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Description
The goal of developing the safety network for oncological patients is to strengthen and develop the patient organization by attracting volunteers, developing regional chapters, further members'' financial and communication technology skills, as well as creating the public counsil and ensuring permanent and targeted involvement in advocacy at local and national levels. During the project, the financial sustainability of the association will be developed, first of all, by promoting the involvement of regional departments in the financial process in ensuring its activities, as well as by diversifying the development and sustainability of financial instruments in accordance with the latest technological achievements.
Summary of project results
1. Need for new members and volunteer mentors. To ensure the development of the organization, it was recognized that new members and volunteer mentors needed to be recruited. This was seen as essential for enabling broad and professional implementation of the association’s goals.
2. Coordination and continuity of the volunteer movement. It was acknowledged that the volunteer movement required structured coordination and supervision. Continuity had to be ensured through planning, leadership, and appropriate support mechanisms.
3. Mentor skill development and training. It was identified that volunteer mentors needed to be equipped with improved communication skills and additional training. These competencies were considered necessary to enhance the quality of support provided to patients and their families.
4. Strengthening regional chapters. Regional branches were recognized as vital for reaching patients and their relatives closer to their places of residence. Their development was seen as essential for organizing gatherings, peer support, and local advocacy efforts.
5. Capacity building at the local level. It was determined that regional chapters needed to be strengthened through targeted training in financial management and communication. This was intended to enable the independent development of local funding and the realization of both national and local objectives.
6. Development of an integrated communication and training platform. The need for a digital communication and training platform was identified to support continuous capacity building. It was planned that this platform would also serve as a tool for networking and experience exchange among regional chapters.
7. Access to project development and support tools. It was found necessary to provide regular training on project writing, communication skills, the use of new technologies, and funding tools. These resources were intended to support the implementation of local and national initiatives.
8. Fundraising and financial resource mobilization. The need for diverse and ongoing fundraising efforts was acknowledged. Donation and funding campaigns were planned to secure the financial resources necessary for implementing the organization’s mission.
Activity 1. Development of the volunteer mentor movement. Several training seminars for new mentors were organized in an online format. Prior to the sessions, participants were selected, and afterwards, evaluations and documentation were completed. As a result of the seminars, the number of active mentors increased, and a communication group was established for mutual support and information sharing. Day-to-day activities continued, including providing assistance to oncology patients and their family members. A new initiative was launched in which mentors began offering support in crisis situations beyond oncology. A secure, closed platform was created for mentors to access training materials and communicate with each other. The activity concluded with an in-person event where training participants were recognized and the new platform was officially launched.
Activity 2. Development of regional chapters. Due to the impact of the pandemic, regional chapters have not resumed regular in-person meetings. However, chapter leaders maintained contact with members remotely. Individual support was provided for both practical and emotional issues, ensuring continued active engagement in the organization’s life.
Activity 3. Creation of the integrated platform. A new digital platform was developed and implemented to provide a secure environment for mentor communication, information exchange, and repeated access to training materials. The platform significantly improved resource accessibility and strengthened the functioning of the mentor network.
Activity 4. Establishment of the Public Advisory Council. A plan for establishing the council was prepared, along with a draft ethics code aimed at unifying shared values and engaging potential members. Efforts were made to identify and approach candidates. The first council meeting and the official approval of the ethics code are planned.
Activity 5. Fundraising activities. Leadership team meetings were held, and ideas for fundraising initiatives were developed. One campaign was implemented — a donation letter was prepared and sent to potential donors, accompanied by a press release and informational materials. Due to additional government funding, a broader donation campaign was not carried out, but additional funds were secured for improving the organization’s premises.
1. Strengthened financial sustainability
The project significantly improved the organization’s financial stability, achieving the highest turnover in its history during the second year. These improvements directly benefited the administrative team, which gained better capacity for long-term planning, as well as donors, who were provided with increased transparency and confidence in the use of funds.
2. Expanded volunteer mentor network
Around 100 volunteer mentors were trained, with 78 officially certified, providing crucial support to oncology patients across Latvia. This activity benefited both the patients—who received emotional and practical support—and the volunteers, who developed their social skills and civic responsibility.
3. Activated regional chapter activities
The project successfully strengthened regional branches, promoting local engagement and fundraising efforts. Beneficiaries included local communities and regional coordinators, who gained more resources and opportunities to organize events, foster cooperation, and assist patients at the local level.
4. Developed the safety network platform
A long-term digital tool—the Safety Network Platform—was created to facilitate training, information sharing, and connection among stakeholders. This benefited oncology patients by offering reliable centralized information, and also engaged the broader public in education and support processes.
5. Improved team knowledge and capacity
During the project, the board and administrative team enhanced their leadership, communication, and digital skills, improving internal processes and efficiency. Internal staff directly benefited, becoming more capable in their roles and better equipped to lead future initiatives.
6. Enhanced internal communication and collaboration
Training sessions led to the introduction of regular semi-annual planning meetings, in addition to weekly and monthly team check-ins. This structure improved transparency and decision-making. The entire team—both staff and leadership—benefited through stronger mutual understanding and coordination.
7. Developed a long-term strategic vision.
Through the work of the Public Council, a draft of the “Needs Assessment and Action Plan 2022–2027” was developed, providing a long-term vision for the organization. This strategic direction serves as a roadmap for the whole organization, including policy makers, strategic partners, and supporters who wish to engage in aligned and purposeful collaboration.