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A balanced strategy: Reprogramming of NGOs and to enhance its relevance as development partners in Sierra Leone

What should be the principle that defines the Koroma administration's National Development Strategy is balance. President Koroma can not wait to eliminate the challenges of national development through of a unilateral policy agenda, to do everything and coordinate all based on his All People's Congress (APC) party ideology. His party of APC with its "corporate agenda" for Sierra Leone Sierra Leone holder turned Popular Party (SLPP) in a runoff reflecting the expectations and wishes of a majority of citizens of Sierra Leone for the socio-economic change far-reaching institutional reform and full inclusion of young and poor indigenous majority. If Koroma successful poverty reduction Sierra Leone extreme and the creation of a more effective, inclusive and fair state, however, and should, if his leadership will be different from the SLPP government, which replaces will have to set priorities and consider the commitments and show understanding and offer support while fighting the explosive issues of judicial reform, corruption and policy development.

The strategy strives to maintain balance in three areas: between trying to prevail in the elimination of corruption in their government and preparing for other contingencies, including the institutionalization of capabilities such as government commitment and support to the relevance of NGOs as existing development actors and maintaining organizational independence of NGOs and the strategic advantage in terms of promoting national development objectives through community participation, and between the maintenance of cultural traits that have made community participation in development activities and discourage that behavior non-governmental organizations that hinder their ability to do what needs to be done. "In its broadest sense, the term" NGO " [NGOs] refers to organizations (i) not based on the government, (ii) was not created for financial or material benefit, but (iii) set up to address such concerns as social and humanitarian issues of development, welfare and individual and community well-being, disadvantage and poverty, and environmental protection and natural resources, management, and improvement (ADB).

Strategic Thinking

Koroma administration capacity to deal with performance problems of NGOs depend on their ability in handling corruption in government. To be frank, failure to display or not, to deal with corruption in government would be a disastrous blow to the credibility of APC, both among party members and voters and among the opponents of the opposition. Sierra Leoneans want to see serious efforts to combat corruption and injustice of the legal system in the country and the people of Sierra Leone have lost patience in this regard. Even so, there will be high expectations Koroma of zero tolerance against corruption to be seen to work in Sierra Leone.

Because of its endemic corruption, poverty and the tragic history of violence, Sierra Leone in many ways represents an even more complex and difficult long-term challenge-one that, despite a substantial rhetorical effort, determination and requires a significant commitment to punish severely on charges of corruption for some time. And given the country's changing political game, the resounding victory of Ernest Koroma in the 2007 election runoff could be just another wrong turn along the road that goes nowhere. Sierra Leoneans have begun to question the leadership of Koroma, who in his inauguration in September 2007 announced its zero tolerance stance against corruption, but "has not had much luck with his cabinet" (The Africa Report.) Suspected corruption and shady business [the controversial deal to Income Electrix, the suspended transport minister, Ibrahim Sesay Kemoh 700 kg of cocaine haul agreement and Attorney General Abdul Serry Kamal "Seventy-five billion Leones] saga Wanza confirm the selfishness and predatory activities of officials of APC," and that despite the good intentions announced by President Koroma, it [seems] lack the moral integrity and political backbone to implement its "tolerance zero 'politics of corruption and his call for accountability of the cabinet "(New People Newspaper). Koroma has yet to prove who is following a different drummer from that of all of Sierra Leone leader of the last 45 years.

What is called the war against corruption is in stark reality, a prolonged campaign across the country, a conventional struggle between the forces of blatant corruption and moderation. Direct Participation ACC will continue to play a role in long-term effort against corrupt officials in government and private sector. But in the short term, determined leadership have to use the draconian rules of engagement to end corruption in Sierra Leone. Whenever possible, the CAC calls for quick service in the treatment of corruption cases should be subordinated to the concrete steps by a strong presidency definitely aimed at promoting better governance, economic programs that encourage development, and efforts to address the grievances among the discontented justifying the civil conflict that so badly destroyed the social fabric of Sierra Leone in recent years. You will need the active participation and non-governmental organizations in a collaborative effort over a long time to educate, rebuild and promote the objectives infrastructure development.

