Achieving Effective Results Through Strategic Plan
The Case of African Rescue Committee
by
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7.4.2 Why Donors Fund Through NGOs
The logic and justification of funding the charitable organizations
in both their programs of intervention and their capacity package is clearly coming from the necessity that organizations should be accountable to all. The organization’s accountability is very much related to its credibility and transparency. Similarly, organizations can not be credible without being on the track of being sustainable. This sustainability is what the research considered as part and parcel of the capacity building package that donors must give great deliberation and as fundamental theory to prove the truthfulness of the hypothesis of this research. Otherwise, the real objective of donors’ willingness to support the poor and disadvantaged communities through capable non-profit making organisation will be implausible and in question. See Figure-28
7.4.3 Role-Clash of Development Partners
In the remote areas of
If the organization initiating the project gives roles to all the stakeholders during the PCM - Initiative Level and or during the
PCM – Crucial Moment, most of these clashes may not occur. The simplest roles the organisation could give to other players could be consultation on the feasibility of that kind of project and asking them for endorsements. In that case, donors would appreciate how feasible those types of projects are and may easily fund the projects with clear cut guidelines of who is doing what and when.
There are other clashes when the projects are full-size and in a long term development. It is the criteria of most of the donors to ask the local NGO to have an International NGO which could be a partner. If the local NGO agrees on the term, and finds an international NGO to partner with the project, most of the international NGOs try to start everything from the scratch and conduct their own feasibility study. Because, the international NGO may not know the capacity of that small local NGO and hence may be afraid of the unknown.
But, if the local NGO has conducted its capacity assessment prior to this project and makes it known to its new partner – the international NGO, then, it could be possible that the international NGO may see the local NGO as credible and share the assignments without any further hesitation or redundancy. Similarly, if the international NGO sees the capacity of that NGO is very immature, then it may promise
to partner with them by building their capacity through the process of implementation, which is also very positive.
Possible roles of all the players could be as follow: The possible players in the development projects include, the local authority, the local business, the local community based organisations (CBOs), the local NGO, the international NGO (INGO) and the donors. The role of each player in terms of the minimization of the role clashes is mentioned in the next unit.
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About the Book
Setting strategic plan for charitable organisations is very difficult to model and very complicated to convince donors to assist those poor societies through unknown charitable organisations in the remote areas of
The basic underlying paradigm in the assumption was the Strategy-Structure-Performance relationship. This dissertation contributes significant enhancements to the current methodologies for designing and implementing strategic plan suitable for the illumination of the degree of accountability, transparency and credibility of such tiny non-profit making charitable organisations in order to achieve effective results that can attract all the stakeholders. This research broadens both the connotation and the determinants of the strategic plan in an under-researched organizational context of local aid organizations such as African Rescue Committee working in the remote areas of
In resource poor situations such as the area that AFREC works, international donors have a key role to play in how the non-governmental organizations implement effective programs. But, one of the impediments that donors face and could not always accommodate the needs of the internal capacity of the local NGOs is the NGOs’ inability to stick to their mission and show their credibility, accountability and transparency. One reason for that is the NGOs lack of readiness or lack of awareness to develop strategic plan, which should clearly show their organizational capacity.
About the Author
I took my first degree in Mathematics from
I worked as a Trainer, Facilitator and Lecturer for different institutions in
Besides that, I was a co-founder of Ogaden Welfare Society and Ogaden Human Rights Committee in 1992 and 1995 respectively. I was the first Regional Minister of Planning and Economic Development in the Ogaden from 1993 to 1994 in the new