What is a nonprofit organization
Download
1 / 23

What is a nonprofit organization? - PowerPoint PPT Presentation


  • 82 Views
  • Uploaded on

What is a nonprofit organization?. PROVIDE USEFUL GOODS AND SERVICES ARE NOT ALLOWED TO DISTRIBUTE PROFITS TO INDIVIDUALS ARE VOLUNTARY, CREATED, MAINTAINED AND TERMINATED BY MEMBERS OR BOARD EXHIBIT VALUE RATIONALITY OFTEN BASED ON STRONG IDEOLOGICAL COMPONENTS. Ways of Categorizing NGOs.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about ' What is a nonprofit organization?' - rufina


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
What is a nonprofit organization
What is a nonprofit organization?

  • PROVIDE USEFUL GOODS AND SERVICES

  • ARE NOT ALLOWED TO DISTRIBUTE PROFITS TO INDIVIDUALS

  • ARE VOLUNTARY, CREATED, MAINTAINED AND TERMINATED BY MEMBERS OR BOARD

  • EXHIBIT VALUE RATIONALITY OFTEN BASED ON STRONG IDEOLOGICAL COMPONENTS


Ways of categorizing ngos
Ways of Categorizing NGOs

  • By constituency

    • Member-based (MBOs

    • Member support (MSOs)

    • Service delivery organizations

    • Support networks

    • Grassroots Organizations

  • By geography

    • Local, national, international, multinational

  • By purpose

    • Economic support and development

    • Social service delivery

    • Advocacy

    • Networking and umbrella


Classic ingo dilemmas
Classic INGO Dilemmas

  • Funding

    • Competition

    • Contract-based funding versus grants

    • Competitive tendering: RFPs, short-term funding

    • Competition with for-profit providers

  • Accountability

    • To donors

    • To beneficiaries

    • To partners

    • To boards – who is the “owner” of a nonprofit?

  • Value-based programming

    • Nature of relationships with partners matters

  • Advocacy v. service delivery


* In this new era of globalization

new kinds of problems flow across

national boundaries at an astonishing pace

* THE AIDS PANDEMIC

* GLOBAL WARMING + POLLUTION

* THE ASIAN FINANCIAL COLLAPSE

* LARGE SCALE REFUGEE MOVEMENTS

* TRANSNATIONAL TERROR


The Challenge

Growing Global Population, Poverty,

Inequity, Environmental Degradation,

Continued Conflicts, Expanding Numbers of Refugees

and Internally Displaced People, Changing Role of the

State, Opportunities of New Technology

?

Insufficient Global Resources, Interest and

Alliances to Meaningfully Address These Problems


THE TRANSFORMATION AGENDA

NGO INTERNAL RESPONSES

REEXAMINING VALUES + CREATING A NEW VISION AND MISSION

REDESIGNING RELIEF + DEVELOPMENT PROGRAMS

TRANSFORMING ORGANIZATIONAL CULTURE + SYSTEMS

INCREASING ACCOUNTABILITY

BUILDING GLOBAL NETWORKS


EMERGENCY

POPULATION

EDUCATION

FOOD

MONETIZATION

PRIMARY HEALTH CARE/WATER

LIVELIHOOD SECURITY AND APPROPRIATE PROGRAMS

RELIEF

Families Have No Access

to Essential Services,

Resources or Means

REHABILITATION

Families Meet Many Basic

Needs But Require Some

Outside Assistance

DEVELOPMENT

Families More Than

Meet Basic Needs With

No Outside Assistance

PROVISIONING

PROTECTION

PROMOTING DEVELOPMENT

PROGRAMS


THE CONSEQUENCES OF INEFFECTIVE RESPONSE

WILL PUT BOTH CURRENT AND FUTURE

GENERATIONS AT SERIOUS RISK

YET

* Most of us were brought up to think within our national

and local boundaries

* We have few clear solutions for border jumping problems

* National governments were never set up

to attack such problems

* Multilateral institutions designed in the post WWII

period are outdated and ineffective as well


The Goal of Emergency response

helping innocent

people stay alive in times of

conflict as well as natural disaster

and

promoting effective

transitions to more peaceful and

productive lives


The New World of Complex Emergencies

NEW PROBLEMS

Structural-- (Internally Displaced People

Safety and Security)

Ethical-- (Unwittingly Supporting War Economy)

Operational-- (Financing , Capacity Building, Peace Building)


