Global Water is an international non-profit organization that provides water and sanitation services to rural communities around the world. It is governed by a Board of Directors and overseen by a Program Manager. Global Water operates in over a dozen countries, partnering with local NGOs, but does not have its own country offices. It is headquartered in Oxnard, California and relies on donations from private organizations and the US federal government for funding. The Program Manager publishes progress reports evaluating project successes and sustainability.
This document discusses assessing progress towards the global goal on adaptation as part of the Paris Agreement's Global Stocktake process. It outlines key challenges including the difficulty of aggregating national adaptation efforts to determine global progress. Countries face challenges assessing vulnerability, prioritizing actions, implementation, and monitoring and evaluation. The document also discusses opportunities to leverage existing frameworks and enhance adaptation action through the stocktake process. It emphasizes the importance of monitoring, evaluation, and learning systems for adjusting adaptation over time.
The document discusses setting up a Project Management Office (PMO) as a service to improve project success rates and organizational strategy execution. The PMO would execute the organization's strategy by composing a project roadmap, calculating returns on investment, and assigning resources and tools to projects. It would also take on a "watch dog" role to improve planning, reporting, risk management, and alignment of projects, programs and portfolios. Key metrics discussed for the PMO to monitor include time, cost, scope, quality and resource data. Charts are provided as examples to track schedule performance, cost performance, and milestone budgets versus actuals.
Este documento presenta una invitación a un webinar sobre cómo rediseñar y liderar una oficina de gestión de proyectos (PMO) con éxito. El webinar compartirá la experiencia de cómo rediseñar una PMO condenada al fracaso y convertirla en un caso de éxito. El orador tiene más de 25 años de experiencia en gestión y liderazgo de PMOs en diferentes industrias.
Apresentação novas tecnologias da informação e comunicação (ntic)renatobj755
O documento discute as Novas Tecnologias da Informação e Comunicação (NTICs) e como elas impactaram o ensino a distância (EAD). Define NTICs como tecnologias digitais como CDs, DVDs, internet e dispositivos sem fio. Explica que as NTICs permitem a interatividade e quebra do modelo de comunicação unidirecional, levando a educação a uma nova dimensão através do EAD. Discutem as vantagens do uso das NTICs no EAD, como a possibil
Global Water is an international non-profit organization founded in 1982 that provides water and sanitation services in rural areas around the world. It is governed by a Board of Directors and overseen by a Program Manager. Global Water operates in over a dozen countries through partnerships with local NGOs. It is headquartered in Oxnard, California and relies on donations from private organizations and the US federal government for funding.
This document is a project proposal by Gerson Bergeth to build the capacity of small and medium NGOs. It notes that many NGOs lack administrative, technical, and advocacy skills which limits their access to funding and their ability to partner with other organizations. The proposed project would develop training modules and a handbook to provide NGOs with skills in areas like administration, technical capacity, monitoring and evaluation, proposal writing, and advocacy in order to empower communities and strengthen civil society. The training materials would be developed over 11 months and include user testing, an e-learning version, and monitoring and evaluation of the program.
Charity: water provides clean drinking water to residents of the developing world by partnering with on-the-ground organizations to build wells and to train the local population to maintain them. Since 2006, Charity: water has funded the construction of nearly 7,000 wells worldwide, providing clean water to an estimated 2.4 million people. The organization works transparently and accounts for every dollar spent to maximize impact and maintain donor trust.
Founded in 1993, Water.org provides clean drinking water and sanitation services to people in 14 countries. It relies on internet marketing and social media campaigns hosted on sites like YouTube. While its WaterCredit program has been praised, experts suggest Water.org could improve program evaluation, women's programs, and marketing. The Better Business Bureau gives Water.org a low rating due to lack of financial information transparency.
Guatemala has high rates of people without access to clean water and sanitation, especially in rural and indigenous communities. Its political history of authoritarian rule and civil war means government involvement could undermine trust in Water.org's programs. Face-to-face outreach may be needed to communicate with and build trust
This document discusses assessing progress towards the global goal on adaptation as part of the Paris Agreement's Global Stocktake process. It outlines key challenges including the difficulty of aggregating national adaptation efforts to determine global progress. Countries face challenges assessing vulnerability, prioritizing actions, implementation, and monitoring and evaluation. The document also discusses opportunities to leverage existing frameworks and enhance adaptation action through the stocktake process. It emphasizes the importance of monitoring, evaluation, and learning systems for adjusting adaptation over time.