Sierra Leone is unlikely that the experience of another civil war justified by the injustices arising from bad governance and rampant corruption in short, at any time. But that does not mean they can not face similar problems in several places. Whenever possible, a government strategy is to use indirect approaches, notably through the capacity building of partner NGOs and their administrative processes to prevent festering problems from becoming crises requiring expensive and controversial civil conflict directly. In this type of effort, the capabilities of the allies of the government and NGO partners can be as important as their own, and promoting its capacity is probably as important as, if not more, partisan disputes, the government has to treat.

The recent past clearly demonstrated the consequences of not adequately address the risks of poor governance. Rebel Networks sympathy among the citizens of Sierra Leone and the power in the chaos of social breakdown. The State infested with small arms quickly collapsed into chaos and crime and the worst of disasters hit the country of origin of Sierra Leone-cities villages were reduced to rubble by rebel attacks as a result of the failed state. The type of skills needed to cope with such a scenario historically sad therefore, can not stop playing down the political rhetoric. Even the smallest of crimes of corruption should require strict and inflexible methods investigations and punishment to prevent this scenario failed state. As president of Transparency International Huguette Labelle has observed, "Stemming corruption requires strong oversight through parliaments, law enforcement, independent media and a vibrant civil society. When these institutions are weak, corruption spirals out of control with horrendous consequences for the people and for justice and social equality in general "(NGLS Go Between).

In many ways, the national capacity development of the country are still dealing with the consequences of the 1990s when, with the complicity of the civil war, the main instruments Sierra Leone government regulatory mechanisms were reduced or has withered in the corridors of power.

"Sierra Leone has been a major recipient of foreign aid since the end of a devastating 11-year civil war in 2002. But the government, donors and citizens are questioning the effectiveness of this aid is being using. The accusations of misappropriation of donor funds, both governmental and NGO actors, endanger this entry. One of the main government partners the British Department for International Development, aid withheld in protest against such anomalies, the majority of 2007 and early 2008 (Fofana / IPS, Freetown). In addition, the Government of Sierra Leone has maintained a constructive relationship with NGOs. However, the global drive towards poverty reduction has created a new convergence between development practitioners and policy makers as a means of increasing access to new initiatives to promote good governance and help reduce poverty. Citizen participation has been taken increasingly seriously increase opportunities for low income and other excluded populations whose interests are marginalized in classical representation institutions to influence policy formulation processes. The government is beginning to appreciate the importance of society in developing civil-that community development is at the heart of a strong civil society based on partnership.

In this sense, Koroma administration can take over the tasks of promoting effective collaboration with international and local NGOs for peace, security and development. To really achieve victory as the High Level Forum on Aid Effectiveness defined – "to bring the voices again in a review of how aid is managed, and outline a path greater transparency, accountability and ultimately impact on the lives of the poor of the world, to achieve a political objective "(Fofana / IPS, Freetown), the Government of Sierra Leone needs a NGO Coordination Unit with a capacity to facilitate the diversion of huge donor funds for the NGO community to match its capacity active use assessments and exams as learning tools for themselves and their development partners. "The role of the Sierra Leone Association of organizations NGOs (slang), formed in January 1994 to coordinate NGO activities in order to avoid duplicate efforts and resources are not wasted "(Bnet Business Network) must be differentiated from what the unit MODEP NGOs are doing, also to understand SLANG relevance in the development work.

Given this reality, Unit MODEP NGO, however, has been making some impressive strides in recent years. "The revision of national policy NGO after the wide range of consultations with national and regional level with the participation of all stakeholders, especially community NGOs, line ministries and civil society in the preparation of [the policy was a] commendable. The NGO Unit facilitated several meetings with other ministries in particularly the Finance Ministry, National Revenue Authority's (NRA), the Ministry of Labor and other interested parties to discuss among other things: Duty Free Concessions, Resident and Work Permits and Finance, etc. "(NGO Unit / MODEP).

