Factors Influencing Effective Management of NGO Partnerships

Abstract

Abstract:Partnership is an emergent and dynamic process and working in collaboration with others is never easy especially when it involves organizations with diverse and sometimes conflicting mandates, cultures, capabilities and aspirations. However, local NGOs in developing countries experience difficulties in effectively achieving their mandates without collaborating with others. Effective management of partnerships is important because a failed partnership process can be disastrous and ruin an organization's viability and legitimacy. The purpose of this paper is to highlight obstacles that hinder effective management of partnerships between Local NGOs (LNGOs) and International NGOs (INGOs). The study results indicate that NGO partnerships added value to development efforts at community level however this good work may be affected if obstacles that hinder effective management of partnerships are not consistently addressed during the partnership lifecycle. The following obstacles were highlighted; minimal involvement in decision making, inadequate technical and organizational capacity, inadequate resources to support partnership objectives, minimal participation in project design, inadequate communication and low levels of commitment. In conclusion the study findings suggest that NGO partnerships still operate at a transactional level. It would be ideal if those who initiate, engage and manage these partnerships progressively shift to more transformational forms of engagement in-spite of the funding aspect.

Facilitators of improving the function of nongovernmental organizations (NGOs) in Iran's health system

“…In accordance with the results of the present study, studies conducted in developed and developing countries indicate that adequate financial resources, a standard strategic plan, communication and building trust between the government, NGOs and society, the government's interaction with NGOs, the recognition of NGOs by society and scientific centers, and transparency and accountability are all recognized as the factors affecting NGOs’ capacity and successful and effective performance. [ 22 26 27 28 29 30 31 32 ] The findings of the present study also emphasize the need for these factors in the effective and successful NGOs’ participation in Iran's health system.…”

“…The data for this study were gathered through 32 in-depth semi-structured interviews using an interview guide form prepared based on the study's goals and a review of the literature. [ 12 20 22 ] The interviews by telephone and in-person began in the second half of 2020 and lasted into the first part of 2021 in Tehran until the saturation of the data. The interview questions focused mainly on the barriers, facilitators, and methods for expanding the role of NGOs in the Iranian health system [ Table 1 ].…”

Participation of nongovernmental organizations in Iran's health-care system: challenges and suggestions for improvement

“…These factors and attention to them lead to NGOs' success, and ignorance and absence of these factors cause problems and barriers to NGOs. Also, communications and trust, governments' policies, familiarity with NGOs in the society and legal conditions for NGOs' activities are other effective factors of NGOs' performance, depending on the development level, and political, economical and social conditions in different societies (Fonts Filho, 2017; Batti, 2017; Afaq, 2013; Kaur, 2018; Jenkins, 2011; Bwimanna, 2017; Das and Kumar, 2016). In the guidelines provided for NGOs' capacity building, organization governance, strategic planning, financial management, staff management, project management, external relations, promotion and fundraising are referred to as the main dimensions for capacity development of NGOs (Chahine et al , 2009; Thomas, 2005).…”

The practice of partnerships: A case study of the Disabled Children’s Action Group, South Africa

“…Research on partnerships across sectors provides insights into authentic and weak partnerships (e.g. Barnes et al 2009;Batti 2017). This body of literature suggests that partnerships must be guided by a shared vision and purpose that builds trust and recognises the value and contribution of all members.…”