The document discusses setting up a Project Management Office (PMO) as a service to improve project success rates and organizational strategy execution. The PMO would execute the organization's strategy by composing a project roadmap, calculating returns on investment, and assigning resources and tools to projects. It would also take on a "watch dog" role to improve planning, reporting, risk management, and alignment of projects, programs and portfolios. Key metrics discussed for the PMO to monitor include time, cost, scope, quality and resource data. Charts are provided as examples to track schedule performance, cost performance, and milestone budgets versus actuals.
Este documento presenta una invitación a un webinar sobre cómo rediseñar y liderar una oficina de gestión de proyectos (PMO) con éxito. El webinar compartirá la experiencia de cómo rediseñar una PMO condenada al fracaso y convertirla en un caso de éxito. El orador tiene más de 25 años de experiencia en gestión y liderazgo de PMOs en diferentes industrias.
Apresentação novas tecnologias da informação e comunicação (ntic)renatobj755
O documento discute as Novas Tecnologias da Informação e Comunicação (NTICs) e como elas impactaram o ensino a distância (EAD). Define NTICs como tecnologias digitais como CDs, DVDs, internet e dispositivos sem fio. Explica que as NTICs permitem a interatividade e quebra do modelo de comunicação unidirecional, levando a educação a uma nova dimensão através do EAD. Discutem as vantagens do uso das NTICs no EAD, como a possibil
Global Water is an international non-profit organization founded in 1982 that provides water and sanitation services in rural areas around the world. It is governed by a Board of Directors and overseen by a Program Manager. Global Water operates in over a dozen countries through partnerships with local NGOs. It is headquartered in Oxnard, California and relies on donations from private organizations and the US federal government for funding.
This document is a project proposal by Gerson Bergeth to build the capacity of small and medium NGOs. It notes that many NGOs lack administrative, technical, and advocacy skills which limits their access to funding and their ability to partner with other organizations. The proposed project would develop training modules and a handbook to provide NGOs with skills in areas like administration, technical capacity, monitoring and evaluation, proposal writing, and advocacy in order to empower communities and strengthen civil society. The training materials would be developed over 11 months and include user testing, an e-learning version, and monitoring and evaluation of the program.
Charity: water provides clean drinking water to residents of the developing world by partnering with on-the-ground organizations to build wells and to train the local population to maintain them. Since 2006, Charity: water has funded the construction of nearly 7,000 wells worldwide, providing clean water to an estimated 2.4 million people. The organization works transparently and accounts for every dollar spent to maximize impact and maintain donor trust.
Founded in 1993, Water.org provides clean drinking water and sanitation services to people in 14 countries. It relies on internet marketing and social media campaigns hosted on sites like YouTube. While its WaterCredit program has been praised, experts suggest Water.org could improve program evaluation, women's programs, and marketing. The Better Business Bureau gives Water.org a low rating due to lack of financial information transparency.
Guatemala has high rates of people without access to clean water and sanitation, especially in rural and indigenous communities. Its political history of authoritarian rule and civil war means government involvement could undermine trust in Water.org's programs. Face-to-face outreach may be needed to communicate with and build trust
EFFECTS OF FLOODING ON SOCIO-ECONOMIC DEVELOPMENT: The Case of Jigawa State,...TANKO AHMED fwc
Seen optimistically, flooding could be more of a blessing than a curse especially when it occurs predictably in an area dearth of water resources. This paper describes flooding in its basics, discusses its causes and effects on the socio-economic development of Jigawa State and its people. The paper notes the devastating effects of flood in Jigawa State but also considers what it could have been if it was well-managed. It is assumed that the same flooding would also bring opportunities for socio-economic development against the destruction and miseries. It presupposed that if existing agencies, policies, strategies, and the commitment of the people and governments at all levels are reckoned with, the present equation would be different.
Charity: water receives a "BUY" rating from NPI. It has demonstrated impact by funding nearly 7,000 wells over 6 years, providing clean water to over 2.4 million people. Charity: water exhibits strong transparency through detailed reporting and GPS-tagged photos of completed wells. While costs per well have risen, the organization has maintained consistent growth in funding and impact. NPI recommends the charity but notes a lack of targeted impact studies could improve maximizing return on investment.
The World Bank has improved how it monitors and reports on development results. It has increased its ability to collect and analyze results data, conduct performance assessments, and clearly report results. The Bank also improved how it communicates development outcomes using various media tools. The Bank launched an interactive online Corporate Scorecard in 2012 to track development indicators and Bank performance. Countries have continued making progress on development priorities despite slower global growth. Average income in developing countries reached $2,080 in 2011. The proportion of people in extreme poverty declined from 43% in 1990 to 22.7% in 2010, ahead of schedule for meeting the MDG target. However, progress was uneven and more work remains.
