Table of contents
How to initiate a project?
Internal factors Starting a project often begins with an idea — something your association would like to improve, create, or develop.
However, an idea alone is not yet a project. It needs to be refined, focused, and adjusted according to the funding opportunities available and your organization’s own capacity..
When you start planning, take time to look at both internal and external factors that shape your project idea.
Internal factors
These come from inside your organization:
- Mission: Miten idea tukee yhdistyksenne tavoitteita ja arvoja
- Previous work: What have you already done on this topic?
- Resources: What skills, people, time, and tools are available for the project?
External factors
These come from your environment and funders:
- Funding call criteria: What does the call for applications ask for?
- Funder’s mission: How does your idea connect to the funder’s goals?
- Existing initiatives: What is already being done about this issue elsewhere?
- Public discussion and research: What do media or studies say about the topic?
- Other opportunities: Are there networks, partnerships, or trends that support your idea?
When you reflect on these internal and external factors, you are shaping the foundation of your project definition. These questions help you understand why your idea matters, who it serves, and how it fits into a broader social context..
Once you have this clarity, you can move toward defining your project more precisely — turning the idea into a structured, goal-oriented plan..
Project as a mode of action
A project is not just any activity. It is a specific, goal-oriented way of working, especially common in the social and health fields.
Projects are:
- Development-focused they aim to create something new or improve an existing practice.
- Need-based - they begin from a real issue or challenge identified in society.
- Structured – with a clear timeline, budget, and objectives.
- Result-oriented – designed to produce change or measurable impact.
- Evaluated – progress and outcomes are tracked to learn and improve.
Summary
Good project planning connects your association’s mission and resources with the funder’s goals and societal needs.
It requires creativity, structure, and a realistic understanding of what can be achieved with the available resources.
When your project plan grows from both vision and evidence, it becomes more than an idea — it becomes a strong, fundable initiative for real change.
Moniheli's template
Designed for small-scale work, especially projects funded by the Moniheli grant, this simplified template is ideal for associations that employ staff occasionally. It is available in Finnish and English. It includes:
- A section for personal and contact details
- Job description and employment terms (including salary or fee)
- Signature fields for both parties
- Clear distinctions between “palkka” (salary) and “palkkio” (fee), with notes on the employer’s obligations regarding insurance and pension payments
How to define and plan a project?
Defining your project begins with understanding why it exists. The questions about internal and external factors you explored earlier are essential here — they help ensure that your idea is grounded in both your association’s mission and the realities of its operating environment.
Once your idea starts to take shape, the next step is to define it carefully and make a plan.
A good project definition answers what, why, for whom, and how — in a realistic and structured way.
This phase helps you test whether the idea is truly needed, possible, and meaningful.
You can use several guides to support this phase:
How to turn the idea into a project plan?
When you start shaping your project plan, be ready for your idea to evolve.
A well-designed project often looks very different from the original thought — and that’s a good sign. It means the idea has been tested and strengthened through planning.
A good project plan clearly answers:
- What is the need or problem? (needs assessment)
- What change do we want to create?
- What actions will lead to that change?
- What resources and partners are needed?
- How will we measure and evaluate success?
Needs assessment
Every successful project starts from a real, identified need — not just a good idea.
A needs assessment means finding out what the actual problem or gap is, and who is affected by it.
Ask questions such as:
- What is happening right now, and what should be different?
- Who experiences this need most strongly?
- What causes the problem?
- What information (surveys, statistics, research, feedback) supports this need?
You can look for reliable background information from:
- THL (Terveyden ja hyvinvoinnin laitos): valtakunnalliset tilastot ja tutkimukset hyvinvoinnista ja osallisuudesta.
- SOSTE: sosiaali- ja terveysalan analyysit ja raportit.
- Kuntien hyvinvointikertomukset omalta alueeltasi.
Pro-tip: Involve your community in this step. Listening to members or beneficiaries helps ensure your project is relevant and realistic.
Kansalaisareena offers simple guides for community consultation.
Avoiding the “I’m the only one who thought of this” trap
One of the most common mistakes, especially among new NGOs or early project planners, is assuming that no one else is working on the same issue. This can lead to unnecessary duplication, unrealistic expectations, and weak credibility in the eyes of funders.
Funders in Finland (and internationally) often reject applications if:
- the project closely duplicates an existing service,
- the applicant has not mapped out local actors,
- or the need is not clearly distinguished from what others already provide.
Even if you acknowledge existing work later in your application, funders expect this analysis already at the needs-assessment stagebecause it influences the entire definition of your project.
