From 1984 to 2004, we have been transformed from an international NGO project into a people centered NGO, and we are striving to assist poor people in the formation of an alternative power structure.

We want to develop local leadership among poor through local issue-based movements that will be gradually mobilized to challenge the national and international dominating paradigms. In this way local leadership and mass movement will emerge to resist the imperialist forces of the world.

These eight principles of our Professional Standard have made our management task very easy. We have also a set of supervisory principles that has helped us in making alternative human resource.

Impact of the professional standard at the organizational level:

After a long discussion, through workshops, meetings and individual interviews from the grassroots to upper management levels, we have defined our professional standards and finally approved it on 7 Feb.2002 in the Executive Coordination meeting of COAST Trust.

These standards will be displayed in every office and all the managers will take the responsibility to train their fellow colleagues and ensure these are exercised.

3. Project and Program-based One Page Newsletter for Common Knowledge
and Reciprocal Accountability:

The organization has been expanded to different locations and directions. Groups of staff are working in a variety of geographically isolated places. So, many field staff do not know what is happening in the organization, and this creates a kind of mental detachment among them which is detrimental to building a sense of common ownership and commitment to the organization. From this realization, we started publishing a one page newsletter from every section. Every Project Coordinator and sector head are supposed to publish a newsletter to give the whole picture of its monthly activities. At present four newsletters are sent to each office. Official meetings put this newsletter into their agenda for a participatory discussion. These newsletters are also sent to external stakeholders like members of the local government and govt. officials. As we believe in participation, accountability and transparency, so, our responsibility is to keep everyone informed and open our documents before all.

COAST believes that it should be a value-driven organization since it is trying to develop a value-oriented human resource base. It works for structural poverty reduction while it implements any project or stands for an opinion. So it is important to maintain a minimum level of management standard. It was, however, agreed in that meeting that the COAST activities would be reviewed in terms of these.

4. Cross Communication but Line Decision: Expanded Communication:

Line communication (indicating that the staff cannot communicate to anybody except his/her supervisor) can sometimes make supervisors despotic and it can hinder the rights and dignity of subordinates. In some respects, the supervisor may be involved with anti?organizational norms, values and policies, ignoring his/her own responsibility, which in reality the subordinate may not be aware of. That is why line communication in some respects has proved to be harmful. Besides, the natural instinct of human beings is to communicate with whomever s/he likes and here s/he does not want to be controlled by any force. But decisions need to be made through line management on the basis of duty and professional capacity. Managers from other levels can only put forward comments so that concerned colleagues can take decisions after necessary rectification of committed mistakes.

In this way, we have established the principle of Cross Communication but Line Decision policy. By rights a person can communicate with any others on any matter, but the decision will flow from the assigned person. However, this system is not easy to establish, as we have experienced in the following:

a. It is necessary to keep grassroots workers constantly reminded. For this purpose, courage has to be build up in different ways. With respect to female workers, we did it so that they can rely on themselves in order to protect their own rights and dignity. If these issues are discussed in the presence of managers, others are motivated, and in this way, all can establish a self?controlled mechanism from any kind of misconduct.

b. In the beginning, cross communication was widely promoted to all. But shortly afterwards that was no longer necessary as the staff could operate easily under this structure that does not require maintaining extra upward communication.

c. Often, a phone from staff may come at an unexpected time but senior managers must be patient and sympathetic. They should listen carefully and reply in an encouraging and motivating way.

d. It may be felt to be expensive, but it should be considered as an investment in the implementation of human resource and planning development. As a result, there will be no tension anywhere in the organization and paper dependency will be reduced. Except financial and disciplinary matters we discourage paper communication.

e. It has been frequently noticed that the newcomers ignore radio-communication for avoiding accountability but at one stage they start enjoying it, as they feel that this system mitigates risk and eases the job.

f. Rapid communication has reduced dependency of mid-level staff to the seniors and a culture of reciprocity in cooperation to each other has been established. It has been noticed that the agenda for discussion are lessened gradually in the meetings. It is necessary to mention that whenever we see misunderstanding between two colleagues, we encourage them to sort out their problems through a face to face discussion and without any third party mediation. We do this to uphold group spirit and unity of workers.

We have installed telephonic communication wherever possible. We give mobile support to the staff providing time?bound loans. We also give limited monthly bill support.

We established local and national radio network even in places where tele-network is not available. At the time of any natural disaster, when tele-network goes out of order then radio network helps us tremendously to maintain our channel of communication. We discourage the staff to use the network for seeking personal leave and other immunities. In order to amalgamate our personal life with assigned tasks, the organization has provisions for four extra weeks’ leave in four spells in a year. This system vitalizes our staff to create a positive working environment.

5. Value-based Organizational Unity : A Journey to Achieve Character:

Besides the implementation of organizational discipline, we want to develop skilled professionald imbibed with the values which we will make together and practice as a parameter of assessment. Since the organization’s inception, certain values and professional standards have been determined for COAST.