It also may suggest that a new Operations Manual for the Development of a New National Development Strategy has been developed to incorporate the lessons of recent years in the doctrine of non-governmental organizations to provide services. "Train and equip" programs will allow for more rapid improvement in the capacity development of partner organizations. And the various initiatives to be carried out better integrate and coordinate government efforts to civil society organizations and groups of experts from the private sector, including NGOs and academia.

Organizational problems in perspective

Although international NGOs to improve and institutionalize new methods and modern management, the Government of Sierra Leone still has to deal with the organizational challenges posed by local NGOs. The images seen by NGO many local people as corrupt and unworthy of support are a reminder that these Civil Society Organizations (CSOs) and their management processes are still important. NGOs in the country should be considered to improve its partners and documentation of several results, including the development of indicators of good supervision.

It is also potentially toxic mix of poor financial management of NGOs and inadequate information on budgetary issues that the Government of Unity of NGOs in Sierra Leone. What all these problems that portend the monitoring of development assistance remains a major challenge for Sierra Leone and that a comprehensive framework for the monitoring of recurrent and development activities should be put in place. The Government of Sierra Leone can not take matters of organization NGO for granted and must invest in programs, platforms, and staff to ensure their relevance as development actors.

It is also important maintain some perspective. As much as the unit MODEP NGOs regulations revised policy has been developed with information collected in connection with funds disbursed by donors to NGOs for the implementation of programs to remember that what is driving MODEP is the desire to exorcise the implementation Neglected non-governmental organizations over the years and to become more relevant as the development of relevant parties, not an ideologically driven campaign to micro management NGOs in the country. "It is understandable that the logic behind the massive presence of NGOs in Sierra Leone to create a civic culture pluralize the political, economic and social development and narrow the gap between the masses and the state. So the NGOs act as intermediaries between the that donors call "the unorganized masses and the State and is expected to represent the people and express their voices in policy formulation. In fact, among the NGOs is a small sector of voluntary organizations really monitor the regimes, engage in advocacy for the poor and serve as watchdogs to ensure that government services contractors. "

It is true that the Poverty Reduction Strategy Paper (PRSP), with clear reference to Millennium Development Goals (MDGs) is the main objective of the Government and its development partners. "The PRSP requires a sustainable growth for the poor. However, achieving this means maintain macro-economic stability IMF-style with low inflation and tight fiscal deficit, despite research by CSOs and development agencies, which seriously question the impact of poverty of such policies "(European Network on Debt and Development). participation of NGOs was recognized in the process. NGOs could now play an active role in the process of applying for change of their interventions and relief and humanitarian assistance programs for sustainability of infrastructure development programs. Answerability and transparency, sound financial management and reporting must be adequate budgetary words see in the new deal.

The NGOs in Sierra Leone may have its problems of organization, but may be very relevant stakeholders in the promotion of popular participation in the programs of poverty reduction. Use of funds has not been cost effective for most NGOs, but subject areas most of these NGOs focus on (health, education, development, microfinance, training, etc) are relevant to users end are often poor and vulnerable children, youth and women. These are priority areas of support that are consistent with the development priorities of Sierra Leone and the PRSP priorities and international development agencies.

Now that the level of performance should be invoked by the government and NGOs after its poor performance management in terms of aid money, the Government of Sierra Leone must now strive to maintain a relationship of strategic credibility with NGOs through performance evaluation, review and monitor their activities. To this end, the NGO Unit MODEP are taking steps to return excellence and accountability accountability to the administration of non-governmental organizations are commendable. Presidential and parliamentary oversight may also be necessary for a more reliable and sustainable Unit NGO coordination effort.

When I think of the number of strengths, weaknesses, opportunities and threats (SWOT) of non-governmental organizations as development partners in Sierra Leone is reasonable to assume that NGOs come in many shapes and sizes. The data used in the SWOT analysis from multiple sources including statistical reports, literature review, regulations and policies, and research articles by professionals from NGOs. These results should provide a valuable reference for the Government and the international development community who are interested in developing excellence in the organization of society civil, which incidentally can provide feedback on aspects of the analysis of development effectiveness.

