The aim of the project is to strengthen the potential of the Hospice Foundation as a civil society organization by marketing the organization in order to build relations with social partners and business. The project was created on the basis of an initial diagnosis of the needs of the organization, made on the basis of consultations with the management board, employees, volunteers, the Foundation Council, carried out in the period up to June 2024 (i.e. directly for the needs of the project) and the report: Analysis of the state of external and internal communication of the Hospice Foundation at the end of 2021 (submitted in 2022). These materials allowed to formulate the main challenges of the Organization, including: lack of competence among the management staff, lack of clearly formulated standards and good practices, need to develop personal and leadership competences, lack of clearly defined development paths, lack of procedures for new and outgoing employees. In terms of the current situation of volunteering in the Organization, a significant decrease in the number of caring volunteers active in the organization was observed, by more than 2/3: 100 people active in 2019, up to 30 people active at the end of June 2024. The COVID-19 pandemic, organisational changes in the Hospice Centre run by the Hospice Foundation and generational changes (most volunteers aged 55+) seem to be the cause of this situation, which requires an urgent change and an innovative approach to the topic. The project focuses on developing the competences of the Foundation's management team (4 pers.). Training and workshops will cover areas such as strategic management and soft skills, which will allow you to better manage your organization in a dynamically changing environment. Currently, the Foundation needs to strengthen the competences of its leaders in order to better cope with the challenges related to raising funds, project management and building relationships with partners. Investing in the development of management competences will allow for better use of available resources and more effective implementation of strategic objectives. The management team will play a key role in the development of the Foundation's strategy and its implementation, therefore increasing their competences is necessary to ensure the effectiveness and consistency of these activities. The next stage of activities is to develop a comprehensive strategy of the Foundation's activity, in which key people from the Foundation (25 people) will participate. The lack of a coherent strategy leads to uncoordinated action and less efficiency. The development and implementation of the strategy will make it possible to organize the Foundation's activities, set clear goals and priorities and manage resources more effectively. The strategy will also be a key tool in building relationships with social partners and business. The next task is to strengthen the Foundation's image as an attractive employer through comprehensive employer branding activities. The project aims to attract talented candidates, increase the involvement of current employees and build a positive image of the organization on the labor market. The project assumes activities aimed at building a positive image of the Foundation as an attractive employer and partner. Activities (for 106 people) will include image campaigns, professional development programs for employees in which they will participate, as well as the creation of an organizational culture conducive to the development and satisfaction of employees and partners. The next step is to develop and strengthen the volunteering program (180 participants), crucial for the Foundation's activities. Through training and workshops for volunteers, as well as creating more attractive conditions for cooperation, their involvement and motivation to act for the Foundation will increase. The development of the volunteering program will also contribute to increasing the number of active volunteers and improving the quality of services provided by them, which will directly affect the quality of care for the Foundation's charges.