Holding on to what makes community organisations different
25 February 08Holding on to What Makes Community Organisations Different
Ann-Marie O’Brien describes herself as someone who works in a community organisation rather than a non-government organisation. She views the acronym NGO as defining community organisations by what they are not ( not government) rather than what they are - independent cooperative entities with identities defined by the communities in which they belong rather than the governments from which they may receive funding.
Ann-Marie discusses in this article how community organisations by reflecting on a set of alternative Quality standards can reaffirm their own identify and reinforce that which makes them different - their values and beliefs and the contribution community organisations can bring to creating a just and inclusive community.
The recent introduction of a Quality Assurance System for Disability Services Queensland ( DSQ) challenges community organisations which support people with a disability to consider whether the quality standards designed for the government and business sectors can and should be applied to community sector organisations. This is not to suggest that the Disability Services Standards being introduced are a bad thing. Community organisation must of course strive to ensure that they meet a set of funding, licensing and legislative standards in the way they operative. It would be amiss however if we failed to acknowledge the unique and different notions of quality held by community organisations and in our efforts to be “just like” business or government we lost our own identities.
The following list of ten standards for community organisations could be a starting point for a discussion about defining ‘quality’ for community organisations. Of course it is highly likely that some of these standards would appear too nebulous for an accreditation process and too difficult to measure. (and therefore not considered of value) This however does not make them any less real or important. They are at the core of who we are and what we do and represent the core elements of person-centred, community-connected, authentic, community organisations.
Quality Standards for Community Organisations
Standard 1
The community organisation has a strong identity and clear direction that is quite distinct and independent from legislative and funding directions. The organisation understands clearly their reason for existing and alters its direction in line with the goals and dreams of the people it supports, not government policy. The community organisation accounts firstly to the people it supports and then to other stakeholders, including government.
Standard 2
The community organisation has a set of values that guide its development. These values are know and held by everyone in the organisation and are referred to in all decision-making. These values have been tested by time and collective community wisdom and do not alter. Although the organisation may accept government funding to assist in the delivery of its services, it is prepared to reject government funding if required to stay true to its vision and values.
Standard 3
The community organisation delivers a quality service through its commitment to people rather that policy or procedure. It actively seeks out quality staff and members who share the vision and values of the organisation and who wish to make a difference in this world and then nurtures them in a climate of support and creativity. It rejects the notion that policy and procedure can guide the wrong people to do the right thing.
Standard 4
The community organisation has a servant leadership model where leadership is based on a conscious choice to serve others. Leaders in the organisation are first and foremost there to provide service to people who use the service and those who work for the organisation. Leaders accept and recognise others for their unique gift and seek to draw out, inspire and develop the best within others. The organisation values leadership qualities over management skill.
Standard 5
The community organisation balances leadership with good management practices. The organisation never loses sight of its core service nor allows “red tape” to distract from the core service. It seeks to develop organisational capacity to be flexible and responsive to the changing goals and circumstances of the people it serves while staying financially viable.
Standard 6
The community organisation is committed to right relationships with all people
The community organisation is first and foremost a community of people who share their lives with each other and as such seek to treat each other kindly, fairly and justly.
Standard 7
The community organisation encourages voluntary action from within the organisation and from the wider community. Unlike business and government, community organisations foster an atmosphere of freely-given time and energy to reach beyond and achieve more than funding will pay for. The agenda of a community organisation is far beyond a particular service or programme. It extends out to creating a better community and a better world.
Standard 8
The community organisation works for the common good of the society where citizens participate and are connected. The community organisation seeks to build social capital – trust, reciprocity and networks between individuals and / or groups in the community.
Standard 9
The community organisation values personal integrity amongst its members. Living within the community that is serviced by the community organisation, members and staff walk the talk of community connectedness and right relationships in their own lives. Living according to these values becomes more than a nine to five job, as those who are served by the organisation share a common community life with those who serve.
Standard 10
The community organisation works collaboratively with other organisations in the community sector, as well as with others in the business and government sectors.
Unlike a business, a community organisation rejects concepts of “healthy competition” or “marketplace driven agenda” and works collaboratively with others community organisations towards a higher agenda of inclusive and responsive communities. The community organisation is committed to supporting and sharing resources with other members of the community who are working to address need.
The journey of clarifying who we are and why we exist and why we need to hold on to what makes us different, is as important as any destination we might reach. Readers are invited to reflect on these alternative standards in light of their own experiences within community organisations that support people with a disability. If the vast majority of Disability Services Queensland funded services gain accreditation under the Quality System, will individuals with a disability and family members find all support services to be the same? Or will some stand out as being different? And if they do stand out, will it be because they are community organisations that are struggling to deliver an alternative version of quality.