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Description
During past years association KIRA faced major changes which weakened its activities, including significant change of members and the board. To ensure further development of organisation, its members need a “power BREAD”: BR – branding for identification and communication with society; E – education in organisation of remote events and fundraising; A – advice of experts; D – development of future vision and creative thinking.The ACF capacity project "Power BREAD for KIRA" aims to restart KIRA by strengthening the capacity of its active members and increasing the capacity, focus and sustainability of the association.
For a successful restart of KIRA''s activity the following activities are planned:
- strengthening of the organisation''s visual identity to ensure its visibility in society;
- improving of the organisation’s website for better communication between the association and its target audience, potential partners, supporters, members;
- organisation of strategic planning workshops for 8 activists of KIRA;
- development of a strategic action plan for the next 5 years;
- trainings in developing competences and skills of 8 members and volunteers of KIRA in moderation of face-to-face and remote activities and digital marketing;
- implementation of three best practice events through meeting people with the same views, experts and potential cooperation partners in Latvia and Norway.
Successful implementation of the planned activities will increase the capacity and sustainability of KIRA. It will gain:
- better visibility in society;
- more effective and regular communication with the public;
- long-term strategy that will help to guide the activities towards development and sustainability;
- more knowledgeable members about strategic planning, event planning and digital marketing;
- potential project partners in Latvia and Norway;
- wider and deeper knowledge in NGO activities in Latvia and Norway.
Summary of project results
These challenges underscored the need for the ACF capacity-building project, which focused on addressing these gaps and ensuring the organization’s effectiveness and sustainability.
Organizational changes and strategic needs. Recent changes in KIRA’s structure, including a new board and expanded focus to collaborate with youth, highlighted the need for a comprehensive strategic plan. This plan was essential for guiding the organization’s activities and ensuring its growth.
Staffing and uneven workload. KIRA lacked permanent staff, leading to an uneven distribution of responsibilities. Experienced members often faced excessive workloads in tightly resourced and time-sensitive projects, causing burnout and reducing opportunities to mentor new members.
Youth involvement and skills development. New youth members joined the team but lacked the experience necessary for effective event planning, organization, and moderation. Addressing this gap was critical for fostering a sustainable and skilled team.
Digital capacity challenges. While KIRA developed its own website, it remained incomplete, lacking essential sections and a cohesive corporate design. The organization also had limited experience in delivering digital services, which restricted its outreach and efficiency.
Opportunities for capacity building. Board members and active members had innovative ideas for improving the organization’s capacity and regional competitiveness. However, achieving these goals required structured support and guidance from mentors provided by the project.
The ACF capacity-building project for KIRA consisted of five key activities, each contributing to strengthening the organization’s operational capacity, communication, and strategic growth. The following outlines the activities, their content, and the main outcomes:
1. Improvement of the organization’s website and creation of a unified corporate design
The organization’s website was enhanced stylistically in alignment with a newly developed corporate design manual. New sections for "donations" and "services" (e.g., mentoring, organizing camps, and equipment rental) were added. The corporate design was applied to promotional materials, increasing professionalism and accessibility for users. These improvements elevated the organization''s image and facilitated better communication with the community.
2. Development of KIRA’s strategic plan
A strategic plan was created to define the organization''s values, future goals, and priority directions. Mentorship and collaborative workshops helped establish a clear vision for KIRA’s development over the next five years. The plan includes a monitoring and evaluation system for tracking progress and adapting to external changes. This process ensured a focused and sustainable roadmap for achieving long-term objectives.
3. Event moderation and management training
A one-day seminar and 12 hours of individual consultations were provided to train members and supporters in event moderation, with a focus on engaging youth. Topics covered included audience engagement, communication, and public speaking skills. These activities improved members'' professionalism, positioning KIRA as a knowledgeable and capable organization in the community.
4. Digital marketing training and consultations
Twenty hours of individual consultations and two training sessions improved the organization''s digital presence. Social media profiles were enhanced, and a new Instagram account was created. Participants learned to create resonant content and use tools like Canva to increase visibility and attract long-term supporters. A long-term digital strategy was developed, aligning with current trends and innovations.
5. NGO best practices exchange
KIRA engaged in productive exchanges with NGOs in Latgale and Norway, gaining insights into best practices and identifying its strengths and weaknesses. Visits to Norway fostered collaborations with organizations, such as Riktigi Naiss, and established valuable international connections. These partnerships provided inspiration for developing KIRA’s strategic plan and highlighted areas for future growth.
The impact was significant for both the organization and the community it serves:
1. Strengthening of active members’ capacity
Through targeted training and mentoring, the project developed the skills of KIRA’s active members, especially in digital marketing, event management, and moderation. Members were equipped with tools to effectively manage projects, engage stakeholders, and attract resources. These activities not only empowered individual members but also created a network for knowledge and resource sharing, fostering collaboration and long-term capacity building.
2. Enhanced organizational capabilities and sustainability
The organization developed a comprehensive strategic plan, which clearly defined its values, goals, and actions for the future. The plan included internal communication guidelines and mechanisms for monitoring and evaluation, ensuring adaptability and alignment with external changes. New members and funding opportunities were secured, strengthening KIRA’s ability to engage with the youth in Ludza Municipality and enhance its community impact.
3. Increased visibility and community engagement
The organization improved its public presence through a revamped website, active social media engagement, and public information campaigns. This increased awareness among stakeholders, fostered trust, and attracted new members, volunteers, and potential partners. Regular updates about activities and achievements promoted transparency and accountability, enhancing the organization’s reputation.
4. Long-term benefits for Ludza Municipality
The project’s activities resulted in a more capable and visible organization that is better equipped to serve the local community. By inspiring other organizations in the municipality to adopt sustainable growth practices, the project contributed to regional development. The newly formed partnerships with other organizations, both locally and internationally, are expected to generate collaborative initiatives, further benefiting the community.
In summary, the project effectively addressed the organization’s capacity challenges, leaving a lasting positive impact on its members, the local community, and future collaborative opportunities. It set a benchmark for revitalizing similar organizations in the region.
Summary of bilateral results
The collaboration with the Norwegian partner during the capacity-strengthening project was both challenging and highly rewarding. The partner provided in-depth mentoring, sharing their extensive knowledge and experience in NGO management and development. Their guidance was instrumental in improving the efficiency and strategic direction of KIRA’s operations. Several online meetings were organized, where the partner offered timely support tailored to the organization’s needs. They facilitated the search for relevant partners in Norway, aligning with KIRA’s profile and planned activities. Initial meetings with potential Norwegian partners were coordinated, focusing on mutual understanding, shared values, and brainstorming collaborative ideas. Additionally, the Norwegian partner provided valuable consultations on international project development and capacity-building strategies, equipping KIRA activists with tools for organizational growth. This partnership significantly contributed to KIRA’s enhanced operational capacity and its ability to pursue international collaborations in the future.