Improve the quality and growth of the Pieriga Partnership''s activities in 3 steps

Description

In order to achieve effective management, active participation and strengthening of communication by all parties involved in the Pieriga Partnership, the association has set out a project objective involving strategic assessment and planning, further training and preparing advice and members for participation in the implementation of the works of the Society (motivating, interesting and involving), as well as the re-branding. That will contribute development of the organization: new members will be apply, youngsters will be motivated and willing to be involved in the activities, but partners and existing members will evaluate the Pieriga Partnership as the key-player in the territory.

The association Pieriga Partnership with the support of the project will:
- the development of an association strategy, based on an assessment of past work, the measurement and analysis of the reputation of the association;
- the most suitable way to develop of financial sustainability:  6 months period will be tested and analysed the results;
- the re-brending, the development of the communication plan and its implementation, will reach both of the audience:  attracting new members with modern communication solutions, and youngsters will be involved in the activities, entrepreneurs will be more keen to follow the Pieriga Partnership. 
- developed human resources of the association: training a member and council to work on the team, cooperation will find solutions to promote active participation to achieve the objectives of the association, promoting loyalty and also the knowledge will be transferred to other organizations – to members of the association.

The visibility, role and impact of the Pieriga Partnership in the area will be promoted, which will contribute to its direction towards the objective of becoming a leading organisation in the area of the development of the area around Riga.

Summary of project results

The ACF Capacity project was initiated to tackle several critical challenges hindering organisation growth and effectiveness:

1. Strategic evaluation and vision: The organisation’s strategic goals have not been fully realized due to inadequate strategic evaluation and vision, leading to a misalignment between planning and execution.
2. Human resource shortage: There was a significant lack of human resources, impacting the organisation’s ability to implement and evaluate strategies effectively. The administrative leader was overburdened with daily tasks, limiting their ability to ensure high-quality communication and project execution.
3. Lack of targeted communication plan: The absence of a well-defined communication plan has hindered effective engagement with the audience, resulting in passive membership and poor social media engagement.
4. Insufficient financial resources: Financial constraints limited the organisation''s ability to diversify income sources and create a reserve fund. The "Donors Club" for attracting business support was underdeveloped, and alternative revenue sources such, e.g. training services were not fully explored.
5. Passive Membership: The organisation’s 39 members were largely inactive, participating in meetings but not contributing to the goals. Increased member engagement was necessary to leverage their intellectual, technical, and labor resources.
6. Brand and reputation Issues: The organisation has not evaluated its brand in its 11 years of operation, leading to an outdated image that fails to communicate its value effectively. A comprehensive rebranding effort was needed.

The ACF capacity building project was designed to address the critical needs and challenges identified within organization. The activities implemented under this project aimed to develop a comprehensive strategy for sustainable growth, revitalize organisation brand to better engage stakeholders, and enhance the skills and collaboration of our members and council.

 Development of Organisation Strategy (2022-2027)

• The organization''s current activities were evaluated in cooperation with external experts. Focus groups, individual interviews, surveys, and SWOT analysis were conducted to develop a comprehensive strategic plan for 2022-2027. The strategic plan was presented via Zoom and in-person meetings with local municipalities.

·  Brand Renewal (Rebranding) and Communication Plan Development and Implementation

• Communication experts were contracted for communication and branding activities, including the development of a new brand strategy, logo design, and social media templates. Group meetings and individual consultations were conducted to create a focused communication strategy aimed at effectively promoting the association''s activities. The association''s website was updated, social media campaigns were launched, and brochures were created to increase visibility and attract new members. Technical and SEO audits were performed to optimize the website for better search engine performance.

·  Human Resource Development – Training for Council and Members

• Several focus groups and training sessions were conducted to improve the skills and teamwork of council members and other members. Mutual understanding was enhanced, vision and mission were clarified, and strategic priorities were set. Training sessions also addressed challenges faced by the council, and proposals for statutory amendments and an ethics code were developed to improve the effectiveness and focus of the council''s work. A WhatsApp group was created for better communication, and more active engagement in partnerships and consultations with local municipalities was initiated.

1. Strategic Development (2022-2027). The organisation developed and successfully tested a comprehensive strategy for 2022-2027, reinforcing its aim to become a leading organization in the Pieriga region. The strategic plan provided clear objectives, target groups, and performance indicators, while the communication plan has refined the association’s visual identity and public image. Besides this strategy introduced new ideas to strengthen the chosen development path and diversified income sources through a tested service portfolio.
    
2. Rebranding and Communication Enhancements. A thorough rebranding effort was undertaken, updating the association''s logo, communication elements, and social media templates. This effort made communication more targeted and increased engagement on social media, leading to a rise in new members. The modernized brand and communication strategy enhanced the association''s public image and societal impact.
    
3. Human Resource Development. Training sessions for council members and other members improved teamwork and skills, fostering internal cohesion and better organizational performance. These sessions also allowed the association to tap into previously underutilized member knowledge and resources, aiding in the association''s development.
    
4. Impact on Organizational Financial Independence. The project has enabled the organisation to advance to a higher level of organizational maturity. Previously reliant on grant funding, the association has now developed a service portfolio that increases financial independence. The impact of the project is reflected in the increased proportion of non-project-related revenue, signaling a transition to greater self-sufficiency and organizational resilience.