Strateegia 2003 - 2008
- 1. Preface
- 2. Mission
- 3. Vision 2008
- 4. Strategic goals
- 5. Following the strategy – current assessment and development of the strategy
The non-governmental organisation the Association of Järvamaa Villages was established in the autumn of 1996. On 6 March 2003 it was re-named as Kodukant Järvamaa MTÜ (henceforth –KKJ). After six active years we arrived at the truth of the need for a strategic action plan. The present strategic plan presents the vision for 2008 and the strategic action plan based on the mission of Kodukant Järvamaa MTÜ.
- Kodukant Järvamaa is a prosperous non-governmental organisation whose purpose is to promote the development of a valuable living environment in the countryside by purposeful leadership and actions.
- KKJ unites the people and organisations in Järvamaa who value the development of rural life: it supports establishment of new societies, creates co-operation networks and co-ordinates their collaboration, raises and disseminates information, facilitates seminars, implements projects and brings together different target groups by joint actions.
- KKJ helps to promote and update local economy and environment, values preservation and transmission of national culture, promotes local initiative and raises the community’s awareness in the essential fields of life.
- KKJ collaborates with the local authorities of Järvamaa, different national institutions and civic unions in our country and abroad.
3. Vision 2008
- Kodukant Järvamaa is under professional leadership, well-financed regional organisation with its own office and staff of two people.
- KKJ follows the directions of development of Järvamaa, it belongs to the national and international networks and is the most recognized association in the region who promotes rural life.
- KKJ represents villages and proposes initiatives to the local governments and the county government, national rural movement Kodukant and enterprises.
- Village communities are active, 70% of them have elected village elders, they have established civic societies and worked out development plans.
- Well-organised village centres have a frequented information room available.
- Besides traditional agriculture, alternative production has developed – crafts, farm-, nature- and culture tourism, holiday houses, small production.
- Järvamaa Village Day is the greatest event every other year.
4. Strategic development directions
4.1 Network development
- For the development of KKJ it is essential to build a team.
- To achieve the goals it is necessary to elaborate and up-date the members’ data-bank.
- The office of KKJ serves as a meeting point and information centre.
- It is needed to create the network of the village leaders (elders) of Järvamaa, do co-operation work with other regional organisations, the national movement Kodukant and international networks;
- Implement joint projects and –networks: procurement of equipment, joint studies and activities.
- Organize information days and study-tours for the “village sparks” to other counties.
- Collaborate with Järvamaa Development Centre, the Association of the Local Authorities of Järvamaa, Järva County Government, Union of Rural Women of Järvamaa, Home Decorating Movement, and other associations.
4.2 Public Relations/communication and representing the members
- Kodukant Järvamaa (KKJ) is a reliable representative of its members, Järvamaa villages and rural people both in Estonia and abroad. To make the role of KKJ conscious and communicate it to the public it is necessary to work out the media plan and allocate the roles. It is necessary to establish the rules how to use KKJ as a sign.
- To achieve this it is necessary to become recognized and reliable in the eyes of the donors, improve collaboration with Järva County Government, the Association of the Local Authorities of Järvamaa and local authorities; participate in the meetings and roundtables which discuss rural issues, go to different workshops and gatherings. It is necessary to do as follows:
- Invite well-known politicians and decision makers to the activities of KKJ.
- Arise public’s interest in the village life by disseminating information about rural movement in the local paper, local radio, municipality papers, Kodukant Järvamaa internet homepage, “Maaleht”, etc., up-date the homepage, using-e-mail, publish news letters; introduce the activities of KKJ on TV and in radio programmes and documentaries.
- Introduce the best projects through media, at seminars, fairs, village days.
- Write articles about the implemented projects and the activities in the villages.
- Further develop the KKJ and its symbols, arrange different competitions, introduction days, walking tours, etc in order to introduce the organisation.
- Keep in mind that the transparency of co-operation projects helps to find sponsors and partners to finance the activities.
- Develop partnership and co-operation with rural communities, local authorities and other organisations and enterprises to promote rural life and first of all kick-off the Leader programme and start international projects.
- Organize information days in order to promote rural movement, arrange village elders’ round-tables, explain why it is necessary to elect village elders, and other connected issues in order to legalize the statute of a village elder.
- Arrange rural days in collaboration with local authorities, villagers and entrepreneurs to appraise one’s county, home village and birthplace.
- Recognize the most active promoters of rural life, arrange competitions and praise the best development groups, continue co-operation with Home Decorating Movement.
- Rural movement has a team of professional leaders and educated village leaders. They have management, project writing and implementation skills and the knowledge how to implement the development plan. The seminars are popular among the members and outside the organization.
- KKJ considers it essential to educate people and develop their skills. It is important that all the activities serve the mission of KKJ, are interconnected and integrated.
- To achieve this it is important to do as follows:
- Work out the principals of trainings.
