What is a nonprofit organization?

1. 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

2. 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

3. 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

4. * 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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)

11. 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

12. AN EXAMPLE OF A STRUCTURAL PROBLEM-- Who Has Responsibility for IDPs COLD WAR Conflict Between Nations POST COLD WAR Conflict Within Nations

13. 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

14. 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)

15. 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

17. EMERGING GLOBAL HUMANITARIAN RESPONSE AND DEVELOPMENT NETWORKS

18. 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

19. 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?

20. 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?

21. 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

22. NGO “Scramble” • Competitive tendering and renewable contracting: • Produce dysfunctional outcomes • That are rational response to incentives • Transnational environment pushing INGOs towards competition

23. 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