The World of Old Emergencies

COLD WAR

Conflict Between Nations

The New World of Complex Emergencies

POST COLD WAR

Conflict Within Nations

NEW POST COLD WAR

Conflict Between Nations

and Transnational

Non State Actors


AN EXAMPLE OF A STRUCTURAL PROBLEM--

Who Has Responsibility for IDPs

COLD WAR

Conflict Between Nations

POST COLD WAR

Conflict Within Nations


3 OPERATIONAL PROBLEMS

IN GLOBAL EMERGENCY RESPONSE

1. PERVERSE GLOBAL DYNAMICS

MAKE FUNDING REFUGEE OPERATIONS

VERY DIFFICULT

2. FINDING AND RETAINING STAFF AND

STRENGTHENING LOCAL AND NATIONAL

RESPONSE CAPACITY

3. PREVENTING WARS AND PROMOTING

EFFECTIVE POST CONFLICT WORK


1. PERVERSE FINANCIAL SYSTEM DYNAMICS

(Emergency Response As A Global Public Good)

THE CYCLIC NATURE OF HUMANITARIAN AND NATURAL DISASTERS

  • OLIGOPOLISTIC

  • PUBLIC RESOURCESUPPLIERS

  • USAID

  • European Union

  • NON PROFIT SERVICE

  • DELIVERY

  • ORGANIZATIONS

  • Red Cross

  • CARE

  • Doctors Without Borders

  • LITTLE FUNDING

  • Forgotten Wars

  • Post War Social and Physical Recovery

  • Conflict Prevention and Peace Building

  • Just in Time Funding

  • And Only For Operations

  • No Current Way To Anticipate and Fund Global Needs on an Annual Basis

  • Loss Of Response Capacity In Non Crisis Periods

  • Little Large Scale Rapid Response Capacity (Staff, $$$, Supplies)


2. LOW LEVELS OF EMERGENCY STAFF PREPARATION

AND RETENTION IN EXISTING ORGANIZATION

  • THE PEOPLE

  • Young Independent Value Driven

  • Technically Skilled

  • No Previous Experience

  • High Levels Of Student Loans

  • View It As An Experience Not As A Career

  • THE CONSEQUENCES

  • High Annual Staff Turnover

  • ** Red Cross 25%

  • ** CARE 35%

  • ** MSF (2 Yr Limit) 50%

  • ** NW Medical 400%

  • Repeating The Same Operational Mistakes Repeatedly

  • Waste Of Training Resources

  • THE SETTINGS

  • Increasingly Dangerous

  • Unpredictable

  • Highly Stressful

  • Traumatic

  • Temporary in Nature



MOST FREQUENT SOURCES OF AFFILIATE CONFLICT

Fund

Raising

in a

Member

Country

Image

Media

and Advocacy

in a

Member

country

Common

Principles

Norms

Brand

Program

Geography

and

Coordination

of In Country

Operations

Common

Systems

and

Structures


Partnership

Networking

Cooperation/

alliance

Partnership

Coalition

Collaboration

Loose, flexible link

Coordinate to reduce duplication

Formalize links, share resources

Joint decision making, share some governance

Interdependent system

Partnership

  • Decreased autonomy

  • Increased cooperation

  • Mutual benefit?


N s partnership

Contracting

Franchise

Spin-off

Visionary patronage

Collaboration

Mutual governance

Package of services

Field office function

Shared vision, NGO is implementer

Share decision-making and planning

Influence over each others policies and practices

N-S Partnership

  • Decreased autonomy

  • Increased cooperation

  • Mutual benefit?


THE PARTNERSHIP ARCH*

Equivalent

Equivalent

Full

Partnership

Institut-

ionalized

Partnership

Institutional

Sustainability

O

R

G

A

N

I

Z

A

T

I

O

N

A

L

I

N

S

T

I

T

U

T

I

O

N

A

L

D

E

V

E

L

O

P

M

E

N

T

P

A

R

T

N

E

R

I

N

G

Institut-

ionalCapacity

Building

Formal

Net-

working

Project

Replication

By

Others

Sub

Contract-

ing

Direct

Funding

or

Grantee

Direct

Service

Delivery

Inequivalent

Hands On

Inequivalent

Hands Off

* Karen Casper


Ngo scramble
NGO “Scramble”

  • Competitive tendering and renewable contracting:

    • Produce dysfunctional outcomes

    • That are rational response to incentives

  • Transnational environment pushing INGOs towards competition


Examples of collective action problems in assistance
Examples of Collective Action Problems in Assistance

  • Kyrgyz Republic & Technical Assistance Programs

    • Donors ask beneficiaries of aid whether a contractor’s grant should be renewed, removing incentive for contractor to limit beneficiary discretion

    • Competition generates multiple proposals, increasing donor confusion over what the best reform might bt

  • Goma, Zaire (Dem Repub of Congo)

    • “Contract fever”

    • Major relief contracts required demonstrating significant field presence

    • No incentive to examine by-products of their activities

    • Collective action problem:

      • Withdrawal an empty gesture – others organizations will fill in


ad