Though overlapping in importance, funding, and partnerships for the Youth Advocate Program (YAP) play distinctive roles to ensure the organization’s sustainability. These roles can be viewed from the lens of the needs of the organization. For instance, partnerships are essential to meet and sustain the organization’s human capital needs (Arena & Uhl-Bien, 2016) . It is through partnerships that the organization gains brand recognition but also boosts its community outreach (Frieden, 2014). The branding and community outreach as also essential to not only achieving organizational strategic goals but also understanding and meeting the needs of the locals (Schirmer, 2013). Besides, it is through the partnership that YAP attracts and retains staff as well as technical assistance. Though these needs are essential when meeting tactical or short-term goals, note that the short-term goals build up to strategic goals, which are part of the sustainability objectives of the organization. Therefore, partnerships are an indispensable resource when considering or planning for the sustainability of YAP.
Funding, on the other hand, is mostly associated with an organization’s sustainability. After all, organizations have obligations, from payroll to taxes (even those exempted), leases and rent, maintenance for equipment, and paying suppliers and vendors. Unlike for-profit organizations, however, funding in the context of sustainability for YAP is different. As one of the largest non-profit organizations in the US, YAP sustains its financing through its large asset base developed and accumulated over 40 years. Even then, YAP gets its financial resources through the federal government and community grants, corporate sponsorships, and membership fees, among others (Westlund, 2012). These grants and donations, however, are fundamentally unsustainable due to their inherent uncertainty. Not only is it impossible to predict the donor but also the amount as well as the timeframe, the funds will be accessible. Therefore, for YAP to be sustainable, it has to rely on and expand its assets. The donations and grants should be reserved for specific missions whose success depends on the survival prospects (short and long-term) of the organization.
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References
Arena, M. J., & Uhl-Bien, M. (2016). Complexity leadership theory: Shifting from human capital to social capital. People and Strategy , 39 (2), 22.
Frieden, T. R. (2014). Six components necessary for effective public health program implementation. American journal of public health , 104 (1), 17-22.
Schirmer, H. (2013). Partnership steering wheels: How the formation process of a cross-sector partnership can influence its governance mechanisms. Journal of Corporate Citizenship, (50), 23-45.
Westlund, H. (2012). Building social capital for social entrepreneurship. Annals for Public and Cooperative Economics, 83(1), 101-116.
