CRITICAL FACTORS AFFECTING SUSTAINABILITY OF CBR PROGRAMMES
The term `sustainability' is commonly expressed in association with finding funds for CBR programmes. This interpretation of its meaning does not consider its relationship to many other aspects of the CBR programmes. Sustainability is a long-term concept, which addresses the citizens' central concerns and values, looks to the future, strengthens a community's ability to deal with change, develops processes for finding common ground, strives to benefit all members of the community, emphasises citizen involvement, improves accountability, develops a vision for the future, keeps track of the progress, and meets the basic resource needs.
`Sustainability' may be defined as the ability of the system to perpetuate itself using locally appropriate strategies (mission), which are predetermined by the governance of the system, who would like to see the system continue until its goals (vision) are fulfilled.
- Financial sustainability of the 'organisation' : Often refers to sustainability of the catalyst organisation's (usually an NGO in developing countries) structure and personnel, and not to sustainability of the programme. In times of diminished finances, the catalyst often changes the goals of the programme, thus sacrificing the programme in the interests of the catalyst organisation.
- Sustainability of the `mission' and 'vision' of the programme : This refers to preserving, perpetuating, maintaining, keeping alive or keep going in relation to the goals of the programme.
Phases of growth of an organisation
- Initial catalyst phase : Initial 1-2 years of high intensity involvement of a few initiators.
- Growth phase : Phase of creative expansion of work for 2-3 years.
- Crisis phase : A phase of conflict ridden decision making, which may lead to collapse of the programme, or a reorganisation, occurring usually around the 5th year of growth.
- Phase of sustainable growth : Steady phase of growth to fulfil the vision, after the initial years.
| Components of the system | Factors influencing sustainability | Strategies to improve sustainability |
| Organisation as a whole | Institution building Developing organisational values Developing self reliance |
Establish credible governance Establish appropriate legal frame work Establish institutional ethics Transparency of organisational affairs Influence competitors to become collaborators Generate goodwill from community |
| Policies | Developing need related policies Developing strategies manageable within available resources Participation of all stake-holders in developing vision, mission and objectives Developing policies congruent with national plans Transparency of policies & strategies Developing valid vision & mission |
Institute participatory analysis of needs and resources, literature review and feasibility study before starting the programme Develop strategies through participation of stakeholders Include all direct and indirect stake holders in decision making Refer & consult national plans Clarity of policies and plans Undertake pilot project before starting the programme Develop quantifiable definitions of strategic activities Maintenance of permanency of vision and mission |
| Management | Establishing accountability Studying feasibility before initiating strategies Establishing efficiency of administrative systems Establishing personnel management systems |
Improve transparency through communications Effectively use of infrastructure Describe roles & responsibilities & institute appraisals Establish consensual decision making, regular monitoring, & participatory planning,Respond to consumer needs Avoid high staff turnover Institute career planning for personnel Enhance training of appropriate skills |
| Leadership | `Personality' of the leader Transparency in communications Technical skill High motivation Supervisory ability |
Promote democratic leadership Phase out unsuccessful strategies Introduce mid course changes Avoid hidden agenda Enhance motivation of personnel Enhance interest of all stakeholders Decentralise operations & transfer responsibilities to disabled persons & their families |
| Financial | Optimal use of resources Ensuring cost effective and cost beneficial interventions Availability of financial resources Access to national governmental and non-governmental funds Ability to change according to national & international economic changes Avoidance of over-funding beyond the project's capability for expansion |
Avail multiple sources of funding Access governmental funds & community funds Designate income & expenditure to activitiesInstitute cost efficiency and cost benefit analysis Avoid over-funding of projects |
| Interventions | Training Research Coverage/Quality Monitoring/ Evaluation Awareness |
Use proved interventions Use appropriate technology suitable to local culture Train and update intervention skills Undertake research to upgrade interventions Aim for maximum coverage, with available funds at optimum quality Terminate unsuccessful strategies Monitor regularly and make corrections Evaluate periodically and make mid course changes in objectivesInstitute structured and target related awareness building |
| Phase out | Withdrawal of the catalyst agency Technical & financial self sufficiency Attitude change in the community Permanency of the `vision' & `mission' of the programme Wide dissemination of policies to all stake holders Proven methods of interventions Rapport with the community and the clients Well established administrative system |
Develop time specified, area specific, sector specific withdrawal plan Improve community participation at all levels of the programme including monitoring and evaluation Empower participation of disabled persons & their families in the project Encourage maximal use of volunteers from the community Avoid mid course changes in `vision' & `mission'. |
Dr. Maya Thomas & Dr. M J Thomas
J-124, Ushas Apts, 16th Main, 4th Block, Jayanagar, Bangalore - 560 011, India
Tel and fax : 91-80-6633762
Email : thomasmaya@hotmail.com
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