Strengths

Base (Local) NGOs

• Having a positive presence on the ground.
• Demonstrate ability to seek common ground and compromise the poor and marginalized population base.
• Enjoy the confidence and trust of local populations.
• Have knowledge-based on the experience of cultural, political and socioeconomic conditions of indigenous peoples.
• Understanding the unique vulnerability of local beneficiaries.
• C one to achieve extreme flexibility, with fewer resources and lower costs.
• Possesses valuable experience, content and expertise on fundamental issues of local trade and business contacts in their field.

International NGOs

• Have global appeal and have developed a reputation throughout the industry for a positive work.
• Good for the generation and mobilization of resources and core competencies for their operations.
• Ability to solve problems of legitimacy and addressing the political and policy restrictions.
• Ability to take expert opinion to influence public opinion makers politicians.
• Having paid staff to ensure quality basic project work.
• Possesses valuable experience, content and basic knowledge of work on international trade issues and the work of the market and business contacts in their field.

Weaknesses

Base (local) NGOs

• May have limited financial resources and expert to support end-user development.
• May have limited strategic perspectives and weak linkages with other actors in development.
• You may have a limited capacity of management and organization.
• May sometimes miss the long table on macro perspectives on capital markets, economics and geopolitics in relation vis community development.
• Indigenous operators of non-governmental organizations may be prone to corruption.
• Because of its voluntary nature, there may be questions regarding their accountability and credibility.
• They may have difficulty in managing operations financially sustainable.
• Did not are sustainable in membership fees alone.

International NGOs

• Some non-governmental organizations to promote work to influence policies and practices of governments, development institutions have limited capacity implementation.
• Questions sometimes arise concerning their motivations and objectives, and the degree of responsibility accepted for the final impact of policies and the positions they defend. Sometimes accused of "selling out" when working with the government or corporations.
• It can be difficult to appease or handling special interests.
• Fluctuates in the maintenance of nonprofit revenue streams donations.
• You may have limited experience with the poor and the operations may not reflect the needs of communities.

Opportunities

Base NGOs

• Can you work effectively with community partners to assess local problems and opportunities and promote programs of export development.
• Ability to successfully implement training programs and encourage participatory development.
• Ability to integrate their local knowledge and experience in health and education initiatives in community development programs.
• It may be clearing of information on local businesses.

International NGOs

• Ability to work with credible partnerships with governments and private corporations to mobilize public opinion to increase the influence on the programs of poverty reduction and trade issues.
• Effective lead vocals efficient organizational practices in the work of NGOs in developing countries.
• Ability to provide specific expertise the industry to help producers add value, improve quality and find new export markets.
• Very familiar with the political and social accountability mechanisms that complement their activities and advocacy work.

Threats

Base NGOs

• Isolated and uncoordinated efforts can have negative results of the program.
• mediocre Regarding trade and export enterprises causing unsustainable development initiatives and the lack of solutions for the development of trade.
• Lacks the technical capacity to connecting the poor to trade and export opportunities I.

International NGOs

• Tendency to ignore the voices of the poor represented by the experience and professional contribution local agencies to define the dialogue and public understanding of trade and development.
• Inclination to compete for the lobbying against others which distract policy makers on important issues.
• Often accused of kidnapping of macroeconomic policy making dominated by technocrats and external consultants in the process.

In general, ordering SWOT basic issues (local) and international NGOs in categories planning can get a system that presents a practical way of assimilating the internal and external information on the work of NGOs in Sierra Leone, outlining the short-term and long term, and define and coordinate the development, goal-directed actions, and allowing an easy way to create management teams can achieve the objectives of development, growth and the essence of civil society. In fact, as the philosopher Michael Ignatieff has noted, "without civil society, democracy remains an empty shell. "One can expect to see the effectiveness of CSOs to influence members of the general public who adhere to their values and beliefs to participate in development programs at state and community.

