Sikshasandhan: Funding Challenges and Mission Drift

Pradeep Kumar Mishra
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Pradeep Kumar Mishra: Xavier University, Bhubaneswar, India

Asian Case Research Journal (ACRJ), 2016, vol. 20, issue 01, 89-109

Abstract: Sikshasandhan is a not-for-profit organisation working in the field of education for the last 16 years. The organisation is headquartered in Bhubaneswar and it has been operating in some tribal areas of Odisha. In 1995, the organisation started its operations as a resource centre to cater to the needs of elementary education particularly of the tribal people in the state. At present Sikshasandhan has 36 full time employees and 29 volunteers. Its main activities include running alternative education centres, making right to education effective at grassroot level, advocacy with the state government on issues related to elementary education, and running a resource centre — including a library and publishing various books and periodicals.For a decade, a committed long-term funding partner supported the organisation’s activities. Recently the agency has indicated withdrawal of a significant part of its grant support. Under these circumstances, Mr. A. Pradhan, the Member-Secretary of the organisation, has to look for alternative sources of funding. As he consulted various stakeholders, he received a number of suggestions like expanding into other sectors such as health, livelihoods, women development, and climate change; going into full implementation mode rather than operating as a resource centre; and starting a full-fledged model school. So far the organisation has focused on elementary education for tribal people. Looking at the existing pattern of funding in the development sector, it was no surprise for Mr. Pradhan that the suggestions for diversification have come from various stakeholders. Also, government and various other donors have good amount of funds for implementing schemes at grassroot level, which is not available for a resource agency. Hence full-fledged implementation was a lucrative idea. Given the success of private educational institutions in Odisha, the rationale for a model school was also understandable.But would such actions not create a ‘mission drift’? The organisation was not set up to cater to issues like climate change and women development. Such issues are important but delving into other fields would dilute the institutional expertise. Going into full implementation mode would also not make much difference to the education sector as there are already a number of players at that level — it also may turn the organisation into a service contractor. With these concerns in mind, Mr. Pradhan prepared a note for the upcoming meetings of governing board. He has to present an action plan on how to manage the finances in the next ten years.

Date: 2016
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DOI: 10.1142/S0218927516500048

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