OAB ok (OAB organization capacity)

Description

The aim of the project is to strengthen the activities of the society "Ogres Attīstības Biedrība" (OAB) by preparing its Development strategy, improving public information and communication tools, competences of members and financial sustainability.

Within the framework of the project, OAB Strategy for year 2022-2026and the Action Plan for 2022 will be developed so that they are not only internal planning documents for organization, but presentation materials for local residents, government, non-governmental and private sector and partners. OAB plans to continue the research of historical buildings, therfore the aim of the experience exchange events is to get acquainted with the activities of other public organizations in this field in Latvia. Second important task is to find a vision of the development opportunities of the Creative Quarter PASTS, technical, financial opportunities, the range of services provided, its short-term and long-term development priorities. Necessary inspiration and experience exchange about technical, marketing, financial and cooperation solutions with existing Creative and Art centers in Latvia. Within the project - furnishing outdoor area of the Creative Square PASTS - so that the Creative Square (located on the main pedestrian street in the city center) attracts interest and becomes one of the central places with various thematic art and cultural classes and events. In order to reach a larger audience, the OAB will create its own website, where will be possible not only to place information about society and its activities, but to accumulate information and attract potential new members, also. Consultations on financial management and legal issues will allow OAB to arrange issues of finance, employment and internal rules of procedure according to legislation. Members of OAB will increase competencies in financial management issues, communication on social networks and with journalists and implementation of M&E in theborganization.

Summary of project results

The project aimed to address several key issues and challenges related to the functioning and sustainability of Ogres Attīstības Biedrība (OAB). These challenges include:

1. Lack of a Strategic Plan: OAB did not have a comprehensive long-term strategy to guide its development and activities. This created a lack of clear direction and limited the organization’s ability to effectively engage with local communities, government, and other stakeholders.

2. Weak Public Information and Communication Tools: OAB faced difficulties in communicating its mission, activities, and impact to the public. This hindered its ability to reach potential new members, engage the community, and secure partnerships or support from local authorities, private sector, and other NGOs.

3. Limited Financial Sustainability: The organization struggled with financial management and long-term sustainability. Without proper financial planning and sustainability strategies, OAB’s ability to fund its operations and initiatives was limited.

4. Need for Enhanced Competencies Among Members: OAB members lacked key competencies in financial management, communication (particularly in social media and with journalists), and legal compliance. These skill gaps prevented the organization from operating efficiently and meeting legal and financial requirements.

5. Challenges in Preserving Historical Buildings: OAB was working to research and preserve historical buildings, but lacked the necessary technical and organizational expertise. The project sought to address this challenge by exchanging experiences with other organizations involved in similar activities in Latvia.

6. Development of the Creative Quarter PASTS: The Creative Quarter PASTS, a central cultural space, lacked a clear vision for its development. There was a need to define its technical, financial, and operational priorities to turn it into a vibrant hub for cultural activities in the community.

7. Lack of Visibility and Community Engagement: The Creative Square PASTS, located on the main pedestrian street in the city center, had not yet become a central place of attraction for the community. The project sought to increase its visibility and transform it into a popular venue for art and cultural events.

These challenges were addressed through targeted activities, including developing strategic plans, improving public communication tools (e.g., a new website), building financial and legal competencies, and exchanging knowledge with other public organizations and creative centers.

Here is a summary of the project activities and outputs based on the text:

1. Development of the Strategy and Implementation of the M&E System

• The project involved the development of a comprehensive strategy for Ogres Attīstības Biedrība (OAB) and the introduction of a monitoring and evaluation (M&E) system. The process began with consultations in October 2021, led by Jonas Buchel, an experienced specialist in strategic planning and M&E.
• The development of the strategy included several working group sessions, interviews, and ongoing revisions. By early 2022, the strategy was ready for implementation, with a clear focus on testing and monitoring.
• Outputs:
  • A well-defined strategy and M&E system that clarified member roles, set clear goals, and helped track and evaluate activities. This improved the organization''s operations, allowing it to measure progress and make adjustments.
  • OAB''s case was presented at an international scientific conference in March 2022, demonstrating the organization''s local impact.

2. Website Development

• The project involved the creation of a website (www.oab.lv) to improve communication with the public and expand OAB’s reach. The website includes a platform for promoting activities and allows potential members to join.
• An online shop was integrated into the website to sell products (e.g., pottery items) and enable reservations for workshops and events. This helped attract non-project funding to sustain OAB’s activities.
• Outputs:
  • Fully developed website with an integrated e-commerce platform that has processed 18 transactions, generating €498.60.
  • Increased engagement with the community through regular updates on social media and a growing following on Facebook and Instagram.

3. Competency Building for OAB Members

• The project provided training for OAB members in several key areas: social media communication, financial management (Excel), and interaction with the press. These trainings helped members improve their skills in promoting OAB’s activities, managing finances, and engaging with the media.
• Outputs:
  • Participation in multiple training sessions, including courses on Excel and social media communication, led by experts.
  • Improved communication with the public, more professional use of social media tools, and enhanced financial and legal knowledge.

4. Renovation of Creative Quarter PASTS

• Both indoor and outdoor spaces of the Creative Quarter PASTS were upgraded. Several events were organized, including art markets and workshops for ceramics, porcelain, and bookbinding.
• Outputs:
  • Creative workshops for the community, organized markets, and art events, including a large design market that attracted around 500 visitors.
  • The outdoor space became a central venue for cultural events, with improvements made by the involvement of volunteers and donations.