Therefore, despite the relatively dark background are local NGOs clearly very relevant to the development equation. NGO strengths can be harnessed well coordinated with training programs. By contrast, international NGOs may develop a partner strategy to support and work through strong local professional partners as an effective tool for greater development impact to be a self-application agency. NGOs can also be very effective as learning organizations, providing important support to build its own staff and capabilities of partners, through individual training activities, annual meetings and associated conferences, exchange of learning between the partners and partner self-assessments of training needs. On the other hand, NGOs can be very effective also active and regular evaluations and reviews as a learning tool for themselves and their partners.

Just as one can expect that learning should be at the heart of these organizations, as well, if the Government of Sierra Leone to seek a better balance the repertoire of skills that have such programs, the corruption in the government sent the punishment for crimes in place of corruption, training performed.

Moreover, given the problems of development in Sierra Leone is struggling with, and taking into account, for example, the struggle for land to hospitals and clinics, schools and colleges, maintaining urban and rural roads, and the threat of HIV to the society, it is time to think seriously about how to institutionalize the capacity of NGOs and get properly shipped fast. The programs of the modernization policy of the NGO Unit of NGOs in MODEP should seek a solution of 99 percent of the organizational limitations of NGOs in the country and to build the kind of innovative thinking and flexibility capable of supporting rigid development processes.

Sustaining Organizational Performance

The ability to combat corruption in government and the autonomy of NGOs sometimes simultaneously fits perfectly within the best traditions of good governance, both especially since the management of financial resources, including adequate reporting on budgetary issues is critical to sustained organizational performance NGOs. For most non-governmental organizations in Sierra Leone, unsatisfactory practices in relation to vehicles and fuel use, recruitment procedures and financial reporting and accounting weaknesses that are weak are also typical of bad governance issues. Improve documentation of results including the development of good monitoring indicators is also essential for maintaining organizational performance. Failure of NGOs is that they come at a human cost terrible, financial and political. There must be organizational improvements in the government so that NGOs can be more efficient and relevant to the development equation.

One of the enduring themes of the Unit for NGOs in the fight with MODEP is whether the personal and organizational systems to coordinate the work of NGOs in the country will be able to reflect the importance of counseling, training and equipping of NGOs in Sierra Leone, something not yet considered a career that improves the best and brightest experts in organizational development. Another is whether the revised policy rules can be adapted quite well and fast enough to empower organizations NGOs or, more importantly, to build the capacity of local NGOs to make them more resources.

One can make the argument in favor of NGO institutionalization skills and the ability to perform stability and support operations. This has to do and it is necessary to maintain the current advantage of the relevance of NGOs as development partners. Apart from the recent revisions to the policy rules of NGOs has not been strong, deeply rooted constituency inside MODEP or elsewhere for institutionalizing the necessary skills to work in support of Sierra Leonean NGOs and quickly meet the important needs of organizations civil society involved in development work in Sierra Leone.

Think about the important work of NGOs in Sierra Leone. NGOs often make the impossible possible to do what governments can not or will not do, especially when new challenges crowd the national agenda. Increasingly, NGOs operate outside the formal framework moving independently to achieve their goals and set new standards for governments, institutions and corporations are obliged to follow through force public opinion.

