Improvement and strengthening of the activities of the Local Action Group ""Rural Partnership Selija””

Description

The aim of the project is to improve the activities of the Local Action Group (LAG) "Rural Partnership Selija” by strengthening the capacity of its human resources as well as facilitating the strategic development for future growth. 

To reach the goal, the LAG plans to develop its Strategy for 2023-2027 year period and activity plan for the next two years as well as to train and develop its human resources and strengthen the team. In order to strengthen the LAG’s identity and image, it is planned to develop the Brand and Identity Strategy together with Communication Plan for 2023-2025. In order to acquire international experience and take over the good practices in the LAG’s territory, LAG plan to cooperate with the identified Norwegian civil society organization networks. 

This project will significantly facilitate the transition of the Local Action Group "Rural Partnership Selija” to the next level by strenghtening inner  communication, developing the long-term plans, involving international experience, and creating the core team of the LAG with united vision and identity.
 

Summary of project results

The aim of the project is to enhance the operations of the "Lauku partnerības Sēlija" association by strengthening its human resource capacity and promoting strategic development for future growth.

To achieve this goal, the association plans to develop an operational strategy for 2023-2027 and a work plan for the next two years, as well as train and develop the association''s human resources and strengthen the team. In order to enhance the association’s identity, reputation, and self-image, a brand and identity strategy and a communications plan for 2023-2025 will also be developed. To gain foreign experience and implement best practices in its region, the association also intends to join one of the identified networks of Norwegian civil society organizations.

The project will significantly contribute to the transition of the "Lauku partnerība Sēlija" association to a new quality by addressing internal communication issues, developing long-term plans, incorporating international experience, and forming the association’s core—a strong team with a unified vision and identity.

As a result of the implementation of the first activity, the association developed an important foundational document titled "Association''s Operational Strategy for 2023-2027." This document was created through the collaborative efforts of not only administrative staff but also members and board members. The document''s foundation includes:

1. An analysis of the current situation and resources.
2. An evaluation of previous activities (SWOT analysis).
3. The needs and interests of members for the upcoming period.
4. The association’s mission and vision for 2023-2027.
5. The values of "Lauku partnerība Sēlija" and their impact on the partnership’s operations.
6. Strategic priority areas and goals for 2023-2027.
7. An action plan for 2023-2025.
8. A monitoring and evaluation plan.

As a result of implementing the second activity, the association''s human resources and team were strengthened. All the events and training organized during this activity contributed significantly to strengthening mutual communication both within the association and externally. This activity clearly crystallized the real situation, helping to understand the true intentions and motivations of the members, thereby identifying the stumbling blocks to work on in the next strategic period. Additionally, the training provided not only new knowledge and competencies but also fostered a unified and cohesive perspective, which enabled the representation of the association''s interests within the community.

The implementation of the third activity resulted in the development of essential documents: the "Association’s Brand and Identity Strategy" and the "Communication Plan 2023-2025." These documents allowed for the evaluation of internal and external communication challenges that had previously hindered member communication. It is important to emphasize that the digital content creation courses provided significant knowledge. During the implementation of this activity, a decision was made to adopt a new logo and name for the association, resulting in the development of a new logo. Given that a name change is a time-consuming and complex process, it will occur later.

Despite the initial challenges faced during the implementation of the fourth activity, this activity elevated the association to a new level, establishing a new network of international contacts with potential long-term collaboration forms and a unified vision, as evidenced by joining the civil society organization network. Operating in such a network provides the association with opportunities to acquire new knowledge and apply it in their operational area, as well as access a broader network of collaboration partners who are ready to actively engage and collaborate on various projects, showing interest in the operational directions identified in the association’s strategic activities.

1. Development of Strategic Documents:

   • The association successfully developed the "Association''s Operational Strategy for 2023-2027," which includes a comprehensive analysis of the current situation and resources, an evaluation of previous activities, and the identification of strategic priorities and goals.
   • These documents serve as a roadmap for the association''s future, providing clear guidance on their mission, vision, and operational objectives.

2. Strengthened Human Resources and Team Cohesion:

   • The training sessions and events organized during the implementation of the second activity significantly strengthened the association''s human resources.
   • Improved communication and collaboration among members and staff have fostered a more cohesive team with a unified perspective.
   • The association is now better equipped to represent its interests within the community, as members have gained new knowledge, competencies, and a shared vision.

3. Enhanced Brand and Communication Strategy:

   • The creation of the "Association’s Brand and Identity Strategy" and the "Communication Plan 2023-2025" has improved both internal and external communications.
   • The association''s digital presence and communication with members have been enhanced, thanks to the acquired digital content creation skills.
   • The decision to adopt a new logo and name will strengthen the association''s brand identity over time.

4. Establishment of International Networks:

   • The association has established a new network of international contacts, joining a civil society organization network, which facilitates access to new knowledge and broader collaboration opportunities.
   • This international collaboration enhances the association’s ability to engage in projects with partners who are interested in its strategic focus areas.

Beneficiaries

1. Association Members:

   • Members benefit from a clear strategic direction and improved internal communication, allowing them to contribute more effectively to the association''s goals.
   • They gain new skills and knowledge from training sessions, enhancing their ability to participate in community activities and represent the association''s interests.

2. Association Staff and Board Members:

   • Staff and board members have a clearer understanding of the association’s strategic priorities and the tools needed to implement these strategies effectively.
   • The strengthened team cohesion and shared vision improve their capacity to manage and lead the association.

3. Local Community:

   • The local community benefits from the association''s enhanced ability to represent their interests and advocate for their needs.
   • The community is likely to see improved services and activities as the association implements its strategic and communication plans.

4. International Partners:

   • International partners gain from collaboration with the association, accessing a network that is committed to strategic growth and development, which may lead to shared learning and joint initiatives.

Overall, the project has positioned the association for future growth and success, enhancing its ability to serve its members, engage with the local community, and collaborate with international partners.

Summary of bilateral results

The collaboration partner, Innovation Circle Network, has approximately 40 network members located in countries such as Norway, Latvia, Estonia, Poland, the United Kingdom, and Sweden. The partner shares a similar development vision focusing on rural development, youth, cross-border cooperation through an experience exchange platform, training organization, and local rural tourism development. One of the network''s areas of activity is social entrepreneurship, which is entirely new for the Association, allowing them to broaden their perspective on future development directions.Differences in economic and cultural-historical contexts create some challenges in adopting experiences but, at the same time, lead to unconventional solutions that provide a broader perspective on many processes within the Association.Operating in such a network allows the Association to find new solutions to similar problems, such as attracting people to work and live in rural areas, motivating young people to develop their living areas in the countryside, and finding new ideas to promote business development in rural regions.During the visit, the Sēlija Rural Partnership signed an agreement to join the Innovation Circle Network. The visit included discussions on both similar and different issues within the non-governmental organization network, which, despite potential mental differences, are quite similar—attracting new members, enhancing member capacity, and the long-term development of such organizations.