More information
Description
The aim of the project is to increase the capacity of the society "Nepaliec viens" and strengthen it in achieving goals. Within the framework of this project, a set of events are going to be implemented: missing human resource policy will be formulated that will increase quality of performance of specialists of multifunctional center “Solis augšup” and will enhance coordination process of volunteer youth center, it will also improve the management practices of the structural units. Structural units teams will participate in formulating the mission, vision and values of the organizations, in such a way the unity and motivation of the team in achieving common goals will be strengthened. In addition, in order to increase the efficiency of the work carried out by the society, the social impact will be measured and analyzed so concrete reliable evidence of what the society has achieved will be obtained. This will help to acquire potential donors, partners and customers, as well as the team will be motivated by the results of its activities. Finally, in order to promote the further growth and recognition of the society, several activities will be implemented during the project, as a result of which the visual identity and publicity opportunities (including development of the website) of the structural units of the society will be renewed and improved.
Summary of project results
Organisation "Nepaliec viens" was established by four members who currently form its board. Initially, the center operated on a volunteer basis, however, several organizational aspects were neglected, affecting internal operations and hindering development.
One of the major challenge is the implementation of effective personnel and quality management systems. With a team that has grown to 25 specialists working under various types of contracts (full-time, part-time, freelance, and voluntary), issues of miscommunication and unclear understanding of the center''s core mission have arisen. There are questions about expectations from different types of workers and how to foster interprofessional collaboration while maintaining a cohesive team culture. Similarly, the Youth Pastoral House, initially driven by individual youth initiatives, now involves dozens of young people. The volunteer coordinator, working without formal management training, faces difficulties in team management, planning, and value alignment due to the lack of formal statutes and regulations. Consultations with HR specialist identified several areas for improvement, including analyzing the current situation, aligning team mission and values, updating strategic directions, developing human resources, strengthening team cohesion, establishing HR policies, and measuring goal achievement and social impact. Another challenge of the organisation is public visibility. Both organizational units suffer from inadequate public representation. While activity updates are posted on Facebook, the organization''s website is outdated and not user-friendly. The brand name "Youth Pastoral House" is also outdated and no longer reflects the current scope of activities, hindering engagement from families, clients, potential volunteers, and supporters.
Addressing these challenges is crucial for the organization''s operational efficiency and sustainability, enhancing both internal management and external visibility.
Key Activities:
- Management Process Development:
- Engaged an HR specialist to devise a strategic action plan.
- Conducted a situational analysis, SWOT analysis, and series of focus group interviews.
- Formulated mission, vision, and values involving the entire team.
- Held multiple in-person and online meetings with the board, team, and volunteers.
- Created WhatsApp groups for ongoing communication and information exchange.
- Team Strengthening and Motivation:
- Sessions were held to reinforce team unity and motivation.
- Discussions focused on identity, goals, and growth aspirations.
- Evaluation of Goal Achievement and Social Impact Measurement:
- Partnered with Reach for Change experts to measure social impact.
- Selected and evaluated a specific service (social skills training for children with ASD).
- Developed tools and methodologies for social impact assessment.
- Conducted practical training sessions for staff on social impact measurement.
- Publicity and Image:
- Launched a new website (www.solis.lv) with detailed information about services and activities.
- Photographed all specialists and updated their profiles on the website.
- Continued to enrich the website with project descriptions, service applications, and ongoing updates.
- Created a logo and video business card for the volunteer movement "Pagalms."
Outcomes: developed a comprehensive personnel management policy, enhanced public visibility and engagement through a modernized website, established robust processes for evaluating and improving social impact and strengthened team unity and motivation across all organizational levels.
The project has been extraordinarily valuable, described by team members as the best project in the past three years.
- The sense of team unity lost during the pandemic was restored, enhancing work quality and boosting the motivation of specialists and staff.
- A personnel management policy was developed, fostering stronger team cohesion in both organization units.
- Statutes, a logo, and a video business card for the volunteer movement "Pagalms" (Youth Pastoral House) were created.
- A website for both organisation units was established, containing important information about their work, and featuring a "window" to the Facebook page showing current activities.
- The team learned to measure the social impact of services and activities, which improves work quality, daily operations, and motivates specialists and staff to develop and grow.
- By analyzing existing data and measuring social impact, precise and effective decisions will be made for service expansion and new services will be developed based on client needs and interests.