Essential Features of Sustainable Community Organisations

Values

At their essence, all of these organizations start with a clearly articulated set of values from which they do not divert. They are courageous, even when they have to challenge the governments, business, the media and other powerful interests. In South African terms, they embody the notion of ‘Ubuntu’. Archbishop Tutu describes ‘ubuntu’ as the essence of being human. Ubuntu speaks particularly about the fact that you cannot exist as a human being in isolation. It speaks about our interconnectedness. You cannot be human all by yourself, and when you have this quality — Ubuntu – you understand that your humanity is extricably bound up in the humanity of others; what you do affects the whole world and you are generous with your dealings with all people – it is a social contract. In Australia, we translate this concept into values such as a commitment to social justice, social inclusion, integrity and compassion. But these are not merely concepts; rather they are principles for action. In Apartheid South Africa, this meant breaking down racial barriers within organizations even when this was illegal; it meant that the resources of the organization were expended on those most in need regardless of the expectations of others. In Australia, this may also mean challenging government decisions that adversely affect its citizens.

While all community organizations are founded on lofty ideals, it is their capacity to live these fully, at every level of the organizations that truly makes a difference. The organization I currently work for, The Housing Connection is one such values driven organization. An adult disability service, it was started before the Richmond Report recommended de-instutionalisation, by a group of parents committed to giving their children a different future. It was based on clearly defined values of citizenship rights and social integration and has never diverted from its path. One example of this is its refusal to operate group homes, believing that it is very difficult to meet individual needs in a group context. Therefore, despite government funding policies, the organization has always supported individuals to live in the community individually, or with somebody they choose to live with.

Another example is the Board’s repeated support of staff wage rises; and their willingness to pay staff members who take industrial action for better conditions. It has also been willing to challenge official decisions – most recently those of ADHC and NSW Trustee and Guardian in two different situations – and to refuse to accept outcomes that are not in the interests of those we support.

Values need to be integrated into the organization at every level – a Board may fulfill all its governance responsibilities and yet not work congruently with espoused values. One Board I worked with for example wanted to know confidential details of clients’ financial circumstances and tried to fire a staff member because he was gay! Difficult to imagine in the face of both privacy and anti-discrimination legislation but still true!
So – the first feature of sustainable organizations is the capacity to both be clear about its guiding values and a demonstrable capacity to live by them.

Vision

For an organization to be sustainable, it needs to have vision. It is not enough to know what it is doing now; it needs to have ideals that guide it forward, a capacity to move and change as circumstances alter and the ability to evolve to take up new opportunities. This means a capacity to think and act strategically and not drown in the day-to-day operations.

This can be hard for a small organization – but there are ways of ensuring this is achieved. The way in which a Board agenda is prepared can help to structure discussion towards strategic considerations and in developing a strategic way of thinking, the leadership of the organization can develop the strategic implications from the mundane email and information that bombards their inbox. Even in a small organization, the senior management needs to give time to looking ahead. In an organization where there is a single co-ordinator, this may mean working with other like-minded organizations in developing the vision.

Delivering on its vision

However, ideals and vision without action are merely empty slogans. So for organizations to be sustainable, they need to deliver quality services. For The Housing Connection, this has meant consistently – over decades – putting the client at the centre of all we do; ensuring individualized quality services and willingly taking on clients who ‘fall between the gaps’ and who are often turned away from other services. In doing so, we have developed a reputation that is protective in sustaining the organization, and ADHC regularly approaches us to help with clients who are in the ‘too hard’ basket.

Create a niche in the service provision sector

Unlike larger organisations, a small NGO cannot generally provide multifaceted services effectively and cannot complete on factors such as economies of scale and breadth of service provision. It is valuable therefore for small organisations to focus on what they do really well and to specialise in this area. It is therefore critical they are defined by excellence in specific ways – for example providing a particular service or serving a particular segment of the community and through their extensive links within the community where they are located.

Adapt to changing needs

One of the great advantages small organisations have over large ones is their capacity to move very quickly as circumstances changes. They do not have large bureaucracies through which the decision making processes must progress. Small NGOs can therefore keep abreast of changing needs and adapt their programs as required.

Develop an active and involved membership

Many small NGOs feel threatened that they will be ‘swallowed’ by larger organisations in a climate in which government funders may find it easier to deal with a smaller number of larger service providers. In these circumstances, an active and involved membership comprised of interested stakeholders can be helpful. Members can include service users, their families and friends, representatives of the local business and members of related service providers. This involves using a community development approach which conceptualises the organisation as a ‘community of interest’. It is much harder to pressure an organisation to amalgamate when it has an active and interested membership. Engaged and carefully trained volunteers can also be extremely helpful but it is essential to ensure that proper training and support processes are in place.

