building.
2. Development of Confederation social economy databases: 60 managers were surveyed (response rate 70%) and of these, 75% responded positively to the streamlining of intra-organisational relations.
3. Creation of networking conditions, via the MAP platform, at national and European level: Survey of 100 leaders (70% response rate) and 75 % of these were positive about the efficiency and effectiveness of networking and consequent improvement of association performance.
4. Awareness-raising, information and knowledge-sharing actions aimed at the Confederation’s governing bodies: Survey of 100 leaders (response rate 70%) and 75 % of these were positive about the exchange of experience, networking and good practice in social economy organisations and their impact on inclusion and development.
5. Development, innovation and entrepreneurship associated with ICT, via the MAP platform: Reports of participation in training of at least 40% of the enrolled members and reports that show an increase in the collection of membership fees.
6. Formative training interventions: 70% of trainees were surveyed and 75% of them responded positively regarding the improvement of their skills.

Main objectives:

1. This activity, anchored in the project’s evaluation reports, will discover from the leaders, technicians and other associative members involved to what extent the project has improved their knowledge and performance in the organisations and how it has contributed to their sustainability and autonomy.
2. An opinion poll will show some organisational changes in the various areas, with emphasis on the use of new technologies to improve working processes within and between networks, which are fundamental prerequisites for the galvanisation of the Social Economy.
3. The study will highlight successful practices that can be disseminated and easily appropriated by CPCCRD affiliates and other Social Economy entities.
4. As a global result it aims to constitute a “reference study” on Social Economy. Includes the institutional characterisation of the CPCCRD Organisation and its relevance in terms of “Inclusion, Empowerment, Intervention and Development”, as well as the potential for the development of associations.

The process of observation and information-gathering necessary for the production of the study will be carried out throughout the project. It will use as a source the evaluation reports and possible collection of complementary information supported by adequate methodology.

All externally contracted services are subject to public procurement rules.