Some humanitarian and development NGOs, for example, have a natural advantage because of their perceived neutrality and experience. Amnesty International – Section of Sierra Leone, for example, (as shown in the web directory of NGOs managed by UNDP Sierra Leone promotes and protects human rights through advocacy and human rights documentation of education, the maintenance on the human rights violations and violations carried out during the ten-year war by rebels in Sierra Leone, which was useful to the TRC in Sierra Leone. Other groups such as the Campaign for Good Governance (CGG) is a democracy, support for NGOs in Sierra Leone, which promotes the building of democratic institutions, transparency and accountability in government, active citizen participation in the political process, voter education, ringing a right, and the rule of law. The Organization Catholic Youth (CYO) organizes religious, educational, cultural and social programs to meet the spiritual, mental and recreational members. El Centro Coordination of Youth Activities offers leadership training, peace building, capacity building and community development. The district Kailahun Development Foundation (KADDF), an organization throughout the district government offers no viable solutions to the pervasive problems of poverty and serves as a clearinghouse for outside agencies interested in implementing programs in the district of Kailahun. The Sierra Leone Adult Education Association (SLADEA) helps reduce the high rate of illiteracy among adults in the informal sector to have the cooperation and support of other NGOs in order to motivate the various forms of participation of the population especially women and youth in national development, to achieve recognition and public support for education sector non-formal. FORUT thematic areas (health, education, skills development, microfinance, skills training, etc) are relevant to end users which are often poor and vulnerable children, youth and women. Action Aid is one of the largest NGOs operating in Sierra Leone, promotion food security through agricultural programs to ensure the seeds are available and agricultural production continues.

No doubt, therefore, that the modernization programs will continue to have, and deserve, a strong institutional and congressional support. It must be the necessary enabling environment for ensure that the necessary skills to complex organizational issues of NGOs also have strong institutional support and sustained in the long term. The need a setting unit that NGOs can make and implement decisions quickly in support of NGOs working in Sierra Leone is necessary.

Ultimately, the capacity of NGOs is needed can not be separated from the cultural traits and the management structure of the institutions of Sierra Leone Government: the signals sent by how to manage the funds, what projects are funded, what skills are used to implement projects and how staff are trained. As Minister Foreign Affairs Lloyd Axworthy has said: "Clearly we can no longer relegate NGOs to simple advisory or advocacy roles they …. are part of the way decisions have to be done. "

As Yale professor Steve Charnovitz has observed, the participation of NGOs seems to depend on two factors: the needs of government and NGO capacities. A good democracy encompasses all nongovernmental organizations that strive to create formal but flexible systems to promote the dynamism and self-adjustment. NGOs should be part of the alternative development paradigm, because the state, its institutions and public policy unable to cope with a number of issues of underdevelopment alone.

Obviously, there are many NGOs in Sierra Leone today in different ways and with substantial amounts donors and individual funds have been diverted through them for development purposes. These NGOs are believed to be participatory, cost, community-oriented, democratic, effective and better target the poorest of the poor, but in recent years, the aura of justice around the NGO has almost disappeared, and there is widespread recognition its inability to deliver what is expected of them. Many lessons, however, about the NGOs in Sierra Leone are presented. Two of the most important an understanding of organizational challenges and a sense of determination to change. The determination and national scope of NGOs has been an indispensable factor peace and national stability. Unit MODEP NGOs must be clear about what the efficient management of the organization by competent operators NGOs can achieve. No matter what your goals, all organizations share two things in common: they are formed by people, and some people are in charge of these people. NGOs therefore need strong managers to lead their staff towards achieving the development goals. And these managers are leaders, to solve problems, cheerleaders, and planners as well.

Think of the complexities of management, for example. No matter what type of organization they work, executives of non-governmental organizations are usually responsible for a group of "acting on individuals. As leaders, we should expect that their colleagues work to work seriously to achieve common goals of NGOs. As management guru Peter Drucker said: "Executives owe it to the organization and their co-workers who do not tolerate people in arrears in important jobs. "

In domestic affairs, "aid can work there good governance, "U.S. Congressional Representative Lee H. Hamilton wrote in his book – A Legacy of Honor: The Documents H. Lee Congress Hamilton, United States Indiana House of Representatives 1965-1998 Ninth Circuit, "… and usually does not operate where governments are unable or unwilling to commit help to improve the lives of their people. "So they are believed responsible for any national development strategy for Sierra Leone must provide a balanced approach to increase responsibilities and the preservation of the relevance of NGOs as development partners.

About the Author

Kenday S. Kamara is a freelance development consultant in administration, policy development and capacity building. He can be reached at kenday.kamara@waldenu.edu.

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