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On CSO Accountability and National Coordination. The Management Advancement Systems Association, Inc. (MASAI) and the Ecumenical Institute for Labor Education and Research (EILER) both believe in the primacy of their constituents in implementing development programs.
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On CSO Accountability and National Coordination The Management Advancement Systems Association, Inc. (MASAI) and the Ecumenical Institute for Labor Education and Research (EILER) both believe in the primacy of their constituents in implementing development programs.
On CSO Accountability and National Coordination MASAI is a multi-sectoral non-government organization (NGO) that conducts evaluation, training and consultancy services. It assists other NGOs and grassroots organizations in developing their capacities for program and organizational management.
On CSO Accountability and National Coordination EILER conducts education and training, engages in advocacy campaigns and develops multi-media productions for workers. Established in 1981, it also provides consultancy services to local unions, labor alliances and federations and government employees’ associations.
On CSO Accountability and National Coordination Stewardship of the resources of the organization is considered a part of accountability. These organizations use their resources judiciously opting for the maximum benefits for their constituents. They refrain from high overhead expenses and encourage the spirit of volunteerism.
On CSO Accountability and National Coordination They build on indigenous knowledge and available resources. They relate with and contribute to the enhancement of community-based development workers. They partner with people’s organizations which have proven to be the mechanism for program sustainability. These groups can be relied on to continue programs even after the external funds have stopped coming.
On CSO Accountability and National Coordination It is clear that these two organizations, EILER and MASAI, are primarily accountable to their constituents, not to any owner, donor or founder. This is explicitly stated in their institutional documents including a Development Philosophy for MASAI and a Strategic Plan for EILER.
On CSO Accountability and National Coordination At least two experiences of non-traditional North-South partnership have emerged from the Philippines. These brought to fore changes in decision making and project processing of proposals submitted to donor agencies. Instead of the proposals being decided on by the donor agency, these proposals were appraised and either approved or disapproved in the recipient country.
On CSO Accountability and National Coordination EILER and MASAI spearheaded the setting up of funding mechanisms which also engage in capacity building of partner organizations. For EILER, it was called DAOP-PALAD or “hands clasped” and for MASAI, it was referred to as the Early Childhood Care and Development (ECCD) Committee.
On CSO Accountability and National Coordination By having a focus in terms of sector and theme for program implementation, both committees enabled the Netherlands-based donor agency, CORDAID to create a greater impact on target groups. For 14 years, EILER and CORDAID through DAOP PALAD have provided about Php15 million per year for 20 to 25 proponents annually. Many of the leaders, educators, trainers, government employees and cultural workers who were trained under DAOP PALAD continue to be active in their respective unions, labor alliances and federations and workers organizations.
On CSO Accountability and National Coordination EILER and MASAI recognize the PRIMACY of their ACCOUNTABILITY to their CONSTITUENTS -- the workers and children in rural and urban poor communities. They also acknowledge that they are accountable to their funding partner. They have to fulfill certain requirements in the same manner that the donor agency has to comply with their own obligations to the implementing organization.
On CSO Accountability and National Coordination EILER and MASAI likewise provided greater efficiency for the funding partnership. Instead of dealing with many proponents, CORDAID only discussed with two organizations which also administered a block fund. They were also tasked with monitoring and evaluation functions. Consultancy and guidance to partners were also performed by both EILER and MASAI.
On CSO Accountability and National Coordination National coordination becomes possible with SHARED GOALS among groups even if they differ in many aspects such as in organizational structure and geographical scope.
On CSO Accountability and National Coordination People listen if one has something significant to say. SIGNIFICANCE comes from EXPERIENCE and then, from ANALYSIS.
On CSO Accountability and National Coordination The track record of an organization which is in charge of national coordination provides confidence not only to its staff but also to the groups that it coordinates with.
On CSO Accountability and National Coordination The impact of a program becomes greater if it covers a particularly important geographical location such as if it is a national program, a regional or a global one. In the case of a national program, such as DAOP-PALAD and the ECCD Committee, coordination entails an appropriate organizational structure.
On CSO Accountability and National Coordination A SHARED EXPERIENCE in the past may help hasten the process of coming to a common understanding. Key persons who are adept in negotiations and conflict resolution can also help.
On CSO Accountability and National Coordination MASAI and EILER documented their experience with DAOP-PALAD and ECCD. The former came up with a video documentary on ECCD’s nine years of lessons and insights. EILER has a compilation of summative evaluations and documentation of experiences of DAOP-PALAD.
