Organisational Challenges Facing Civil Society Networks in Malawi

The research results provide a snapshot of civil society networks in Malawi today, whilst highlighting the critical organisational challenges in 2006. The project did not aim for nor did it achieve an exhaustive impact assessment of all civil society networks in the country. Interviews focussed on three networks: Malawi Economic Justice Network (MEJN), Land Task Force (LTF) and Civil Society Coalition on Basic Quality Education (CSCQBE). The findings therefore directly relate to thesethree networks; although they have resonance with other civil society networks in Malawi and globally.The main elements of the research methodology included: Literature review to provide an overview of current thinking (see references);Semi-structured interviews with up to 25 stakeholders for Malawi Economic Justice Network (MEJN), Civil Society Coalition for Quality Basic Education (CSCQBE), Land Task Force (LTF), other CSO networks, donors, and government;Analysis of consultancy work with MEJN and Civil Society Agriculture Network (CISANET);Analysis and write up;Publication and dissemination.The paper will briefly discuss the development impact of the CSOs before proceeding to discuss the critical organisational capacity issues facing the networks

An investigation into factors affecting staff turnover amongst professional staff in NGO's in Malawi

The study set out to investigate the factors influencing turnover among professional staff in some selected NGOs in Malawi. Using qualitative and participatory methods, the study used the levels of complexity model to analyse the factors leading to the problem of staff turnover in the selected NGOs. The main findings were that: · Professional staff turnover was 50% within a period of 18 months across all the NGOs interviewed. · For the professional staff, the main factors contributing to staff turnover were: ineffective organisational policies, systems and procedures; poor relationships and communication; and poor organisational values and culture. · In addressing the problem, NGO leaders tend to concentrate on efforts to improve salaries and other monetary benefits; and training opportunities. In order to more comprehensively address the problem of staff turnover among the professional staff however, NGO leaders must adopt a process or an Organisation Development (OD) approach.Public Administration and Development StudiesM.A. (Development Studies

Improving the effectiveness of strategic planning in local NGOs in Malawi

The study set out to investigate factors influencing the effectiveness of strategic planning processes among local NGOs in Malawi. Employing qualitative methods, the study used the 'levels of complexity' and 'stages of organization development' models to analyze factors influencing the strategic planning process and the roles and responsibilities played by the board, management, donors, consultants and communities respectively in five selected local NGOs. The study revealed that the level of implementation of the strategic plans was low (46%). In comparison, the implementation was lower for organizational capacity building activities as compared to project activities. HIV and AIDS NGOs had higher levels of implementation as compared to their human rights counterparts. The major causes of the low implementation were the local NGOs' inadequate financial independence from donors to respond effectively and autonomously to the needs and priorities of their beneficiaries; and inadequate capacity for the boards, management, donors, consultants and communities to effectively go through the strategic planning process. In order to improve the strategic planning processes among the local NGOs, the study recommends that local NGOs must become less dependent on 'non developmental donor funding' through: • Making themselves and their services more relevant and therefore more needed by both the beneficiaries and the donors, • Developing skills to negotiate with donors for more 'developmental or good quality funding', • Identifying alternative sources of funding while taking care not to be distracted from their core mandate and; • Investing in the 'strategic capacity' of the board, management, donors, consultants and communities to effectively manage the strategic planning process. Finally, the study recommends that in order to ensure effectiveness of the strategic planning processes, literature or theories guiding the strategic planning processes in local NGOs need to provide guidance on the facts that most local NGOs are not financially sustainable, they do not have adequate capacity to effectively manage the strategic planning process and that they often are not accountable to the communities they serve.Development StudiesD.Litt. et Phil. (Development Studies