Develop strategic partnerships

There are times when a project is simply too large for a small NGO to manage on its own. In these circumstances, it may be useful to develop a strategic partnership with a related organisation so that a joint submission can be developed. Issues of governance and accountability will of course need to be negotiated and agreed upfront.

Share services with other organisations

Small organisations frequently do not have the funds to obtain a wide range of critical skills and resources for their service. In such circumstances, it makes sense to share resources with other services – either those that are geographically close, that share similar purposes or have similar needs. For example, a group of services may purchase a bus or car. Another group may employ a package of Information and Communication Technology support collectively or they may collaborate in developing a specific policy and training. It may also help to develop shared purchasing arrangements with other service providers so you can achieve discounts via bulk purchasing.

Participate in the activities of regional and sector peak bodies

Often small organisations do not have the resources to participate in sector-wide issues…they are so busy just managing on a day-to-day level. Nevertheless, it can be extremely beneficial to join in with the work of a relevant peak body to promote your organisation’s interests at the state level. It is important to make strategic choices about the meetings and forums you attend to ensure that your participation adds value for your service and client groups, instead of simply taking time.

Ensure a responsive and creative workplace

In the same way that a smaller service can be responsive to changing community needs, it can also be responsive to creative ideas from employees. Ensure that there are avenues for staff members to have input into the ways in which the work is carried out and how this might be changed for the better. Workers who feel that they have some control over the work they do are likely to be far more engaged and loyal. It is important for decision making processes to be collaborative so that the voices of employees can be heard. This requires effective and open leadership.

Maintain effective relationships with funding bodies

It is always critical to maintain effective relationships with key contacts within relevant government departments or other funders. Courtesy visits are helpful whenever there is a change in personnel so that you can personally give the representative a brief history of the service, the funding program and any current issues. Ensure that reporting deadlines are met and that relevant criteria are addressed. If there are any key changes within the organisation, or if it is possible that there may be difficulties in achieving the expectations within funding agreements, contact the funding body pro-actively so that the situation can be resolved co-operatively.
Develop relationships with educational institutions

One of the important issues that affect the sector is the disjunction between theory, policy and practice. Practice is seldom evidence-based and key workers may not be up to date with current trends in the field. One of the easiest (and cost-effective) ways of ensuring that this matter is addressed is the development of relationships with key educational institutions. Students on placement (social work, occupational therapy or youth work for example) are an excellent resource and come with a wealth of current literature as well as access to seminars for supervisors. Often they have the capacity to conduct small research projects which the organisation could not fund itself.

Examine ways to provide on site accredited training such as qualifications endorsed by the Health and Community Services Industry Training Board. The Commonwealth provides funding to Registered Training Organisations to provide training and the State government offers direct assistance to organisations that offer traineeships. There are minimum numbers required for training to proceed and here again it may be useful to develop strategic partnerships. Other staff members, who may not be enrolled in the formal training, can still ‘piggy back’ on these training programs and benefit from the opportunity to develop new knowledge and skills.

Community support

This aspect, community support for the organization, is a key factor in sustainability. When an organization has an active, engaged membership and strong links to local organizations, businesses, and councils they have a far greater capacity to withstand external threats such as any push for takeovers or mergers or the prospect of losing funding for any program. This of course takes work and a community development process is needed to keep these stakeholders engaged. This involves including members in social functions, enabling them to be part of the successes of the organization; speaking at local meetings; being willing to give to other organizations and offering them support, as well as receive.

In one example, where an organization was threatened by the self-interest of some Board members, the membership was able to rally. Merely threatening to call a Special General Meeting was sufficient to ensure the Board kept on track in keeping with the wishes of an engaged membership. Another recent example is that of capturing the combined efforts of clients, staff and the Board to support another organization’s drive to support destitute families – this is an organization that regularly supports us with its music studio facilities and makeovers of client’s homes.
Ensure that effective management and governance processes are in place

Being small is no excuse for shoddy management and governance processes – but it is hard for small organisations to keep abreast of what is required. Resources such as those available on the NCOSS website can be accessed readily. Your regional peak or sector specific peak organisation may also be extremely helpful in this regard. Other organisations that may be useful include employer organisations such as Jobs Australia. Given that governments are outsourcing a large amount of services and the great responsibilities placed upon community service organisations as a result, it is essential to ensure that effective risk assessment and risk management strategies are in place.

