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Description
The aim of the project "Free Riga transformation" is to ensure a professional and inclusive process of transformation and growth of the association, in order to create practical instruments for development of an organization that even more strongly and effectively participates in strengthening civil society.
The method used in the project - the organizational change management system developed by Adizes Institute Worldwide, which has been used internationally since 1970, implements transformation, strengthens employee motivation, and offers good management guidelines and systems.
As a result of the project, the association will develop a strengthened mission work plan, reduce the burden on employees with more efficient management, as well as develop a long-term strategy. Additionally, internal communication will be improved and Free Riga''s community (members and employees) will have a stronger sense of belonging towards NGOs. At Least 10 new residents will be attracted to the house projects of organization.
In the long term implementation of the project will expand the core of Free Riga activities, strengthen it''s human resources, facilitate engagement of new members in achieving of association''s aims, including activists from the regions of Latvia, develop systematic high quality external communication.
Summary of project results
The goal of the "Free Riga Transformation" project is to ensure a professional and inclusive growth process for the association by implementing practical tools for its development. The project''s main activities include a transformation cycle that shifts the organization from being based on separate projects without a coherent mission and centralized structure to a unified, engaging, efficient, and well-managed platform for opening unused buildings for public benefit activities.
The project encompasses activities such as conducting an organizational diagnosis and developing a change process plan, formulating the association''s mission and action plan, implementing good governance guidelines, evaluating the transformation process, and launching an "OPEN CALL" campaign to attract residents (space users), members, and resources based on the new unified mission action plan.
The method used in the project is the organizational change management system developed by Adizes Institute Worldwide, which has been applied internationally since 1970. This system facilitates organizational transformation processes, strengthens employee motivation, and offers good governance guidelines and systems.
As a result of the project, the association will develop a strengthened mission work plan and long-term strategy, as well as reduce the burden on employees through effective work organization systems. Additionally, internal communication will be improved, and a sense of community belonging among the association''s employees and members will be promoted. At least 10 new permanent space users (residents) will be attracted.
In the long term, the implementation of the project will expand the core activities of the association, strengthen its human resources, encourage the involvement of new members, including regional activists, in achieving the association''s goals, and establish regular and high-quality external communication.
During the project, the team of the association learned and integrated several useful tools into their daily operations for the association''s development and management. This has ensured a more professional growth process. Additionally, teams working on various building projects have become more cohesive and aware of their community and challenges, significantly enhancing the sense of ownership regarding the association''s operations, development, and everyone''s role within it. More inclusive decision-making and implementation have been promoted. Overall, project participants have reported that this project and transformation process is the best that has happened in the association so far. However, it is clear that change is a long and slow process that requires daily attention and time. The team continues to address various issues and plans improvements in the association''s governance and strategy implementation.
Transformation Process Design Cycle: This was implemented over four meetings. During the first meeting the core team of the association was introduced to the change management methodology developed by the Adizes Institute and prepared for the first two-day workshop led by experts. In the second meeting participants were briefed on the preparatory tasks for the second two-day workshop, focused on developing the mission action plan, thus beginning the second phase of the transformation. In the third meeting participants met with the Adizes methodology expert for the last time to discuss achievements in the transformation process and agreed on the next steps. During the fourth meeting the core team presented the newly developed mission action plan to over 30 members and close associates, and gathered feedback on other important issues for the association''s further development through open workshops.
Change Management Council (PVP or PPP): This council was established during the first two-day workshop, to address potential growth points (PIP) identified during the workshop. The first PPP meeting, where four thematic working groups (DG) were formed, each focusing on specific PIP categories. The Administration DG worked on client interface, transformation, information flow, and structure. The Finance DG focused on finances, the Internal Developers DG dealt with human factors, and the Technical DG handled various technical issues. However, the Technical DG discontinued after the first month to address technical issues in a practical rather than procedural manner. DG members organized their work on PIP solutions by meeting at least twice a month and presenting progress at monthly PPP meetings, where goals for the next month were also set. The DG continued this work until the opening meeting of the second phase of the transformation, when new DGs were formed. The general goal of the new DGs was to prepare for the second two-day workshop. Their specific objectives included identifying existing resources, analyzing market trends, understanding client needs, and defining the association''s values. The DGs continued to meet and report progress at monthly PPP meetings. The main results were documented in two key documents: "PIPlists Large", where completed PIP entries were marked off, and entries with an “—>” indicated significant progress. "FR x SynerScope 2023" was a presentation, as the basis for the mission action plan, incorporating extensive research conducted by the DGs. After developing the mission action plan, the DGs ceased their activities, and the PPP evolved into a focused task force to continue working on PIP and developing transformation project materials, including a member handbook. PPP monthly meetings continue. All mentioned procedures are considered M&E guidelines, especially the regular PPP meetings and weekly team meetings. Additionally, the transformation process was evaluated in the "FreeRīga_PIPu Evaluation_2023" document prepared for the final transformation design cycle meeting. Since then, results have improved and are reflected in the previously mentioned PIPlist files.