Therefore, your needs assessment must include:
- A mapping of existing services and organisationsaddressing the same issue
- A justification of how your project adds value,fills a gap, or improves existing approaches
- Evidence that you consulted the community or target group,not just relied on assumptions
Objectives (SMART)
Every plan has a goal, and objectives, which break down the goal in more concrete and measurable steps.
Objectives describe what your project aims to achieve — the change you want to create.
They turn your idea and needs assessment into clear, measurable results that you can later evaluate.
A strong objective answers:
- What change will happen?
- For whom will it happen?
- By when will it happen?
- How will we know it happened?
The SMART model
When planning your objectives, make them SMART — this is a simple tool widely used in project work (recommended by STEA and SOSTE):
SMART | Explanation | Example |
S – Specific (Tarkka) | The objective is clear and concrete. | “Increase digital skills among immigrant women.” |
M – Measurable (Mitattava) | You can measure or observe progress | “At least 30 participants complete the digital skills training.” |
A – Achievable (Saavutettavissa) | It is realistic with your resources and time. | “Training sessions once per week for three months.” |
R – Relevant (Merkityksellinen) | It supports your association’s mission and responds to a real need. | “Supports our mission to improve social inclusion.” |
T – Time-bound (Aikataulutettu) | It has a clear timeframe. | “By the end of 2025.” |
Example SMART objective:
By December 2025, 30 immigrant women in Helsinki will have completed a basic digital skills course, increasing their confidence in using online public services.
How do you manage resources, grant applications, and cooperation?
When planning your project, remember that resources and collaboration are at the heart of a successful funding application.
Understanding the context
In the social and health field, organizations rarely act alone. The worst mistake a grant applicant can make is to claim “no one else is doing anything about this problem.” If your topic is relevant, someone is already working on it — and that’s a good thing. Your project should complement existing public services and third-sector work, not duplicate them.
Budgeting carefully
Allocate enough time to prepare your budget — it often requires background research:
- Check salary levels and employer’s costs.
- Ask for quotes for services or materials.
- Find out whether tendering (hankinta) is required.
Even if your project is low-cost, a poorly planned budget can harm your success. Value the work your association does. Keeping costs reasonable through cooperation or salary support is smart — but don’t underestimate expenses you cannot cut.
Typical budget items
When reviewing your project plan, consider what needs to be included in your cost structure:
- Refreshments, space rent, and other participant expenses
- Salaries (including volunteer coordination or work guidance in larger projects)
- Financial administration (e.g., payroll services such as Palkkaus.fi)
- Furniture, tools, phones, computers, software, and subscriptions
- Programme or licence fees (e.g., Zoom Pro)
- Daily allowances and travel expenses
- Marketing and communications
- Accounting services, insurance, and other necessary service purchases
- Small volunteer appreciation gifts
A clear, realistic budget demonstrates professionalism and strengthens your funding application.
More information budjetin suunnittelusta:
Power of cooperation
Cooperation saves money and multiplies impact. By collaborating with other associations, municipalities, or community groups, you can:
- Share spaces and reduce costs
- Reach more participants and audiences
- Gain expertise and support
- Increase visibility and credibility
Collaborative projects are often more attractive to funders like STEA or local foundations, as they show network capacity and sustainability.
You can explore potential partners through kumppaneita you can etsiä:
Moniheli – Directory of Member Associations, joka listaa monikulttuurisia järjestöjä In Finland, the — https://moniheli.fi/en/members/
Stakeholders
Why it matters?
Projects don’t exist in a vacuum — they affect and are affected by people, groups, and organisations both inside and outside your association. Identifying stakeholders early helps ensure your project is relevant, supported, and sustainable.
Key points to include:
- Who are your stakeholders?
- Internal: staff, volunteers, board members.
- External: beneficiaries, partner organisations, funders, local authorities, community groups.
- Roles and influence: Understand each stakeholder’s interest, influence, and contribution. A simple mapping(high/low interest vs high/low influence)can help prioritise engagement.
- Communication & involvement: Plan how and when to communicate with each stakeholder — e.g., regular updates, feedback sessions, co-creation workshops.
Initial Feasibility
Initial feasibility is the process of assessing whether a project idea is realistic, achievable, and worthwhile before committing significant resources. It examines whether the project can be successfully implemented given the available time, budget, skills, stakeholders, and external conditions.
It is important to complete the process of initial feasibility before applying for the grant too.
Why it matters: Before fully committing resources, it’s essential to test whether your project is realistic, achievable, and likely to have impact. Feasibility checks help prevent wasted effort and increase chances of successful funding.
Key points to include:
- Resource assessment: Do you have enough people, skills, time, and materials to deliver the project?
- Financial feasibility: Can the project be delivered within the expected budget? Are potential funders likely to support it?
