Introduction
Youths are the most affected group concerning suicidal deaths. Suicides are ranked third among the significant causes of mortality among teens. Every day we lose a sister, brother, a child, or best friend through suicides. The rural areas are the most affected because of the lower population density, and hence youths can commit suicides without interventions. Victims of suicides show experience altered behavior and suicidal thoughts that can be noticed by those close. Therefore, the issue of suicides among youths can be prevented, or the rates are reduced significantly. Prevention cab starts with the family members and friends. Besides, Non-Governmental organizations can take an active role in helping to reduce or eradicate suicides among youths. The NGOs can employ education among teens on how to handle suicidal thoughts and also help them to overcome them. Furthermore, the NGOs can educate the parents to detect behavior changes among the youths. The paper presents a report that makes a case to create an NGO that will address teen suicide.
Organizations Management
The NGOs are faced with inadequate resources and many services to offer. The managers and leaders of the proposed NGO need to have skills to make difficult decisions concerning staffing and services rationing. The leadership for today’s organizations has changed from traditional and hierarchical leadership because this type of leadership is faced with difficulties in solving the complex challenges they face NGOs (Hopkins et al., 2014). Adaptive leadership that enables the organization to adapt organizational changes that work well with the stakeholder quickly should be modified. It should be cultivated on different levels instead of the top positions (Austin, 2011). The leaders should be equipped with both managerial leadership skills, and they should be certified professionals on human service (Vito, 2018). The leaders should possess graduate-level training, which is more vigorous that continuing education training programs that most leaders of NGOs are opting to take. Collective leadership by members of the organization is excellent.
The leadership of tomorrow is more concerned about the leadership mindset and the growing importance of social and emotional intelligence for the success of leadership. The ever increasing technological advancement requires leaders to be more networked and adaptive (Austin, 2011). The administration is generally generative leadership, which is connected to collective leadership because the clients of today are digitally savvy, the rapid growth of technology, and the new generation workers on human service. The cooperative, collaborative, and networking method of leadership is vital for the mobilization of adequate resources to offer cost-effective, creative services to customers. Through this, the organization can establish a good relationship within the organization and in the community. The close relationship will enable the organization to remain focused on their plan. Also, the organization needs to have a clear mission on what to achieve guided by the foundation of organizational vision. The corporate vision should be supported by strategic planning tools of metrics or charts. Before setting the goals, a SWOT analysis survey should be undertaken to understand the environment of the organization.
Human Resource Management Processes and Staff Supervised
The NGOs’ human resource management is vital to the success of the organization. The NGO personnel will include volunteers, directors, officers, and paid staff. The HR department should foster a good relationship with the community by discussing with communities to understand their needs and prioritize them. The main objective of the NGO should guide the personnel management. The personnel recruited should have a passion for working for the organization and possess the necessary skills in human service. The HR department should have precise job specifications. They should make the public about their personnel needs and encourage volunteers. Volunteers are essential in doing primary roles, such as transporting (Selden & Sowa, 2015). The HR department should work closely with a local organization such as civic groups and churches. These groups and the community should be contacted first in case any personnel is needed. They should practice openness during the recruitment process so as attract qualified staff and attract many volunteers. The recruitment should follow all the laid rules and regulations. In terms of performance measurement, the employees should be accountable just lie any other profit-making organizations. A necessary step for poor-performing employees will be taken if even if it means firing them. The motivation and satisfaction of the staff are essential through different packages, bonuses, perks, and gifts will be available.
Staff development is also crucial for them to remain valid. The staff should be trained and developed on issues concerning challenges facing youth, suicidal thoughts, and psychiatrist skills. Staff supervision is key to ensuring the team accomplishes their tasks. The monitoring will not only be overseeing the staff to complete their job, but it will be as supportive supervision. Supportive supervision will motivate the team and make them more productive. The new NGO will have scarce resources, and the rural environment has more challenges, and therefore it will be wiser to supervise the staff in a supportive way. The management should provide a clear job description for the employees and periodically revise them to make them smarter. The HR department should assess the employee’s performance and provide feedback to them. The management should be willing to discuss with the employees to discover the challenge they are facing and to get first-hand information since they are the ones close to the community. Supervision will also find the high performers and ensure they are recognized through rewards. Supportive supervision also will provide the staff to have the necessary tools, resources, and skills for the work.
Planning and Evaluation Process
Planning is essential for programs to work effectively. The plan is forming the foundation or acts as the blueprint for the programs. Planning involves knowing the areas to work, the number of victims to contact, how to contact them, the allocation of resources, and setting a timeline. The planning process for the NGO will involve several procedures. The first step is identifying the mission, setting goals, and objectives. The goal-setting includes setting the number of people to be served within the set period, and some other targets to achieve a reduced number of suicidal deaths or thoughts. Such an objective can be guided by setting a particular goal of the number of people served and the number of suicidal deaths. The second step would include coming up with the strategies on how to achieve the vision, goals, and objectives (Oghojafor et al., 2011). The stage consists of sharing responsibilities to different people to work together towards the objectives and calculating the number of staff and volunteers to be needed. The third will be the allocation of finance and human resources ready for implementation. The final step would be laying the arrangements for implementation, monitoring, and evaluation.
