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Independent Foundation capabilities

Capabilities and dossiers

Twenty capability areas describe the Foundation’s role and development conditions.

Each dossier explains the challenge, the Foundation’s role, an illustrative pathway, delivery and conditions for starting. These are areas for project design and development.

Foundation and resources

  1. 01Identity and GovernanceLasting cooperation requires people to understand the institution, how decisions are made and who is accountable. We connect the Foundation’s legal identification, objectives, responsibilities and publishable documents through a clear information pathway. Registration, executive responsibility and project scope must remain distinct.
  2. 02Philosophy and Institutional IdentityCompassion becomes effective when people are recognised as participants rather than passive recipients. We consider talent, experience, choice and the opportunity to contribute part of support design. Belonging means being able to participate knowingly, be heard and exercise a meaningful role.
  3. 03Public-Benefit DevelopmentA public purpose needs a defined problem, audience and assessable outcome. Programme design begins by asking what barrier exists, who is most affected and what intervention falls within the Foundation’s capacity.
  4. 04Funding, Donations, and the 2% MechanismEffective support requires a clear link between resources and their use. A contribution may cover learning, equipment, translation, accessibility or a defined part of delivery. Explaining purpose, budget and outputs matters as much as receiving support.
  5. 19Assets and Institutional SustainabilitySustainability involves maintaining equipment, knowledge, software and experience as well as securing new resources. A project needs to identify continuing costs and responsibility for protection and maintenance.
  6. 20Transparency, Safeguarding, and Impact AssessmentAccountability should explain what was done, with which resources and with what results. Session or distribution counts alone do not demonstrate lasting impact. Evaluation should inform improvement and subsequent decisions.

Cooperation and support

  1. 05Government and Municipal CooperationLocal needs may concern service delivery, better information or wider participation. Pellicano’s proposed role extends beyond referral: depending on capacity and project conditions, it may undertake defined design, delivery, support and reporting tasks.
  2. 06Humanitarian AssistanceHumanitarian assistance starts with needs and extends beyond delivery. Suitability, safety, accessibility, distribution and recipient dignity determine the quality of a response. Design should consider household circumstances and whether assistance can actually be used.
  3. 07Migration and Social BelongingRelocation may disrupt language, social networks and everyday knowledge at once. We recognise migrants through their abilities and experience. Support should reduce access barriers while enabling contribution to the host community.
  4. 08Children and FamiliesA child’s opportunities are connected to family circumstances, parental time, education and support networks. An isolated contribution may be insufficient when these connections are overlooked. We consider children’s needs alongside family independence.
  5. 18International CooperationCross-border cooperation needs to move from shared interest to workable responsibilities. Language, timing, resources and institutional procedures require clear design. A project’s international ambition must also remain distinct from the Foundation’s legal status.

Learning and opportunity

  1. 09Education and SkillsLearning is more useful when objectives, practice and application are clear. We see non-formal education as a way to strengthen independence, skills and readiness for the next step, rather than simply holding sessions or distributing material.
  2. 10Employment and Economic IndependenceTraining alone may not close the distance between ability and work. Market knowledge, language, tools, CVs, portfolios and the ability to sustain employment also matter. This area treats those barriers as a connected pathway.
  3. 11Social EnterpriseEconomic activity can support a social mission when markets, costs and responsibilities are realistically designed. This area explores models connecting income and social value through a manageable structure.
  4. 12Research and Knowledge ProductionChoosing an intervention requires understanding the problem and making experience available for learning. Research may range from local needs studies to documenting cooperation or producing thematic reports. Methods and limits of conclusions must remain explicit.
  5. 14Youth and VolunteeringMeaningful participation requires clear roles, learning and support. Volunteers should understand their responsibilities, available assistance and how their contribution will be recorded, rather than simply filling staffing gaps.
  6. 15Health and AccessibilityAccess barriers may concern language, information, environments or tools rather than the absence of a service. This area focuses on reducing those barriers and making the Foundation’s own programmes inclusive.

Culture and place

  1. 13Culture, Arts, and HeritageCulture can create space for recognition and participation. Personal stories, art, language and local heritage allow people to be seen beyond labels of migration or need. We treat this as an independent area of social development.
  2. 16Environment and Circular EconomyReducing resource waste can also create opportunities for learning, participation and economic activity. We explore responsible consumption, repair and reuse while considering safety and the actual destination of items.
  3. 17Local Development and Responsible TourismLocal development is more sustainable when communities help define its value and benefits. Heritage, stories, arts and local production can support cooperation without reducing community life to promotional material.