Sustainability Issue: Policy and Program Levels

Case of the Jane Goodall Institute Tanzania (JGI-TZ) - For Wildlife

Research, Education, Conservation & Development

Working Definitions:Institutional Sustainability

• An institution is regarded sustainable when it has the strength to survive and develop to fulfill its long term functions. An institution will be sustainable if it is able to:– Secure necessary inputs and support;– Efficiently and effectively continue with

activities and outputs that are valued by its stakeholders

• Broadly, IS includes institutional strengthening and capacity building

I/Strengthening & C/Building

• Institutional strengthening - the process whereby an institution increases its capacities and performance in relation to its goals & resources

• “Capacity building” - the process of enhancing ability of individuals, organizations and broader systems to perform their functions effectively & efficiently

The Jane Goodall Institute Tanzania Experience

• JGI-TZ is a non Governmental, non for profit organization

• Most of the JGI-TZ operations, programs and projects are donor funded

• One of the JGI-TZ challenges is to be able to sustain the institution and its programs and projects

• How/what?

1. Maintaining its Legal Status

• Has legal registration as NFP/NGO• Deals with Wildlife research, Education, Conservation & Development• Has a certificate of incorporation and a constitution with clear purposes

2. Enhancing & Updating Organizational Strategy (APSP

and Country Strategy)• Holistic/integrated purposes &

strategic objectives• Purposes clearly stipulated in the

constitution• Goals - relevant to the country

needs• Purposes give room for flexibility

and adaptation - to new demands

3. Complying to the Organizational Management

systems• Executive bodies - Board of Trustees, Executive

committee - that provides overall institutional direction• Directorates and departments - critically reflect on the

institution’s performance and development• Effective operational systems and procedures –

(personnel and financial policies, sufficient internal control mechanisms, monitoring and evaluation and reporting plan)

• Has internal structure which conforms to administrative principles concerning span of control, clearness of authority and division of roles and responsibility. New projects can easily be accommodated by existing structures. No parallel structures

GSRC (Director)

Executive Committee

Jane Goodall Institute – Tanzania Organization Structure

JGI-TANZANIABoard of Trustees

TACARE(Manager)

GGE PROGRAM (Director)

ROOTS & SHOOTS PROGRAM

(National Director)

Executive Director

Finance Dept. (FC)

Directorate of Conservation

Sciences (Director)

Research Programs Directors

Heads of Departments/Sections

Zonal Coordinators

Regional Coordinators

Human Resources

Dept (SHRO)

Projects (Managers/ Coordinators)

MUE PROGRAM (Director)

4. Strategic fundraising• Available resources are sufficient to cover major

recurrent and capital expenditures (diversifying sources of funding)

• Current Critical Partners/donors– JGI-US– USAID/Tanzania– Pritzker Foundation– UN (UNICEF & UNDP)

• Current Important Partners/donors– Other JGIs (JGI-Canada, JGI-Japan, JGI-Netherlands,

JGI-UK– Annenberg Foundation, – Rapid Funding Envelop (RFE)– Pact Tanzania (USAID)– NFK– Others

5. Maintaining its Infrastructure

• Has good infrastructure:• permanent buildings• Offices• Vehicles• adequate communication

systems and equipment

6. Observing Proper Personnel Management

• Relevant and competent technical, managerial & administrative staff and volunteers

• Comply with mandatory staff incentives and compensation

• Presence of workers union branch• Norms and rules for recruitment, rewarding and

promotion of staff and volunteers in place• Mechanisms to resolve conflicts in place• Acceptable staff turnover

Year 2003 2004 2005 2006 2007P/staff 70 71 84 98 122

7. Building Linkages/Networks

• Has productive links with relevant national and international partners

• Has stable group of donors, partners & collaborators

• Donors do not conflict with each other or with the government policies

• Ability to influence partnerships

8. Solicitation of Political will & support

• Has good political support• Operations acceptable and supported by

national and local authorities• Non discriminative culture (color, religion,

nationality• Transparency & accountability & no dirty

practices and attitudes, such as corruption• Local ownership of the operations and

results (participatory planning, implementing and evaluating)

JGI-TZ Programs/Projects Sustainability

• The key to success in JGI-TZ sustainability comes from strong programs that bridge gaps and provide real socio-economic value, development & environmental care.

• Projects/programs:• Research (GSRC - Gombe) (1965)• Education & Environmental Education (Roots & Shoots -

countrywide) (1991)• Integrated Community Based Conservation (TACARE/GGE -

Kigoma) (1994)• Integrated Community Based Conservation (MUE -

TACARE/GGE replicate - Kigoma & Mpanda) (2006)• Almost all project and program are donor funded. However

most/all of them have been continued for years. For example TACARE has continued to expand since it started in 1994 and attracted more partners/donors. Why?

1. Relevant projects and programs

• Address national issues and needs (policies & strategies & surveys)

• Address community needs so attracts community support

Youth summit – to identify issues

2. Holistic/integrated

• Projects address basic community issues/needs– Ecological (forestry)– Economic (Agriculture, micro credit schemes)– Educational (EE, scholarships esp. for girls, R&S)– Health (HIV/AIDS, Family Planning, Child

survival, water (safety, availability, sanitation), school greening

– Science for management (GIS, adoptable appropriate technology – fuel efficient technology)

– Planning (LUP, CAP)

3. Stakeholders Participation

• Members of the local community, community leaders & government practitioners (planning, implementation, monitoring and evaluation)– Eg. Village Nursery Attendants,

Community Based Delivery team, youth leaders & local government experts, volunteers)

• Partners, other players, collaborators • Policy makers

Working group in action

Aesthetic Monitoring & Evaluation

4. Others• Local groups capacity building

(for effective participation)• Recruitment of multidisciplinary

skilled staff• Voluntarism (national &

international)• Community benefits from their

support

Awards - CEAS (supported by USAID)

Challenges• Sectoral syndrome among some

stakeholders• Danger of over-dependency (JGI/donors &

communities/JGI)• Over-expectations among community

members• Demands from neighbors and other

stakeholders against available resources• Ability to interpret integrated/holistic

approach initiatives for replication

Conclusion (Lessons)

• Donor funded activities can be sustained• Projects/programs sustainability to a large

extent depend on institutional sustainability

• Stakeholders participation is key for sustainability

• Education (beyond awareness) and publicity can influence sustainability

Thank you for listening !!

• References• http://www.norad.no/norsk/files/handbook• NORAD (2000) Handbook in Assessment

of Institutional Sustainability - Oslo, June