The implementation of the plan follows the planning process. The control involves following the progress of the projects carefully and making corrections where necessary to remain aligned with the arrangements. Monitoring goes together with the evaluation process to measure how far or close the progress to the set objectives. The evaluation will include measuring the effectiveness of the methods used to curb suicidal deaths and assess the reactions of the victims of suicidal thoughts and the community as a whole to the efforts of the NGO. The evaluation will answer the questions raised by the management and the stakeholders during the monitoring process. Assessment of the programs relies heavily on the information and data collected during the monitoring process.
Budgets Development and Monitoring Expenditures
NGO’s capacity to deal with the victims of suicidal thoughts and death depends mostly on the ability to prepare budget and mobilization of resources to achieve the budget. The NGOs will rely on donors and grants to fund the projects. A proposal and a budget will accompany the request for financial help. The budget process will involve several steps. The budget process will ensure all members have participated in planning, organizing, and monitoring to bring transparency and enhance credibility. Budget making includes looking correspondingly to the activities carried together with the budget. The list for activities that will be carried out will be obtained, and they will be discussed concerning the cost of implementing them. Other things to be addressed will be material and human resources that will b required during implantation. Each input cost is estimated, and the expenses for material buying and staff salaries are included. The final document will be prepared on Ms excel, or any other relevant sheets and adjustments will be made by the finance officer concerning current prices and inflation costs. The expenditure monitoring will involve checks and balances to make sure that the correct amount is spent well. It also includes audits, both internal and external, donor reports, evaluation reports, cash flow reports, and financial statements.
Grants and Contracts Negotiation
NGO secure financial aid from the government, corporations, individuals, and members. These may be in the form of grants or donations. They secure finance by negotiating with the respective parties. The governments are the major contributor to NGOs’ funds. The NGO partner with potential donors and during this time, act in good faith to foster the trust. The NGO will have to modify its structure and financial report to reflect those of the government to secure contracts (Henderson & Lambert, 2018). Also, it will expand its services to and change some protocols to meet the standards and norms set by the government. The NGOs adopt accountability and openness to the government audit to secure future grants and contracts
Legal and Regulatory Issues and Risk Management
NGOs are subject to registration by the government. The registration will include the purpose of the organization to avoid duplication of the service with the government. The government requires transparency and accountability from the NGOs to ensure that they are using their resources for the right purpose (Bromley et al., 2019). Working in the rural area for the NGO comes with risks. There should be an evaluation of the possible risk involved for the organizational staff and resources and a clear plan on how to avoid such risks (Schneiker, 2018). Since all risks cannot be identified, the NGO should develop emergency plans to counter threats that were no predicted. Besides, the staff will be updated on the security status of the area and trained to handle various risks. The risks that could happen include insecurity to the workers, accidents or illness, misappropriation of resources, and information loss. The risk list will be ranked according to the likelihood of happening. A security survey on the area of operation would be carried before the actual service.
Citations & References
Oghojafor, B. E. A., Olayemi, O. O., Okonji, P. S., & Okolie, J. U. (2011). Enhancing Organization’s Performance Through Effective Vision and Mission. Chinese Business Review, 10(11).
Austin, M. J., Regan, K., Samples, M. W., Schwartz, S. L., & Carnochan, S. (2011). Building managerial and organizational capacity in nonprofit human service organizations through a leadership development program. Administration in Social Work, 35(3), pp.258-281.
Hopkins, K., Meyer, M., Shera, W., & Peters, S. C. (2014). Leadership challenges facing nonprofit human service organizations in a post-recession era. Social Service Organizations: Management, Leadership & Governance, 38(5), pp.419-422.
Vito, R. (2018). Leadership development in human services: Variations in agency training, organizational investment, participant satisfaction, and succession planning. Social Service Organizations: Management, Leadership & Governance, 42(3), pp.251-266.
Selden, S. C., & Sowa, J. E. (2015). Voluntary turnover in nonprofit human service organizations: The impact of high-performance work practices. Social Service Organizations: Management, Leadership & Governance, 39(3), pp.182-207.
Bromley, P., Schofer, E., & Longhofer, W. (2019). Contentions over world culture: The rise of legal restrictions on foreign funding to NGOs, 1994–2015. Social Forces.
Henderson, E., & Lambert, V. (2018). Negotiating for survival: Balancing mission and money. The British Accounting Review, 50(2), pp.185-198.
Schneiker, A. (2018). Risk‐Aware or Risk‐Averse? Challenges in Implementing Security Risk Management Within Humanitarian NGOs. Risk, Hazards & Crisis in Public Policy, 9(2), pp.107-131.