Transnational cooperation strengthens organisational capacity

A survey among organisations involved in KISMET shows that transnational cooperation has significantly strengthened institutional capacity across the Baltic Sea Region. As of now, 47 organisations from Finland, Germany, Sweden, Denmark, Latvia, and Lithuania participated in the survey, including project partners, associated organisations, and external stakeholders.

Overall, 96 % of respondents reported an increase in their institutional capacity thanks to KISMET. Most organisations gained new knowledge and skills (98 %), introduced new tools (60 %), improved procedures and workflows (69 %), and in some cases updated their organisational structures (38 %).

Learning and inspiration for sustainable food systems

Participants highlighted strong learning outcomes, especially a deeper understanding of sustainable food systems and their complexity. Through workshops, pilot activities, and peer exchange, organisations gained insights into food cycles, procurement, circular economy approaches, and stakeholder engagement.

Many partners also reported that the project encouraged creativity and experimentation, for example by testing new collaboration models, developing local food initiatives, and rethinking how public procurement and food services can support sustainability goals.

“We have understood that strengthening the food system is a long-term process and that there is still a lot to be done — but the direction is clear. We have learned just how much work still lies ahead — there is a lot that still needs to be done” – Ainars Mitrofanovs from the Beekeeping Cooperative Society “Latvijas medus” (Sigulda Honey), Latvia

New tools and structured ways of working

The project helped organisations adopt practical tools and structured methods, such as roadmaps for food strategies, stakeholder mapping frameworks, and digital platforms for knowledge exchange. These tools supported more effective planning, monitoring, and communication.

In addition, many organisations introduced new procedures and workflows, including regular cooperation formats, structured stakeholder dialogues, and improved routines for planning and follow-up. These changes helped move from ad hoc activities towards more systematic and long-term approaches.

Stronger organisations and lasting cooperation

Some organisations reported formal changes in their organisational structures, such as new roles, governance models, or dedicated teams for sustainable food and procurement. Even without formal restructuring, participants noted stronger internal coordination, clearer responsibilities, and increased visibility.

Beyond organisational changes, the project strengthened networks and partnerships across borders. Participants valued the opportunity to exchange experiences, connect with decision-makers, and explore future collaboration opportunities.

Looking ahead

Overall, the project provided knowledge, tools, and confidence for organisations working on sustainable food systems. The transnational network built during the project continues to offer inspiration and support, helping partners move forward with their sustainability goals and future initiatives.

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