| Abstract: | NGO is an independent, voluntary, non-profit making, non-self serving,
value-based society, association, foundation, charitable trust working
for a betterment of a target society and which is not regarded under
particular legal system as part of the government sector (Revised
guideline for the terms of collaboration between Oromiya National
Regional Government and NGOs operating in the state, 2009). World
Vision Ethiopia (WVE) is one of the NGO’s currently undertaking
development and relief activities in the country. All project activities of
WVE are targeted to address the root causes of poverty through
empowering the community. Contributing to the wellbeing of children is
the goal of the organization. World vision’s strategy directs all
development programs to create sound partnership with local
institutions that are already existing in the development areas for the
purpose of contributing towards the wellbeing of children, such as
improving children’s education and health status, enhancing children’s
participation in all issues that touch their life and improving their
protection (World Vision core documents).
As a nongovernmental international organization, World vision Ethiopia
enters into a community to plan and implement a development program
within a pre-defined period of time. Therefore, partnering with local
institutions is the only option to let the community development activity
to be sustainable even after the phase-out of the program in the
community. Partnering empowers the local institutions through building
their capacity with regard to problem identification, planning, fund
raising, community mobilization, implementation, monitoring and
management of development projects within their community.
Therefore, for the sake of empowering local institutions, the
organization is partnering with the institutions that share the same
vision with it.
The finding of the research, which was conducted with local institutions
in Ethiopia with the initiative of World Vision East Africa sub-region,
suggest that the need for a flexible and context-specific approach to
partnering with local institutions. And, hence, an essential first step is to
undergo an investigative process on livelihood-local institution linkages,
before embarking on an action strategy. Then, identifying their capacity
gaps and building their capacity through partnering with them.
The objectives of the study were to identify the capacity gaps of local
institutions and distinguish those that can be addressed by the WV’s
intervention, to study the extent of people’s participation in local
institutions, to assess the participation of women in local institutions and
to define the type of working relationship to be developed between
World Vision Ethiopia Digeluna Tijo Area Development program and
Local institutions in the area.
Descriptive research methods were used for the study and thus
capacity gaps of the LIs were identified and recommendations were
given to fill their gaps. WVE Digeluna Tijo ADP implements integrated
development program in eighteen Kebeles (smallest administrative unit
of the government) of the woreda (District). These Kebeles are called
Operational Kebeles. The ADP likes to partner with all of the LIs in the
operational Kebeles. Therefore, the ADP has gathered appropriate
information through applying structured questionnaire from 55 identified
LIs (cooperative, associations, and local administrative organizations) in
the operational Kebeles. Focus group discussion was carried out to
identify problems, opportunities and potential of partnering with “Idirs”
(is a kind of LI and is a funeral association for mutual support in time of
deaths). Undertaking focus group discussion with the leaders of the
‘Idirs’ in each of the four clusters were preferred and implemented
accordingly. In addition case studies were also conducted to explore
opportunities of partnering with FBOs.
The data obtained in an interview schedule from 55 LIs (Cooperatives,
associations, and local administrative organizations) were analyzed
with SPSS computer software. On the other hand data obtained in the
focus group discussion and case studies were analyzed qualitatively.
The major findings of the study for the 55 LIs (other than ‘Idirs’ and
FBO) had shown that 40% of the LIs have no written constitution that
had acceptability and approval by all of the members. Member’s money
contribution is the major source of income for 76.4% of the LIs and
hence faced shortage of money to undertake wide range of community
development activities. There was also good practice of members’
participation in the activities of LIs as 74.5% of the LIs indicated. In
addition to their usual and periodic money contribution, members
contribute money, material, skill and labour for the accomplishment of
activities planned by LIs. The study also revealed that 34.5% of the LIs
have experience of getting fund from other organizations’ either in
donation or credit form but they have no experience of preparing and
sending reports regarding the utilization of the fund obtained to
concerned stakeholders. Only 65.4% of LIs have experience of
keeping-up-to date accounts and preparing balances and the remaining
had no or little experience. Whereas, 72.7% of LIs do not have their
own bank account registered in the organization’s name and manage
fund in cash. Receipts and invoices are needed to justify expenses and
kept in file only in 36.3% of LIs though it is rarely reviewed in most of
the LIs. As far as human resources in the LIs are concerned, 45.5% of
the LIs are totally led by volunteers who have very limited skill and
capacity and the remaining have at least one full time employed staff.
Only 54.5% of LIs have their own office. Among the LIs, 63.6% of them
not allow members to participate during planning activities, while 27.3%
of LIs have no understanding about gender and 21.8% of LIs have no
understanding about human rights. Women participation is very low in
LIs, as less than 25% of members of the LIs are women in more than
50% of the LIs. Women did not assume any leadership position in all of
the LIs except 3 LIs in which all members were women.
‘Idirs’ are also a kind of LIs in which the study has considered. As the
findings indicated members’ financial contribution was very low in Idirs.
Many Idirs did not undertake child wellbeing activities. Idirs manage
cash in hand as they do not have bank accounts. All Idirs did not have
their own offices and use churches, members house, public places, tree
shadows etc for meeting and accomplishing their task. Idirs participate
meagerly in community development activities and only very few of
them had assisted vulnerable children in the community. However, Idirs
have a potential to undertake child wellbeing activities in partnering with
WVE Digeluna Tijo ADP.
Evangelical Christians, Orthodox Christians, and Muslim FBOs also
undertake different philanthropical activities with regard to contributing
to child’s wellbeing and helping the poor and vulnerable sections of the
society. Support of vulnerable children is institutionalized in Muslims
FBO as there is an association of Muslim to help “Yetims” (orphan and
widows) in the area. On the other hand, helping vulnerable children was
not institutionalized in evangelical and orthodox Christian’s religious
organizations and supports made to vulnerable children, individually.
The study concluded that most LIs have a capacity gap in terms of
leadership and governance, financial resource management, human
resource, planning and monitoring, participation of women, and fund
raising. Most of the capacity gaps of the LIs can be addressed by WVE
Digeluna Tijo ADP. There are also some capacity gaps that cannot be
addressed by the ADP, especially activities related with recruiting well
qualified manpower. Therefore, the study recommended capacitating all
of the LIs through providing trainings, working together and closely
mentoring. Avoiding sub-granting is very important before training the
LIs on financial management skill and placing appropriate financial
controlling system in place. All leaders of the LIs should be invited for
training since it creates an opportunity to share experiences among
the less performing and good performing LIs. |