Governance

Effective governance is intrinsic to sustainable organizations. In an increasingly complex environment, organizations may struggle with recruiting effective Board members and ensuring compliance with the myriad requirements of legislation, funding agreements, policies and best practice. However, without effective governance, organizations cannot be sustainable and often the CEO has a key role in supporting the Board to undertake its role effectively. In order to ensure effective governance, attention needs to be paid to:

• Board recruitment, induction and orientation
• Governance policies
• Legal compliance
• Risk management
• Effective financial management
• Management of the CEO and positive relationship between the Board and the CEO
• Strategic thinking

This can feel overwhelming for a small organization but today there are so many resources available that can be drawn on including the NCOSS Management Support Unit, the ADHC funded NDS Governance program and numerous websites including Conscious Governance and Blue Avocado – you do not have to re-invent the wheel.

Management

The most significant role of the CEO or equivalent of a community organization is to create an environment in which other members of the team can feel supported, where they can thrive and work creatively to achieve the goals of the organization and to engender an atmosphere of calm consistency. Without effective management, sustainable organizations are not possible. So what are the critical tasks of the management team?

Staffing

Staff selection, development and training. In any NGO, the staff members are the most valuable resource – to be treasured and nourished. This is demonstrated in many ways:

o Congruence in values – ensuring staff are treated in a manner that accords with the stated values
o Systematic training opportunities – both internal and external
o The opportunity to be creative and to provide the best possible service they can to clients
o Internal promotion wherever possible
o Opportunities for exchanges with staff from other organizations

One of the outcomes of effective human resources policies and processes is the capacity to retain and develop staff. Rapid turnover of staff is an ongoing issue in a sector in which staff members are underpaid. In the organization in which I work, the thirteen most senior staff members have worked for an average of 7.5 years and a median of 7. Of the thirteen, ten were promoted internally and three started out as students.

Flexibility with staff members is another hallmark of a sustainable organization – enabling those in a highly mobile workforce to leave to travel, study, to become parents and to return again or work part-time so that their expertise is retained.

Creativity

If staff members cannot be creative, it will not be possible for them to sustain their interest in the organization. In our context, while the bread and butter work of support workers is to enable those we support to develop independent living skills and social networks, it is equally important – for both staff and clients – to have opportunities to dream and to do things outside the square. For us this has meant supporting clients with intellectual disabilities to write, produce and stage a play; to visit NASA and witness the final launch of the shuttle Atlantis – the fulfillment of a lifelong dream; and to support a group of clients to write, perform and record music and lyrics to their own CD. We do our best to say ‘Why not!’ when presented with a creative idea. This may also include the opportunity to enable a range of staff members to represent the organization at external meetings and conferences.

Teamwork

Sustainable organizations need people working together collaboratively and co-operatively. When people work in silos, organizations face grave challenges in terms of engendering flexibility and creativity. Where possible, people need to be able to cover for each other in times of leave, illness or other emergencies and teamwork gives people opportunity to learn different tasks.

Teamwork also means having fun together and a range of social opportunities may help to build cohesion as long as there is no pressure on staff members to attend.

Policy development

Policies – all community organizations have policies but these need to be living, creative documents that accurately describe the work of the organization. The worst policy document I have read was written by a besieged office administrator in a Alcohol and Other Drug service who was dumped with the job, but who had no idea of its purpose or how to make it live. The most enlightened policy manual I have seen was written from the perspective of the person receiving the service, describing the experience that s/he, staff members and other stakeholders would have as they moved through the organization. It was an inspiring document that moved me to tears and motivated staff to work towards their highest ideals.

Again – you do not have to reinvent the wheel and there are many policy documents that can be borrowed and amended.

Financial management and administration

Any sustainable organization has to have robust financial management processes, transparency and accountability and needs to use its resources carefully. It is not possible to attract funding from government or private sources unless there is confidence in the manner in which these resources are used. This can be difficult for some small organizations and the many options for sharing back-office systems are certainly an option in this case. NCOSS has done a great deal of work in this area and can assist small organizations seeking to share resources.

The case for diversity

The fact that there are so many small NGOs within the community services sector may have some negative connotations – consistency in service delivery is not assured, some areas may miss out altogether, it is more difficult to ensure effective co-ordination and relationships between government departments and the sector are more complex to negotiate. However, there is also much strength within these organisations, and it is the opportunities inherent in the current circumstances that we can mine to ensure that small NGOs remain a vibrant, creative and effective component of the sector.

Table of Contents

Related posts:

1. Sustainable Community Organisations in this Time of Challenge
2. Sustainable Community Organisations – The Context
3. Sustainable Organisations