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Description
The Society For Development of Jaunolaine is a new organization which directs its activities to strengthening the Jaunolaine’s village community through a variety of initiatives, thereby raising the level of well-being of the people of Jaunolaine.
The aim of the project is to strengthen the performance and visibility of the society by defining strategic direction, enhancing the human capacity, improving management processes and developing public image.
The project will carry out 4 activities:
1) the society will define and develop its own strategy; the first steps to implement it will be started;
2) the principles of quality management will be learned and implemented for effective management of the society,
3) strengthening human resources will be implemented by joining and improving communication and corporation skills for members; and
4) realized a communication campaign with the public to promote the visibility of the society.
As a result of the project, the Society For Development of Jaunolaine will become stronger, move towards effective objectives, and promote its capacity to continue the implementation of various initiatives by raising awareness of the importance of civil activities.
Summary of project results
The "Society for Development of Jaunolaine" had set goals for community development that were diverse and comprehensive, yet segmented without a sequential, long-term approach. To sustain the organization''s viability in the long run, the following steps were necessary:
- A focused direction was needed to be established to maintain a course towards growth: developing and implementing a strategy was essential. This involved evaluating past activities, envisioning and defining collective goals among members representing various interests. Defining organizational values and resources would guide the organization''s actions, culminating in a three-year plan (2023-2025). Moreover at that time, organisation hadn''t evaluated how effective were its past efforts. However, to achieve its goals effectively, it needed to stay focused, e.g., to start using monitoring and evaluation practices (M&E approach).
- Strengthening the organization''s human resources, crucial for its operations, was vital. Activities undertaken by the "Society for Development of Jaunolaine" were extensive, but planning, implementation, and management primarily relied on the board, potentially leading to burnout over time. Other members were passive, lacking ownership of the organization''s activities, motivation to engage in future activities, and participation in planning. Strengthening the sense of belonging among existing members was essential, through training on communication''s importance in an informal format (e.g., using team-building activities to enhance collaboration and communication skills). Meanwhile, the board required knowledge and practical skills in effective leadership and targeted communication, which external expert assistance and mentoring provided.
- Increasing the "Society for Development of Jaunolaine''s" visibility to attract new members and strengthen its civic network was crucial. The organization had already engaged in numerous activities and civic processes, promoting them through Facebook. Efforts expanded to Instagram to engage and motivate youth to join as active members, yet its current 130 followers were insufficient to raise its profile. Therefore, an Instagram communication campaign was necessary to expand influence and attract active youth contributors. Senior citizens and Russian-speaking residents, another underrepresented group, required offline communication methods since they did not use social media. Informative campaigns at local events like fairs and regional gatherings were essential to reach residents and attract new participants across diverse interests.
- Development of Organization''s Strategy. The organization developed its strategy through several activities. It held face-to-face meetings with external organisation development expert to assess the previous strategy''s progress and incorporate M&E (Monitoring & Evaluation) approaches. There were also face-to-face meetings with another expert to discuss the needs and directions of the strategy. Several member meetings aimed to align the strategic direction with members'' visions and board meetings focused on advancing the strategic plan took place. The organization conducted 12 individual interviews with members to understand their perspectives and identify initiatives for the strategy.
- Enhancement of Human Resources. The organization implemented a recruitment campaign resulting in 4 new members joining. It developed a member engagement table and an idea bank to foster participation of its members.
- Communication Campaign. The organization developed and implemented a communication plan for its Instagram account, reaching 291 followers by the end of the reporting period. It also engaged in variety of offline events (markets, festivals) to survey residents and promote civic engagement.
- Training and Board Knowledge Enhancement. The organization initiated several training sessions with external experts on the topics of external communication strategies, internal communication, M&E implementation and process management.
These activities have significantly contributed to the organizational development and community engagement efforts of the "Society for Development of Jaunolaine."
The project has transformed the organization into a fully operational entity capable of sustainable long-term functioning. It has advanced the organization in three key development directions:
1. The development of the organisation strategy has created a unified internal environment, set important milestones and facilitated easier explanation of the organization''s operations and goals to new members.
3. The organization successfully attracted 6 new members, 3 of whom are actively involved on a daily basis. This influx of new energy and ideas has revitalized the organization''s activities and contributed to its growth.
2. Existing members are now more motivated and engaged in organizational activities. Tools like the "idea bank" and evaluation table have streamlined the process from idea conception to implementation. Informal activities and discussions have further fostered collaboration among members, promoting goal-oriented teamwork.
4. The communication campaign, including the strategy dissemination, has significantly increased follower engagement, especially young people. A well-founded and analytics-based communication plan is currently under review to further enhance outreach and attract more followers.
5. The implementation of the communication plan has brought clarity regarding communication tools and formats required for effective public engagement.
6. Additionally, the project has fostered collaboration with other NGOs in Olaine. Acting as a leading executor and initiator of activities, the organization has facilitated joint participation in community events and workshops. This collaboration has strengthened relationships and knowledge sharing among organizations, laying the foundation for further cooperation.