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Factors Influencing Effective Management of NGO Partnerships

Received: 12 July 2017    Accepted: 25 July 2017    Published: 23 August 2017
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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.

DOI 10.11648/j.hss.20170505.11
Published in Humanities and Social Sciences (Volume 5, Issue 5, September 2017)
Page(s) 158-170
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Partnership, Collaboration, NGOs, INGOs, Alliances

References
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    Rehema Batti. (2017). Factors Influencing Effective Management of NGO Partnerships. Humanities and Social Sciences, 5(5), 158-170. https://doi.org/10.11648/j.hss.20170505.11

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  • @article{10.11648/j.hss.20170505.11,
      author = {Rehema Batti},
      title = {Factors Influencing Effective Management of NGO Partnerships},
      journal = {Humanities and Social Sciences},
      volume = {5},
      number = {5},
      pages = {158-170},
      doi = {10.11648/j.hss.20170505.11},
      url = {https://doi.org/10.11648/j.hss.20170505.11},
      eprint = {https://download.sciencepg.com/pdf/10.11648.j.hss.20170505.11},
      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.},
     year = {2017}
    }
    

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  • TY  - JOUR
    T1  - Factors Influencing Effective Management of NGO Partnerships
    AU  - Rehema Batti
    Y1  - 2017/08/23
    PY  - 2017
    N1  - https://doi.org/10.11648/j.hss.20170505.11
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    AB  - 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.
    VL  - 5
    IS  - 5
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