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Surpassing expectations - the Thandanani success story
Derek Alberts. Republished courtesy of Integrated Marketing Strategies (IMS)
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For a non-governmental organisation to remain in business, it needs to evolve into a self-sustaining entity run on business principles.
This is the view of Linda Aadnesgaard who, in her capacity as Executive Director of Thandanani Children's Foundation, has overseen its transformation from an impecunious NGO to a dynamic non-profit organisation (NPO) that directly affects the lives of 5 000 children in Greater Pietermaritzburg and Richmond.
In 1997, Aadnesgaard joined the organisation operating from two offices with two staff members and a part-time co-ordinator; six years later, Thandanani, a Section 21 company, is operating from its own building, employs 22 staff, and has signed up as a Proudly South African member. The financial picture is even more dramatic: in 1997, Thandanani operated a R200 000 budget of which 50% was consumed by wages - now it controls R7 million with 40% allocated to salaries.
The transformation did not take place in a vacuum, nor did it happen in chronological order. If anything, the agents of change appeared to be random, forcing Thandanani to re-assess its relevance in an increasingly hostile NGO environment. "My mandate in 1997 was to look at ways to deal with the impact of AIDS at community level in response to a realisation that orphanages no longer represent a viable solution to the growing number of parentless homes," says Aardnesgaard.
Much as the organisation looked northwards at established practices in countries such as Malawi and Uganda, the focus also turned inwards to examine organisational practices. It was a trying process, and more so as it was driven by the forceful personality of Aadnesgaard. "I went out to establish a very 'best of its kind' organisation, one that demands for expectations to be met."
It was, and still is, a tough battle to crack the stereotype of what an NGO should be, perceptions that exasperate Aadnesgaard. "Why shouldn't an NGO expect dedication, commitment and levels of professionalism from its staff? If business doesn't tolerate inefficiency, why should we?" Practically, Thandanani adopted a step-by-step approach to inculcate staff accountability and a work ethic, establish a solid donor base, and embrace planning as an organisational tool.
Arguably the most challenging investment was in staff development and resources, a practice that sets Thandanani apart from many other organisations. "We pay Pietermaritzburg market-related salaries in recognition of our staff carrying out difficult jobs under trying circumstances," she says. In return, staff members are held to detailed job descriptions and subjected to performance appraisals, tailored for the organisation by the accounting firm Deloitte and Touche.
The organisation has also bedded down support systems, including HR, finance and marketing, in its efforts to implement appropriate support strategies in keeping with its growth. And growth, as far as Aadnesgaard is concerned, is determined by the sphere of its operations and the impact of its activities. "We're employing two full-time social workers as part of our efforts to effectively serve seven wards in Richmond and 11 in Pietermaritzburg," she says.
Thandanani also has a three-member training department that educates and trains community volunteers on the rights of children and the processes they need to follow to gain access to educational and social services. These lessons, according to Aadnesgaard, have been incorporated into a training course that is now available to business.
"This course goes beyond the HIV/AIDS epidemic to deal with the psycho-social issues surrounding the death of the parent, and encourages both employers and employees to ensure that all documentation and key activities have been put in place timeously to ensure that the future of the children in our communities is secured," she says.
The organisation subscribes to the notion of partnerships, and is actively engaged in leveraging support, in cash and kind, from the local business community. "It takes any number of forms, from donations for specific projects to passing over obsolete equipment we may rehabilitate either for our use or to sell to raise funds," says Aardnesgaard.
At issue is the need to explode the perception that the odds against the impact of AIDS are overwhelmingly negative, often leading to a sense of hopeless despair and paralysis. Aadnesgaard says the organisation's website (www.thandanani.org.za) provides full details of the organisation and highlights some of the immediate needs. "The important thing to understand is that every action, no matter how modest, represents a step forward and that the sum of many small actions amount to a surprisingly significant intervention."
An enduring irony is that while overseas organisations tend to support Thandanani's efforts, local business (that is part of the greater community and is directly affected by the ubiquity of poverty and its manifestations), is not as involved as one would have expected. "We cannot expect children who have not had the benefit of adult guidance to share our value system, and unless they are educated, we are going to find it increasingly difficult to find the next generation of employees," she says. If anything, she cautions, one is likely to experience an increase in crime as these children struggle to feed themselves and their siblings. "Businesses in South Africa, and indeed Pietermaritzburg, needs to join hands with us to build a better community. It is in the best interests of everyone." |
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