What internal (governance, leadership, organizational capacities, etc.) and external (funding environment, public policies, socio-economic context, donor practices, etc.) factors are identified as determinants (positive or negative) for the strategic autonomy of these organizations?
Several internal and external factors are identified in the sources as determining factors for the strategic autonomy of organizations, whether NGOs, think tanks or other development actors.
INTERNAL FACTORS #
- ·Governance, leadership, democratic practices, transparency, and accountability: A lack of democratic practices, transparency, and accountability within NGOs can hamper their effective management. Good governance, involving transparent and accountable management of resources, is essential for the sustainability of NGOs. NGOs that practice good governance can gain credibility and support. A lack of a clear vision and mission can make it difficult to articulate an NGO’s role and functions, affecting its strategic autonomy.
- ·Organizational capacity and quality of human resources: The sometimes inferior quality of the outputs of some African think tanks, due to a limited number of well-trained researchers, communication and development professionals, as well as competent leaders and administrators, threatens their sustainability and therefore their autonomy. Staff retention is also a major problem. Similarly, the often “associative” and “voluntary” nature of NGOs may not attract competent people, affecting their participation and autonomy. A lack of well-trained staff limits the capacity of NGOs to manage their daily affairs, plan, evaluate, implement and monitor their projects.
- Strategic and financial management: Some NGOs are reforming their structures to have a clear direction and strategy. However, dependence on donor funding is a major factor impacting the management and sustainability of NGOs, threatening their autonomy. Poor financial management and a lack of proper record-keeping undermine NGO management. Diversifying funding sources is crucial to reduce potential pressures and strengthen the autonomy of think tanks.
- ·Clear vision and mission: Most NGOs appear to lack a clear vision and mission, focusing on minor day-to-day issues rather than broader societal and economic challenges. This lack of vision makes it difficult to articulate their role and facilitative function.
EXTERNAL FACTORS #
- Funding environment and donor practices: Reduced donor funding, particularly as countries reach middle-income status, can lead to the closure or reduction of NGO activities, negatively impacting their autonomy. Heavy dependence on donor aid can weaken ownership and lead to strategic drift, with organizations focusing on externally funded activities. Donor practices can sometimes foster a politics of confrontation between civil society and African states. Northern NGOs should focus on helping Southern NGOs achieve their own objectives, thus promoting the latter’s autonomy. Official development assistance (ODA) is under pressure due to a tepid global economic environment and heavy tax burdens for several major donors. ODA alone would be insufficient to achieve future development goals, highlighting the need to mobilize diverse resources.
- Public policies and the legal and political context: The rigidity of the legal and political system is a major challenge for NGO participation in UN activities. Public interference in NGO activities influences the nature and content of their international participation. A favorable legal and regulatory environment is essential for the reach and action of NGOs. Restrictions on freedom of movement and expression can also undermine the autonomy of civil society organizations.
- Socioeconomic context: The gradual withdrawal of governments from public service delivery has created a vacuum that NGOs are attempting to fill. The inefficiency of the state and its bureaucratic systems in the face of globalization has also fostered the emergence of NGOs. In contexts of state weakness and declining markets in Africa, NGOs proliferate as the only alternative to promote local development. However, in some contexts, civil society may be weak and lack organizational capacity.
- Coordination and partnerships: The need for a holistic and comprehensive approach to development in Africa is emphasized, involving integration at the national level and among global actors, as well as information sharing and clear leadership from developing country governments. Strategic partnerships between Northern and Southern NGOs are essential to build the latter’s capacity. A healthy NGO-state relationship, based on shared objectives, is essential for NGOs to realize their potential and manage their activities effectively. However, deep jealousies and mistrust can exist between governments and NGOs.
- Unpredictable external factors: African countries are extremely vulnerable to exogenous shocks such as external debt, volatility of external resources, unfavorable terms of trade and natural disasters, making it difficult to achieve macroeconomic objectives and indirectly affecting the autonomy of organizations.
In summary, the strategic autonomy of organizations is a complex dynamic influenced by a constant interaction between their internal capabilities and the external conditions in which they operate. Strengthening internal governance, organizational capabilities, and diversifying funding sources appear to be essential levers for increasing this autonomy. At the same time, a favorable political and legal environment, as well as informed funding practices and a supportive socioeconomic context, are determining external conditions.
