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
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
4. Others• Local groups capacity building
(for effective participation)• Recruitment of multidisciplinary
skilled staff• Voluntarism (national &
international)• Community benefits from their
support
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