- Technical or operational feasibility: Are there any legal, technical, or logistical barriers?
- Risk assessment: Identify potential risks (financial, operational, environmental, social) and consider mitigation strategies.
- Alignment with mission and demand: Does the project match your organisation’s goals and meet a real community need?
What should you know about grant applications and funders in the Finnish social and health sector?
Who Funds Social Projects in Finland? STEA and Other Key Funders
Finland has a strong public funding system supporting NGOs in social, health, and community work. Below are the key funders you should know when planning a project.
STEA – Funding Centre for Social Welfare and Health Organisations
What is STEA?
STEA on Suomen suurin sosiaali- ja terveysjärjestöjen julkinen rahoittaja. Se toimii Sosiaali- ja terveysministeriön alaisuudessa.
What does it fund?
Projects and activities that promote:
wellbeing, mental health
social inclusion
prevention of marginalisation or inequality
support for vulnerable groups
community participation and peer support
development of new social service models
Municipal Funding (e.g., City of Helsinki)
Municipalities provide:
small project grants
operational support for associations
funding for youth, integration, neighbourhood, and participation work
Best suited for local projects with a clear community focus.
3. Foundations and Private Funders
Many Finnish foundations support social and community wellbeing work, including:
Koneen Säätiö
Painopisteitä: yhteisöt, yhdenvertaisuus, yhteiskunnallinen muutos
Jenny ja Antti Wihurin rahasto
Painopisteitä: hyvinvointi, yhteiskunta, tiede ja tutkimus
Nämä rahoittajat tukevat usein innovatiivisia, kokeilevia tai taidelähtöisiä lähestymistapoja.
4. Kattojärjestöt
Kattojärjestöt voivat myöntää jäsenilleen pieniä toiminta-avustuksia tai suurempia projektirahoituksia.
Moniheli ry
Fingo ry – Connect for Global Change (projekti)
.
How does the grant process look like?
Tässä is hyödyllistä tietoa, joka auttaa sinua ymmärtämään avustusten hakuprosessia In Finland, the:
- Ymmärrä rahoittajan painopisteet
Suomessa suurin osa sosiaali- ja terveysalan järjestöjen projektirahoituksesta tulee:
- STEA:lta
- kunnilta (kunta-avustukset)
- yksityisiltä säätiöiltä (esim. Sitra, Suomen Kulttuurirahasto, Jenny ja Antti Wihurin rahasto)
Jokaisella rahoittajalla on omat kriteerinsä.
Esimerkiksi STEA rahoittaa hankkeita, jotka edistävät hyvinvointia, yhdenvertaisuutta ja osallisuutta, ja se edellyttää selkeää vaikutusten arviointia.
Lue avustushaku huolellisesti.
Sovita hankkeen tavoitteet ja terminologia rahoittajan painotuksiin — käytä samaa sanastoa, jota rahoittaja käyttää strategioissaan ja ohjeissaan.
- Base your application on real evidence
Funding bodies want proof that your project answers a real need.
Use data, statistics, or research to justify why the project is important.
Cite sources like:
- Municipal wellbeing reports (for example, Helsinki):
https://hyte.hel.fi/hyvinvointikertomus/
Include:
- surveys
- discussions
- case examples
- Comments and feedbacks
Tämä osoittaa, että suunnittelu on tehty osallistavasti ja että projekti vastaa todelliseen tarpeeseen.
3. Demonstrate accessibility and inclusion
Accessibility (esteettömyys ja saavutettavuus) is a key expectation.
Explain how your project ensures inclusion for:
linguistic minorities
people with disabilities
or those with limited digital skills.
Selitä, mitä konkreettisia ratkaisuja käytät saavutettavuuden varmistamiseen.
4. Show long-term impact and sustainability
Funders prefer projects that create lasting change beyond the funding period.
Include a plan for how activities or results will continue, for example:
integrating practices into ongoing work
securing future partnerships
toimintamallien siirtäminen muihin organisaatioihin
5. Monitoring and evaluation plan is a must
Describe how you will measure success:
What indicators will show improvement in wellbeing, participation, or awareness?
Mention practical methods (feedback forms, follow-up interviews, attendance records).
Lisää myös lyhyt kuvaus siitä, miten laaditte seuranta- ja arviointisuunnitelman ennen toteutuksen aloittamista.
6. Transparency and realism
Funders value honesty and realistic planning more than ambitious promises.
A well-thought-out, modest project with credible goals often ranks higher than a vague, overly broad plan.
Start early! Most major Finnish funders (such as STEA and municipalities) open their application calls around the same time each year, usually in late summer or autumn.
Begin preparing your project plan and budget several months in advanceto avoid last-minute stress and ensure quality.
