Regional Reports - the European External Action Service

20. Internal Organisation and Resources
Financial Resources
Material and financial resources are very poor and sometimes the resource constraints hamper the
opportunities for scaling-up the initiatives.
� International NGOs implementing Multi-Annual activities on the basis of secured funds
from donors or fundraising;
� Some National NGOs implement programs under a multi-tiered process and have multiannual
agreements while some others have staggering sources of funding on annual basis;
� FBO (The Catholic Secretariat) have Multi-Annual Agreement with International (mostly
European) Faith-Based organisation (Caritas International, Misereor, Mission), specific
funds from International Donor Agencies) and occasional funding from Humanitarian
Organisations which trust the high capacity of emergency response (UN-OCHA, ECHO);
Human Resources
� The level of professionalism is rather low and permanent staff is limited, with the
exception of ECC-SDCOH, which shows a level of excellence in all the sectors and have
permanent specialised staff for all the fields of activities;
� Some of the stronger National and Regional NGOs - having some project-based full-time
professionals in the key engagement areas - but finding it challenging to maintain due to
turnover
� Opportunities for training and skill development are rather low;
� Volunteerism in terms of concrete engagement in the organisation operations and
management is rather weak.
Internal processes
Internal processes are rather democratic but the most of the organisations are based on a high
level of personalisation and top-down model of management and relationship. Often also the
relationship with the constituency is top-down (both the NGOs/CBOs relationship and the
CBOs/Community relationship).
Leadership
The relationship between the Board and the salaried staff of the NGOs show very hierarchical
features.
At the level of CBOs the persons in charge for the Boards are mostly mass leaders but they don’t
show neither a good level of capacity for managing an organisation nor a good level of
willingness to promote the participation and empowerment of the members and the organisations
don’t show a high level of transparency and accountability both in social and financial terms. Yet
it has to be recognised that the community express a positive judgement about the work of these
grassroots organisations
Policies, Systems and Structures
� Few of the emerging NSAs have policy manuals and multi-year programmes (Strategic Plan)
that guide their participation
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