Known as one of the first PVOs to successfully foster self-reliant training institutions, since 1969 Opportunities Industrialization Centers International (OIC International) has focused its work on building sustainable institutions. OIC International forges partnerships with indigenous groups-or affiliate OIC's-that provide skills training and support services in preparing trainees for jobs and self-employment in vocational/technical areas, agriculture and animal husbandry, and small enterprise development. In their first quarter century of existence, OIC International has spawned 31 self-sustaining OIC's in 18 countries, largely across Africa. Through the institutionalization of these centers, almost 35,000 trainees have graduated from OIC programs and, according to a study of the six largest OICs, 61-88 percent of these alumni were placed in skilled jobs.
Every step along the way, OIC International seeks to assist each OIC to become self-sustaining, as demonstrated by the OIC's ability to: 1 ) continue on its own to provide benefits to target groups, 2) increase institutional and professional capability, and, 3) garner financial and in-kind support. OIC International facilitates the realization of these ideals through an impressive set of "hard" and "soft" management practices, involving the sophisticated transfer of management knowledge and skills through long-term partnerships with local affiliates.
At the beginning of its involvement with those interested in forming a new center, OIC International works with the group to develop host government and community support and donor relations. As these essential relationships are established, OIC International then assists with design of the programs and strategies for achieving sustainability. As part of their efforts, OIC International provides an on-site technical advisor to assist the local board and staff to build an infrastructure for a permanent institution. The local board evolves from the interest group and OIC International trains the board regarding their roles and responsibilities. When the board hires its staff locally, OIC International conducts the staff training.
Part of OIC International's involvement in the partnership is to foster the institutional and professional capabilities of the OIC in the areas of programmatic and financial planning and control. For example, the PVO encourages the development of income-generating strategies through diverse funding sources, including: national and local governments, bilateral and multilateral agencies, NGOs and PVOs, foundations, community support, and income-generating activity. Various impact studies have revealed that this strategic emphasis on diversification is a critical factor for OICs to mobilize the resources necessary to achieve self sustainability.
In addition to the presence of a full-time technical advisor, OIC International also retains 30 specialists who make short-term technical visits to new OICs and provide board and management development assistance regarding the content of the OIC's training programs as well as in the management and financial administration of the center. The institutional capacities of OICs are fostered and sustained over time through conferences where representatives from all the OICs exchange experiences, knowledge and skills and participate in program exchange visits to enable new staff members to learn on-site from existing programs.
Through all of these phases, teams comprising OIC and OIC International staff track the OIC's progress toward institutionalization through a matrix of eight areas of performance: 1) board of directors and committees; 2) management structure and system; 3) staff; 4) resource development strategy; 5) host government acceptance and support; 6) community acceptance and support; 7) training facilities; and 8) potential for replication. In a recent report on the lessons learned from their first 25 years of work, these indicators for ongoing monitoring and evaluation were recognized by OIC International's stakeholders as a strong factor in its institution building success.
We can see, then, that the level of institutionalization and sustainability of NGO partners that OIC International has realized is attributed to a variety of sophisticated management practices. Perhaps most impressive is the strategic emphasis on sustainability throughout the PVO-NGO partnership-from their first contact to the OIC's participation in a knowledge network of self-reliant institutions over time. It is no wonder that the OIC-affiliate network is expanding from Africa to Europe, Central America and Asia. Their success shows the value of partnership and early, intensive attention to sustainability.
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