- Find out the training needs – questioning of the members, villagers and local authorities, discussions, feedback from the seminars.
- Offer advising services (legal, communication and management issues), help in establishing new societies, compiling development plans and project applications.
- Draw a list of educators within the organisation; arrange seminars on different levels (villagers, elders and leaders) on different topics.
- Write and further develop the basic education plan for village leaders: project writing, strategic planning, environment protection, ICT, management, partnership, regulations of social work, communication, SME-s, rural tourism, home decorating and making villages more attractive.
- Use different forms of education: lectures and discussions, seminars, brainstorming, round-tables, study-tours, etc.
- Start cross-border education projects (lectures from abroad or studying abroad)
- Compile study-tour packets for foreign tourists.
- Awareness raising in EU issues.
4.4 Supporting Small Entrepreneurship in Rural Areas
- Kodukant Järvamaa supports suggestions connected with entrepreneurship in the rural areas, invites entrepreneurs to their activities and disseminates their experiences. Enterprise development creates new perspectives and supports continuation of rural life. The entrepreneurship environment in the rural areas and market demand for products and services has essentially changed during the past ten years. The village movement activities support getting income either through traditional or alternative production. The level of enterprising in the rural areas today does not guarantee sustainable development.
- KKJ promotes economic development, trying to find new possibilities for small enterprises, supports creating new jobs and alternative production, especially developing nature tourism and crafts.
To achieve this it is necessary to:
- maintain and further develop small enterprises and their networks in the rural areas, and through activities support establishing new enterprises and creating jobs;
- gather information about well functioning enterprises and introduce their experiences to others, participate in the national FEM project and other enterprise development projects;
- create and further develop a multilevel business information system;
- internet homepage information with links, e-post;
- business information (activities of the members, projects, etc) dissemination system (internet, personal contacts, printed materials); education projects, seminars, study materials, study-tours;
- arrange exhibitions, introduce rural entrepreneurs, give a possibility for potential entrepreneurs, organisations and local authorities meet successful entrepreneurs;
- develop a system of personal counselling: mentors as mediators (practical experience, information, contacts); sharing practical experiences in the co-operation networks; pooling local resources into SME-s;
- Enterprise development depends very much on individuals’ own initiative.
4.5 Management and Financing of the Organisation
- For the management of Kodukant Järvamaa and its sustainable development it is necessary to find stable sources of financing, improve the image of the organisation and improve public relations
- It is necessary to include in the budget resources to compensate the costs of the board members;
- It is necessary to develop the work of KKJ and organise the work in a systematic way. It is necessary to inform within the organisation and also the public about the activities (newsletter, homepage, regular press releases, articles about the activities) – constant work with the press.
- Use the symbols of the organisation more often;
- Pay attention to the management of the organisation and the ethics of the organisation; invite more capable members with a feeling of mission; Develop e-posting culture and feeling of responsibility in giving feedback.
- Hold open board meetings in different municipalities and invite local initiative groups;
- It is necessary to educate leaders and motivate village people to join KKJ;
- Find capable project writers and –leaders in order to implement bigger sustainable projects;
- Increase the participation of the members of KKJ in local and national politics, participate in the activities organised by the partners;
- Guarantee the quality of traditional events (information- and village days);
- Help village centres and information rooms establish internet connection;
- Work out the awarding system (statute of an honourable member, premium trip, result oriented salary system);
- Check regularly payment of membership fees and spending the money (audit);
- Continue keeping records of KKJ;
- Make the most of the structural funds in the project work.
5. Monitoring, assessment and Development of the Strategy
- The analysis of the strategy is performed once a year at the general assembly.
- Advisory opinion about the assessment and analysis of the strategy is taken from outside the organisation.
- The strategy is elaborated by the board members and the strategy working group.
- The main directions are based on the previous work of KKJ.
- The strategy is based on the network of the partners, well-motivated members, experienced and committed leaders.
- Setting the main directions and planning the activities is lead by the needs of the members and the possibilities.
- The focus is on highlighting positive examples and sharing experiences.
- The goal is to start international education in order to disseminate experiences.
- Creating and administering the data bank linked with village movement.
- The risks of the development of the strategy: decreased state support to rural life, conflicts between the members, expiry of financing, absence of interest towards education, unfavourable conditions for entrepreneurship in the rural areas, Estonia does not get support from the EP programmes, different attitude of local authorities towards rural movement.
- As a result of the monitoring of the strategy local initiative will grow and diverse entrepreneurship will develop. Järvamaa rural area will become popular habitation places for all the age groups with different economic, social and cultural interests.
- Permanent financing secures sustainable development of KKJ.
- Project based financing is conterminous. Created outputs can serve as inputs to the following projects. Previous experiences and communication with the donors help to plan the needs for the finances and writing applications.
- Public attention will be achieved by diverse and focused advertising.
- The principals proposed in the strategy are comprehensible and express positive development trends in the rural areas.