Building capacities of small, rural grassroot NGOs

When we asked over 100 stakeholders in the sector what makes for a good NGO, the response was clear and vivid – 205 parameters across eight (8) subjects. This was the basis for our OD journey about seven years back.

Dhwani Foundation then experimented with 25 small, rural partners in Karnataka. It found their average scores across these parameters was a mere 40 %. We have since rolled out our OD program called ‘Niranthara’ to over 200 partners.

It has been a humbling experience even as Dhwani foundation is more exposed to this world of rural, small NGOs. Many of them are led by women. It tells us that there is no limit to improvement, and to learning.

Our learnings and discoveries

Several leaders of small, rural NGOs are from the community having personally grown up experiencing the pains that the community faces. They understand local issues intimately and understand the constraints. They also have a huge draw from within the community.

Their programs tend to be well run. These are also tuned to address real issues. However, they are ill exposed, hesitant during their interactions with the donors of today, lacking knowledge.

Aware of their shortcomings, they are most willing to change and adapt. They have exhibited this capability across our several cohorts consistently.

Finding the right set of partners is nevertheless crucial. Since the need for OD is muted, during onboarding campaigns, we ask participants in small groups about their experience and changes seen with donors, governments, beneficiaries and the staff. The overwhelming response is an inability to deal with change. This becomes the basis for explaining Niranthara. We have also learnt to be honest about how much time, effort and change-related challenges they will undergo and be somewhat discouraging.

From about 300-350 applicants who become interested in the program, through local campaigns, application of a minimum criterion, panel interviews and some field visits, we eventually find 30 partners.

As we enter new states where we are unknown, winning their trust, building a connect is key. “Our intent shows.” It becomes the basis for buy-in or the lack of it. Hence an honest engagement, truly invested, showing respect, and one lacking any judgement, is one step. Learning by doing vs. ‘gyan’, and being supportive is another. Dealing in a direct way with dysfunctional behavior is the third step, combined with ongoing measurement of progress.

Cohorts compete and drive each other’s behavior and actions. Much of the learning happens through peers too.

Our help desk works closely with partners on implementation. We use assessments to measure progress and share results openly. This, in turn, spurs the low performers to pick up and run hard. Informal consultations between partners, cluster meetings for sharing leanings, exposure to external speakers, and at least two field visits by senior management are ways in which the process of implementation is channeled.

The methodology is as follows. We share with them as pre-work all the material one would normally share in a classroom. Then we give the participants assignments so that they come in with certain preparations. We work with them on as many real-life situations in the classroom as possible. They complete the assignment with help from our help desk. We also assign them a field visit and a real-life experience to see the effect. The participants also discuss their leanings.

The process of change is influenced by a multi-pronged influence – from the leader, the Board, and the staff. During the field visits, a meeting is held with the leader, the Board, the two dedicated staff, and the rest of the staff. Feedback and inputs are provided based on this meeting. This serves to collectively push the organization toward the desired change.

While awards and rewards are a motivator, the greatest learnings for our partners comes from real life experiences while meeting donors, seeing changes in their staff/ their Board and the changes they see in themselves. Our partners have a good word to say about the program. We have also seen a number of them grow over the years. However, we caution that scaling and growing should not take them away from their true strengths. They must not become self-serving as opposed to serving the community. Our processes aim to help them hold on tighter to their vision than ever before. And there is so much more to do…

About Dhwani Foundation

Dhwani Foundation was established in 2006. It has a team of 55 members. It has a presence in Karnataka, TN, AP, Odisha and Jharkhand. The CSO hopes to have a presence in the Northeast in the near future.

Over the last seven (7) years it has worked with over 200 NGOs through its Niranthara program and its variants. An e-learning version has touched over 800 small and rural NGOs remotely. The program itself revolves around the following eight (8) subjects – F&A, Compliance, HR, MIS, Governance, Program Management, Fund Raising and Marketing, Leadership and Strategy.

Dhwani has also worked with six (6) different federation across TN and AP to build their capabilities, as well as to be the voice for the sector. More recently, it has been engaging with the CSR world through webinars and a series of CSR round table meetings.

Why is it working

Funds in the social sector are often narrowly directed toward large, urban players. Balancing this flow is needed. Small and rural NGOs do great work. However, they have adjusted very little to the new world. Building capacities of these NGOs will mean the availability of more funds to this segment of the social sector. This money stretches more with higher probability for impact.

On the other hand, unspent funds are a growing problem. Funders are constantly looking for right partners. This gap is addressed by our OD program. This is why our approach we believe, is welcome.

Challenges faced

In implementing, several leaders are stuck in their ways. We try to move the leaders to action through exposure to other well established players, and through straight talk. We also work with all the members of the organization across the hierarchy – from the Board to the leaders to staff members. Graduated leaders also talk to participants about the challenges they have faced and how they have dealt with these.

The process of winning the participants’ trust is a long one. Being consistent, a balance of being direct and supportive with our partners, and lending good advice are ways in which they assess and accept Dhwani.

However, the fact that we have a rigorous process of selection helps. From the very beginning, we share the facts of the program ‘as it is’. We highlight the challenges of the change process. We let the leaders assess for themselves if they can commit.

The experience of Child Voice, as narrated by Annadurai S, Managing Trustee

“I am happy to express my gratitude to the entire team of Dhwani Foundation. They have helped us develop our organization’s compliance and governance aspects. These include matters related to leadership, MIS, accounting and finance management systems, and fundraising skills. Now we are able to improve our administrative skills through 20 months capacity building process undertaken through their Niranthara Program.

“The training received from the experts in the field of Finance and Accounting has broadened our understanding and knowledge in handling the day-to-day activities. Niranthara has helped us fulfil all the necessary compliance. The inputs into the strategic planning process have given us a new vision and mission and insights into sustainable development.

“In the process, we have been able to develop a holistic approach in our service to children and allied communities. We have also learned to be more transparent and accountable to the donors. We have developed processes to become more professional and ethical as well.

“All of this has helped bring recognition for the organization’s work. We have also been able to attract funding for the cause. Recently we received a grant from Ajim Premji Foundation. “We have found the partnership with Dhwani Foundation to be beneficial. Its staff are committed, have a strong work ethic, and are very friendly.”

The Dhwani approach to building programs and interventions

We start with a survey of all the relevant stakeholders. We then seek their views. We categorize the responses into logical buckets and attempt to parameterize these. The goal is to have an objective set of indicators that can differentiate the good from the bad. These then become our endline metrics for the program at an output level.

We define scope (in and out). A curriculum is then built to address the knowledge gap and the process of addressing this. We then define a set of criteria for who will participate vs. who will not. Following this, we define the relevant rules and outcomes.

We then run the program through potential participants, and other stakeholders. A pilot program is first held to test all the assumptions. Senior members hold these programs closely and ask the hard questions. We check the participants’ feedback and changes are made even as the need appears.

This approach has been tried across our Niranthara variants. It also informs our federation program and our program with CSR initiatives.

In conclusion

Leaders and organizations respond to reason. They are responsive to solutions that work and help. As a provider, the trick is to stay close to ground and listen and respond.

Further, our hearts need to be ready to pick up real-end goals fearlessly. We must not be limited to sheer process goals or to only what is within our control. Half measures kill programs.

Lastly, we also need to persevere till the end, with the belief that it will work. It usually does.