At the beginning of each year, we set a calendar-depicting schedule outlining all project planning and meetings for project and central level, not subject to change by anyone except the Executive Director. Participants of the meetings are selected in a manner so that staff from every section/level can sit together - those holding equal position, supervisors and subordinates. It is said that a united consensus cannot be substituted by the decision taken by an assigned person. In every meeting one colleague acts as a secretary. who, within 48 hours of the meeting, produces and distributes the minutes to all concerned sections. Basic agenda of these meetings are: reviewing project based activity of each sector, sharing experiences, making personal, sectional and project based activity plans till the next meeting.

Lately we notice that the policy-level staff can hardly find time for field visits, thus the meetings are taken as an opportunity to receive field level feedback. At the same time, planning level thoughts are shared with the staff of all levels.
The meeting system acts as an overhauling machine for staff mobilization that accelerates the organization’s tempo. It is maintained that no staff can criticize other colleagues in front of others by any means. If it is to be done that should be in private. Some of the younger colleagues may find it difficult to handle their emotions, but it is strictly controlled. Moderator of the meeting is so instructed that no staff should go from the meeting with a sense of pessimism or humiliation. It should be noted that issues regarding personal immunities are not discussed in the meetings.

At the central level, a seven-day-long meeting session is held in every three months. Each day is fixed for a separate issue. Anybody, irrespective of position and responsibility can attend the meeting. Generally, executives and coordinators from all levels participate in the meeting. In one exclusive meeting PO leaders and front line workers are present. A monitor from the central decision making level observes whether the organization’s value “Our Right to Participation in Decision Making" is being properly maintained in the meetings. In this way, we are trying to establish a democratic and common ownership based culture within the organization.

6. Coordination with People's Organization and Program Management

People's Organization (PO) is an organization of beneficiaries from all our developmental activities. Our aim here is to mobilize local people so they can establish their own control over all actions of welfare. Here, the primary stage starts with consultation. In this respect what is fundamentally necessary is to create in them critical awareness, assertive power, capacity to build skills on mobilization, organizational management and development.

From the beginning, we are trying to make PO a separate institution so that people can articulate their legal demands, rights and social mobilization while keeping intact their unity. Gradually this organization will stand as a social, economic and political forum. For this purpose, basic activities were: member level awareness, meeting, leadership training for designated members, help in rights and demand mediation and creating opportunity for participation in program management meetings taking place from grassroots to the top level.

These meetings are regularly held at every unit, region, Upazilla and central level where ED, Project Coordinators and Managers along with deserving others take decision by sharing in a participatory manner. During the meeting, PO members stay for two days at the training center. In this respect our experiences are as below:

a) Initially we thought that PO members will be shy but they appeared to be aggressive, so much so that at one point we felt we were on fragile ground with regards to ourselves and the organization. But later on they understood our limitations and we also rectified some of our action plans through reciprocal understanding. Now it can be claimed that we are encouraged and inspired by the PO.

b) Members of PO gradually started taking organizational and social responsibilities, which many times seemed risky; but they overcame these even without the organization’s help, which has really surprised and made us confident.

c) It is visible that awareness and leadership is growing among the poor, which has already started knocking at the core of the existing power structure by creating an environment of deterrence.

Our hitherto failure has been that we are still to take PO representatives into the organizational ownership in legal way but we feel it will be done in near future.

7. Training with Practical Reality:

Ways to Reduce Gap between Human Resource and Management

We do not consider training in view of the classroom context. We want it to be reflected in every day behavioral approach of managers and senior colleagues so that a newcomer can learn from them. We simply say that "as a senior supervisor, what you are delegating to your subordinate must be incorporated with something to learn". In this way we want to make every supervisor a 'mentor'.

We consider training to be a driving force, leading the organization in a direction where (a) our values are preserved (b) continuous development of knowledge is ensured, (c) positive attitude and professional skills are developed, (d) and the gap between field activity and management is reduced.

Training environment is a fundamental thing and we have three training and management centers with food and lodging facilities. We have 40 residential unit offices, with spaces for round seated discussions accommodating 10-15 persons. Every unit office has lodging facilities for staff coming from different offices. It is a type of 'camp life' where the non-formal learning environment is more effective than the formal one.

A small part of senior staff works from Dhaka, maintaining liaison and networking. But whenever they visit Bhola and Cox's Bazar project areas, they share a common space. In this way a common understanding is developed and important decisions are taken through a non-formal way. Camp life has become a large part of our training and gradually the formal training system is loosing its significance.

For classroom training, we have a training section where special and generic courses are implemented for the staff. Basic duties of the training section are: to provide training on training methodology, monitoring training participation and discipline, mobilizing and organizing facilitators and trainees and to assist administration in relation to training course management. It is necessary to mention that we maintain simplicity, so we have arrangements for a down-to-earth level of food and lodging for staff and we discourage a consumerist culture. We are aware that many luxurious training centers are being built, with donor support, which support the creation of a culture of consumerism among the staff and member participants.