Good governance guidelines were developed as a communication and collaboration manifesto. This document describes the introduction and use of new management and communication tools for daily work planning and monitoring, such as daily and weekly planning on ASANA, weekly evaluation and planning surveys, team meetings for weekly progress assessment, and setting new goals, and PPP meetings for monthly progress review and planning. All these newly developed tools have been fully or partially integrated into the association’s daily management, depending on each employee''s specific responsibilities or workload. The transformation process was evaluated both qualitatively (through expert-led final discussions) and quantitatively (by analyzing and calculating the progress of potential growth points identified during "Syndag" from October 2022 to August 2023). At the project''s conclusion, a digital newsletter was sent to all project residents, including the newly developed member handbook as the main publicly available transformation outcome, along with a questionnaire evaluating the association''s activities. Overall, the activities of the association and core team were positively evaluated, indicating a successful change process.
- Communication Strategy: The association''s communication strategy was developed after the second session conducted by Adizes change management experts in April. Only after the mission action plan was established, goals for the coming years were defined, and the current organizational structure, values, and capabilities were analyzed could the communications specialist complete the strategy. Although preparatory work and a draft strategy framework were developed before this second two-day transformation session, and the change in visual identity was discussed, further steps in the strategy development were hindered by indecision, and lack of values and vision. Therefore, the communication strategy was developed based on the organization''s goals and vision established during the session for the next three years, with special attention given to different audiences, messages, and desired outcomes. The strategy serves as an internal document for the communications specialist, with developed templates and up-to-date information for all building projects. In preparation for the two-day mission action plan workshop with the Adizes methodology expert, the core team worked for two months in new working groups, analyzing and summarizing: the association’s existing and desired values, client needs, market trends, and unique capabilities. During the workshop, all final results were analyzed collectively, and the first version of the new mission, vision, values, goals, and tasks were developed. In the following two months, work continued on refining the mission action plan and developing other fundamental and supplementary documents, including the association’s ethics manifesto. This process is considered the main result of the transformation, both pragmatically and emotionally. With a clear understanding of the association’s mission, key clients, and three-year strategy, changes in attitude, work quality, and focus are already observed in the daily operations of the association, including adapting existing and upcoming projects to the unified vision. Overall, it can be concluded that with more active communication of FREE RIGA on social media and in the media, several potential building users learned about FREE RIGA building projects. However, a strong promotional tool for attracting spaces was the residents themselves – so-called “word of mouth” communication, where existing building residents shared information about available spaces and opportunities with friends, family, colleagues, and acquaintances.
By regularly providing updates on its activities and utilizing M&E systems in its daily operations, the organization helped foster a civil society that aligned with its mission and values: a more inclusive, responsible, collaborative, and creative society that revitalized the city’s abandoned spaces into affordable creative community centers.
Immediate Results:
People learned about available spaces and gained access to locations for their creative or social activities, leading to an increase in the organization’s resources and capacity.
The organization’s daily operations became more structured and clear, ensuring more effective information flow and use of available resources, thus enhancing its capacity.
There was an increased awareness of key issues in society and decision-making institutions (such as the revitalization of degraded areas, community building, social housing, and sustainable building renovation), creating opportunities for collaboration and development.
Projected Outcomes as the Organization Implemented Its Mission Plan:
Advocacy for the revitalization of abandoned spaces and social activities in municipal properties developed at the local and national levels, with financial support from institutions rather than relying entirely on volunteer work or public organization budgets.
Opportunities for co-creation and co-living continued to grow in Latvia, promoting a more cohesive, open, and sustainable society.
Regional development was further encouraged.