5. Experience Exchange and Networking

• OAB organized several experience exchange visits to other public organizations and creative centers in Latvia, allowing its members to learn from other practitioners.
• Outputs:
  • Successful networking trips to Sigulda, Cēsis, and Kurzeme, which expanded OAB''s partnerships and gave insights into best practices.
  • Membership in the National Network of Civil Society Organizations, enhancing OAB’s ability to participate in broader discussions and influence cultural sector policies.

In summary, the project successfully strengthened OAB by developing a strategic direction, improving communication tools, upgrading key skills of its members, enhancing public engagement through the Creative Quarter PASTS, and fostering valuable networks with other organizations.

The project achieved several important results, with positive outcomes and impacts for Ogres Attīstības Biedrība (OAB), its members, and the broader community. Below is a description of the outcomes and impacts for the various beneficiaries:

1. Strengthened Organizational Capacity for OAB

• Outcome: The project resulted in the development of a comprehensive strategy (2022-2026) and an M&E system. These tools provided clear direction, enhanced internal organization, and allowed OAB to measure and improve its performance over time.
• Impact: OAB’s internal processes became more structured and transparent, with clearer member roles and responsibilities. This strengthened the overall cohesion of the organization and improved its decision-making capabilities.
• Beneficiaries: OAB leadership and members directly benefited by gaining a clearer vision for the future and better tools to manage the organization effectively.

2. Improved Public Communication and Visibility

• Outcome: The creation of a new website (www.oab.lv) and the integration of an online shop increased OAB''s visibility and expanded its ability to communicate with the public. The website allowed for better outreach to potential new members, as well as promotion of its services and activities.
• Impact: The website, coupled with regular updates on social media, helped OAB reach a broader audience, facilitating better engagement with local residents and other stakeholders. The online shop also generated €498.60 in non-project revenue, which supported the organization’s financial sustainability.
• Beneficiaries: Local residents and potential OAB members benefited by having easier access to information about the organization’s activities and events. OAB benefited from increased recognition and engagement with the public.

3. Capacity Building for OAB Members

• Outcome: Through various training sessions, OAB members improved their competencies in social media communication, financial management (Excel), and engaging with journalists. These skills have already been applied in managing OAB’s public image and internal processes.
• Impact: The professionalization of OAB’s communications and operations led to more effective outreach and public relations efforts, helping the organization grow its presence both online and in the community.
• Beneficiaries: OAB members, who directly participated in the trainings, gained practical skills they could apply in their roles, improving the organization’s overall functioning.

4. Development of Creative Quarter PASTS

• Outcome: The project facilitated the furnishing and development of the Creative Quarter PASTS, turning it into an attractive cultural space for local residents. Various cultural and artistic workshops were held, such as ceramics, porcelain, and bookbinding workshops, alongside larger public events like design markets.
• Impact: The Creative Quarter PASTS became a central community hub, increasing local participation in arts and culture. The workshops and events drew large crowds, creating a more vibrant cultural scene in the area.
• Beneficiaries: The local community in Ogre, who now have access to more cultural and artistic activities, and OAB, which has a new platform to engage with the public and showcase its initiatives.

5. Enhanced Financial and Legal Sustainability

• Outcome: Legal and financial consultations helped OAB establish better financial practices, including the use of the M&E system to track finances, understand legal responsibilities, and ensure compliance with relevant regulations. The integration of an online shop also supported non-project funding efforts.
• Impact: These improvements enhanced the financial sustainability of OAB, ensuring that the organization could continue its operations and comply with legal requirements in the future.
• Beneficiaries: OAB members and leadership, who gained the knowledge needed to manage the organization''s finances and legal obligations more effectively.

6. Experience Exchange and Networking

• Outcome: OAB participated in experience exchange visits to other public organizations and creative centers in Latvia, and became a member of the National Network of Civil Society Organizations. These efforts expanded OAB’s partnerships and gave it access to best practices in the sector.
• Impact: The experience exchanges allowed OAB to improve its operational practices and broaden its influence by collaborating with other organizations in the cultural sector. Membership in the national network enabled OAB to participate in discussions that shape the sector at a higher level.
• Beneficiaries: OAB benefited by expanding its network of partners and gaining insights into how similar organizations operate, which contributed to its growth and sustainability.

7. Broader Community Engagement

• Outcome: Events and activities at the Creative Quarter PASTS, including design markets, workshops, and public gatherings, attracted a wide range of participants from the local community. Through these activities, OAB reached more residents and engaged them in artistic and cultural experiences.
• Impact: The broader community gained access to cultural events and learning opportunities, which enhanced the cultural life of the town. OAB also strengthened its relationship with the local population, fostering greater community involvement in its activities.
• Beneficiaries: Local residents, who enjoyed more cultural opportunities, and OAB, which increased its visibility and connections within the community.

Overall Impact:

The project significantly enhanced the capacity, sustainability, and visibility of Ogres Attīstības Biedrība. The organization now has a well-defined strategy, improved internal processes, and better tools for communication and engagement. Local residents benefited from more accessible cultural activities, while OAB members gained important skills and knowledge. Through partnerships and experience exchanges, OAB strengthened its network, positioning itself as an influential player in the cultural sector both locally and nationally.