When organizing a training session we do the following: (1) We do not need to hire expert trainers as that can be done by three senior experienced staff whom we feel to be best for the course. (2) We make training material along with other curriculum material every two years but small corrections are made by the facilitators two days prior to the session. (3) Plenty of books, journals and other materials are there at the center for the staff. (4) During training, three committees are formed on discipline, food management, documentation and entertainment from among the trainees. (5) We give utmost importance to physical and mental refreshment, for which we inform staff on primary health care and sound mind and carry out daily exercises. Every day training starts with a national song to boost rhythm in the mind. In this way, we combine work with joy and discipline to develop a value-oriented skilled staff so that they can work for the organization’s betterment as well as for the starving millions of Bangladesh.

8. De-concentration and Integration of Participation, Accountability, Transparency (PAT) and Gender Sensitivity:

COAST believes that it is accountable to the poor, government and civil society as its funds are coming either as grant from taxpayers of developed countries or as loan interest from its beneficiary members. COAST also believes that its approach and management must be dynamic, which can be done through the involvement of the poor, government, civil society and staff. Regarding management, focus is being given at the grassroots level for learning and activism, demanding de-concentration. Indicators in operation of those principles in this respect are mentioned below:

8.1 Participation

It is accepted that whoever takes a decision must consult the concerned person or the people who will implement the decision. A regular and defined meeting on on-going review and planning, scheduled three months in advance, where participation from all levels of staff and people's organization (representational structure of beneficiary members) are ensured. It has a defined system of annual review and planning of projects with systematic participation of staff, beneficiaries, civil society and partners. Participatory appraisal of the area and issues is done prior to preparation of a project

8.2 Accountability

It holds the value and system of reporting to its beneficiaries, government agencies and local government. Quarterly meeting of Board of Trustees (BoT) takes place regularly. Reporting of state of affairs through documentation is exceptionally strong. There are defined terms of reference for all meetings aiming to promote an egalitarian and participatory environment. The ED's facilities and bills are subject to the approval of BoT.

The staff report and participate regularly in local government meetings. They are especially trained to maintain relation with local politicians and opinion leaders. They also have written terms of reference with high standards on the accepted level of performance and specified relationship on reporting. The staff knows on which points and format s/he will be evaluated annually and during confirmation time. This is a two-way exercise for both the one being evaluated and the evaluator.

8.3 Transparency

Written project proposals, annual plans of operation and annual budget are public and available in all offices and sectors. All meeting minutes are prepared within 48 hours of the meeting, distributed and kept open for all. A value maintained in all offices is that anyone, at any level, who wants to see official documents can see it.

All disciplinary matters are dealt with by a set of defined processes and in a transparent way, as approved by BOT. All staff are oriented on the Human Resource Management Policy Manual during the induction period, which is an open document available in all offices.

8.4 Gender Sensitivity

The Gender Relation Development Committee, with participation of female staff in all projects, meet bimonthly and regularly. Housing and children allowances are given to the female staff. They also have direct access to the ED if anyone feels that her rights have been abused or transgressed upon.

Women workers are shown positive discrimination in disciplinary actions. There are facilities for looking after children in the office premises. Staff who are pregnant or new mothers are given special work times and loads. At the moment we are in a gradual process of shifting all desks job to female staff.

8.5 Management

In management, COAST has tried to develop the "Bicycle Wheel" approach rather than the traditional approach of Head and Tail, i.e. small rod in the middle of wheel giving power to whole wheel so it will run with speed. Accordingly, the grassroots and midlevel staff of COAST is being energized by the central management through their continuous effort. Some of the operational principles in this regard are as follows:

Decentralization for One Step Service:

Most decision making powers have been decentralized to the grassroots unit offices. The mid level is for supportive supervision and top level for policy planning, value creation and facilitation of training.

Central Staffs Mobility for Learning and Training: The midlevel and central level staff have to move towards the field. Except training and meeting, field staff do not need to come to the mid and central level offices. All the 40 field offices have residential and food facilities.

Central staff will reside there and interact with the field staff for learning, sharing and on the job training, preferably in an informal way. Field visits become a natural and enjoyable aspect of our professional life.

Dhaka Office is Only for Liaison and Networking: Dhaka office is for keeping links with partners/donors and to network with other likeminded NGOs, sharing experiences and common action throughout the country.

8.6 Communication for Easy and Open Access Across the Level

There is a service rule that any staff at any time can have easy and direct access to the ED or to any managers at any level. All the official phone numbers of senior professionals have been openly circulated to all the offices. All the projects, central, liaison offices and especially offices in the remote islands have been connected with radio network, ensuring that at all times, especially in case of a disaster, every office is in contact with the others.

8.7 Keeping Low Profile by Senior Managers and Leaders

A value is being maintained among the senior staff that recognition and scope for exposing their work should go first to the grassroots staff, so that the staff at lower level can be empowered, energized and developed.

The COAST central office has been operating with these views of de-concentration of management, which has empowered the grassroots staff and boosted their activism. In turn, COAST central functions are getting more field-orientated, especially through minimized bureaucratic alienation.