A lot goes on behind the scenes to get an organization’s CSR programming off the ground. Sorting your internal processes is as important as crafting your CSR strategy and plan. In India, with the 2% CSR mandate, organizations are expected to align internal teams and approaches to meet the evolving expectations of employees, management, partner NGOs and the communities.
Mitigating risks, improving connections and accurate records are a few of the benefits of a robust CSR execution plan. In this post I am sharing some pointers to help your organization gain from stronger internal change management processes.
- Onboard the right team: To begin, choose people who can add value and support your programming. Enlist your Finance, Legal. Administration, Leadership, Procurement and Communication teams. Each team has a role to play in providing guidance, engaging at the right time and championing the agenda. Basis their experience from the previous year, most organizations have a fair sense of what does work and what needs improvement in supporting causes that matter.
- Clarify the roles and responsibilities: Very often, gaps arise when internal teams aren’t sure of who owns which piece of the process. Be it the Finance team who provides guidance on the 2% funds available to the legal team who review and conduct due diligence on proposals, calling out the expectations can improve how well a CSR program is executed. Sometimes, work may need to involve multiple players and simultaneously. For example, getting internal reviews for a proposal can take place while you invite documentation from the empaneled charity partner.
- Know the handoff and accountabilities: Spell out who are accountable, responsible, need to be consulted and informed much in advance to avoid missed expectations. Often, internal teams will be awaiting a formal approval or a go-ahead to pick up their piece of the program. By clearly defining the process flow you can get all teams on same page. Sometimes, the project can be a direct (to the end beneficiary) or an indirect (via an intermediary) funding and knowing how each is mapped can reduce risks and uncertainties.
- Have checks and balances: Apart from the governance model of the core committee reviewing the plan and programs it helps to have your own set of checks and balances while executing initiatives. For example, have volunteers informally visit and audit a program site, talk to residents in the community or engage the local official to know how the initiative is being received. Seek third party feedback on the program is perceived.
- Share learnings: Every interaction internally and outside the organization brings a fair share of learnings. Be it the reactions of stakeholders to the opportunities that were spotted to do more for the communities. Sharing and documenting such learning can go a long way in enhancing the value your organization’s CSR adds. Encourage teams to have a dialogue often so that there is lesser friction and more collaboration.
- Recognize successes: Take the time to applaud the commitment of these teams who are often working behind the scenes and yet play a critical role in your initiatives’ successes. Share the personal reflections of these individuals and how they feel involved in supporting your organization’s charity interventions.
- Closing the loop: Reconciling accounts with the Finance team is as important as communicating the progress and outcomes of specific CSR initiatives. Every stakeholder will expect to be kept informed about the journey and how the organization is making a difference to the communities you serve. Apart from sharing CSR reports and audit updates it helps to use existing channels to reach your audiences more widely.
Doing the basics right, sticking to your process and improving it as you progress can immensely benefit how you positively impact your CSR interventions.
