PULSE

uncertain and ambiguous operating environments as for-profit companies. While they’ll always focus on doing good in the world, says Siva, they also need business decision-making skills on par with private sector leaders. Traditionally, fund support has been a key imponderable for non-profits. Since most non-profits were — and many still are — primarily dependent on grants and donations, they faced the constant threat of their money resources drying up.

To sustain the ability to do good for the long term, the organisation must be run efficiently and effectively. “We want to help raise a growing breed of non-profits that have become business-savvy and isn’t afraid to embrace modern management methods,” he avers.

What are your expectations for these NGOs? I ask. He ponders a while before replying: “We hope it benefits the organisation. We don’t have any hard expectations. Our hope is that all non-profits challenge themselves to be self-sustainable. The present financial climate doesn’t bode well for those dependent on grants to survive. The challenge going forward is for this segment of the social sector to redefine the rules and blaze forward with their ingenuity and business acumen.”

elena@nst.com.my