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sustainable organizations Context Elements 1. Clarity and potential of purpose The purpose for which the organization is set-up, the goal orientedness, should be very clear to the founders. Strategically, one can opt for a direct service orientation or for networking, for capacity building (training), advocacy, or awareness building on social issues, etc. The nature and purpose and its application will determine the kind of program, the resource base and human resource required. As the purpose differs, the requirements to make an organization sustainable will also change. Similarly, the purpose identified should have enduring value and relevance so that it continues to inspire and exhort the members and staff to work for achieving the purpose. 2. Cohesive group of founders It is essential that the group which establishes the organization should be made of like-minded persons, whose motives are not only coherent but the group is cohesive and the purpose is nurtured unanimously. 3. Pro active leadership It is quite essential that the leadership is undisputed and the style of governance carry the crowd and deliver the goods. Effective and pro-active leadership nurture the sustainability. However, the leadership should respect democracy and collective decision making and avoid autocracy and high handedness. 4. Professional orientation The organization is managed professionally. The strategies are founded on scientific approaches of planning, implementation, monitoring and evaluating from the very beginning so that sustainability becomes a core value. Decision-making need be decentralized and systems should be adhered to, to avoid individualistic monopoly. Credence to public opinion and social audit will have value in nurturing the concept of self-reliance. 5. Transparency, accountability and credibility The organization should cherish transparency. It should be open to public gaze. The program, the budget, the systems and procedures, control and compliance structures should be such that the transactions within and outside the organization are transparent. Accountability is of foremost value which requires to be cultivated right from the beginning and continue to nurture as it pays. It is a decisive factor in promoting sustainable organization. Credibility, qualitative programs at the field level in tune with the objectives of the organization and result orientedness will sustain an organization in the long run. Transparency, accountability and credibility are factors, which contribute positively to the sustainability of an organization. 6. Human resource management The most crucial element of developing a sustainable organization is its Human Resource and their management. A committed, dedicated and a loyal human cadre shall sustain an organization and corroborate with its Goals and objectives. It is not easy to retain good cadres, specially when the voluntary sector compete with corporates for the same quality of performance. It is essential that a social organization in its professionalizing effort give credence to a well oiled Human Resource Management systems and process. The processes of recruitment, induction, job placement and orientation, valuation of job output, performance management (assessment) process, rewards and incentive systems, career options and opportunities commensurate with individual growth and growth of the organization. It is a great challenge to voluntary sector to possess and nurture a professional cadre of human power. 7. Values and ethics This is an over-riding quality for any organization voluntary or commercial, more so for voluntary sector, precisely because of the nature of funding and public interest involved. The value system of the organization and the ethics by which it is governed will stand in good stead to promote sustainable organization. The transparency, accountability and credibility are part of the value system. The ideological moorings, the philosophy of service, valuation of action in public view are akin to the ethics followed by the organization. In a corrupt system holding on to values and ethics is a great challenge and it affects directly the growth and quality. It is a dilemma for the NGO’s, to keep up values and ethics. However, for developing a sustainable organization, one cannot overlook but adhere to the values and ethics. 8. Marketing Although the nature of activity of NGO is not for profit, it is essential that for developing a sustainable organization one need to have a marketing strategy for creating a good image among the public, so that resource mobilization will be effective. This calls for lot of systematic and hard work to reach information on the plans, implementation, results, etc. and to gather data for future policy and strategy. It is essential to keep the supporters informed for improving upon the Resource base. 9. Stakeholders As is the case in every sphere, the NGO also has two categories of stakeholders. The receivers and the givers. The NGO’s cannot have a differential approach in maintaining the stakeholdership. The poor, the dominant elements of NGO, though vulnerable, are to be given equal attention and respect as the donors. Equal attention need be given and nurturing of the beneficiaries to self-reliance along with meeting the demands of the donors and supports need to be balanced. 10. Balance up-scaling Up-scaling is a phenomenon akin to developing a sustainable organization. It is a challenge to manage size and maintain quality of program vis a vis growth of an organization. The strategies should be so evolved as not to deviate from the purpose while up scaling. The interest of the stakeholders, of both beneficiaries and donors, are to be kept in view while up scaling or diversifying programmes. Conclusion The above indicators are not at all exhaustive. It is also important to remember that sustainability cannot be attained overnight. Sustainability has to be incorporated as a policy of the organization, planned from the beginning and built up over the years. If I am asked to name an organization which demonstrates these features, I am inclined to mention Deepalaya, of which I am one of the founders and with which I am associated for the last 26 years. Deepalaya started with 5 children, Rs.17,500/- contributed by its 7 founder members and over the years it has educated nearly 40,000 children. Currently, it is educating over 2,000 children through its formal and non-formal education programmes. It is committed to, as well as equipped to educate many more, with reasonably reliable human and financial resources. Contributed by T.K. Mathew of Deepalaya. To learn
more about Deepalaya’s project for REACH India, go to www.reachindia.org/partner_ngos/delhi_deepalaya.htm
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Reaching & Educating At-risk Children
Ideological
continuance