The document discusses the operations and efficiency issues of three financial institutions - the World Bank, Global Environment Facility, and Prototype Carbon Fund. The World Bank works to alleviate poverty but also funds environmental projects, though its policies are difficult to change. The Global Environment Facility provides grants for environmental projects but many are too costly for developing countries. Both GEF and the Prototype Carbon Fund aim to be independent but rely on the World Bank, creating conflicts. Overall the institutions were established to address market failures but face challenges balancing efficiency, environmental goals, and dependence on the World Bank's policies.
Group 1 role of ng_os in development and challenges facedAnoop K Mishra
NGOs have a long history of organizing people for mutual aid before governments existed. During the 18th-19th centuries, there was rapid growth in NGOs to address neglected social and environmental issues. NGOs vary greatly in their objectives, activities, funding sources, and approaches. They play important roles in development as planners, implementers, mobilizers of local resources, innovators, builders of self-reliant communities, and mediators between people and governments. However, NGOs face challenges such as lack of funds, poor governance, absence of strategic planning, weak networking, poor communication, over-focus on infrastructure over empowerment, and political interference.
Case Study: Rwanda’s Twubakane Decentralization and Health ProgramHFG Project
The Twubakane Decentralization and Health Program in Rwanda aimed to strengthen the country's health system through decentralization and capacity building efforts. The project supported six components: family planning and reproductive health, child survival programs, decentralization policy and management, district-level capacity building, health facility management, and community engagement. While the project scope originally focused on health financing and decentralization, after Phase II of Rwanda's decentralization was initiated, the project shifted its top priority to district-level capacity building. Key factors in the project's success included aligning with existing government policies, collaborating across stakeholders, and increasing district ownership over resources and planning. The project contributed to reductions in infant mortality and increases in contra
This document is a resume for A.J.M. Motaowakkel Billah that includes contact information, career objective, career summary, special qualifications, core competencies and skills, and employment history. It summarizes his 20 years of experience working for organizations like UNDP, LGED, and NGOs on projects related to poverty reduction, livelihood development, water and sanitation, capacity building, and more. His roles have included socio-economic expert, community mobilization expert, team leader, and individual consultant. He has expertise in areas like community organization, capacity assessment, gender integration, training, and project management, monitoring and evaluation.
Services Offered and Sustainable Development Program by the LifeBank Microfin...IJAEMSJORNAL
This paper explored the integration of automated solutions, such as Audit Process/Project Management Software, as a cornerstone of global innovation and digital upskilling to modernize internal audit operations. It delves into how these automated solutions can enhance internal audit efficiency and elevate its organizational value on a large scale. Also, the disadvantages of using this system were studied. Respondents strongly affirm the significance of automated workflows, real-time audit dashboards, centralized audit libraries, defined audit universes, and tracking engagement resources, costs, and timesheets in automated audit project management. Furthermore, the benefits of technology, specifically an Audit Management System, are explored in depth. The respondents express strong agreement on advantages such as heightened productivity, real-time supervisory review, a secure centralized platform for audit projects, expanded audit coverage, and improved collaboration among team members. However, the research also delves into the challenges associated with automation adoption in internal audits, revealing unanimous concerns about high investment costs, management buy-in hurdles, and the necessity for frequent updates and customization. These findings contribute valuable insights for organizations navigating the integration of technology into internal audit processes, balancing benefits with potential drawbacks.
ECICOG provides planning services to local governments in east central Iowa. In 2015, ECICOG secured over $1.6 million in funding for future community development projects in 4 cities. ECICOG also administered several revolving loan funds that provided over $73,000 in loans to 6 businesses. Additionally, ECICOG facilitated the development of watershed management plans for the Indian Creek and Clear Creek watersheds.
After ten years of extensive experience in the field of water,
sanitation and hygiene, IRSP knows how crucial and important the sector is. As IRSP work demonstrates, poor municipal services can badly damage the health of poor communities living in the rural and remote areas of Pakistan.
The document summarizes a project aimed at promoting civil society participation in water and sanitation governance in Pakistan. Key points:
- The project aims to help reduce poverty and achieve water/sanitation MDGs in Pakistan by increasing civil society involvement in governance.
- Over 11,000 people gained access to safe drinking water via new/rehabilitated water sources and disinfection of contaminated sources. Sanitation efforts included triggering communities to stop open defecation and building 40 demonstration latrines.
- Research studies were conducted on water/sanitation budgets, the state of drinking water, and feasibility of appropriate solutions. The organization provided input to help draft provincial water/sanitation strategies.
- While most planned
The document provides an overview of small and newly formed NGOs in the Philippines, noting their close connection to communities but limited resources and experience with governance. It introduces the Philippine Council for NGO Certification (PCNC) which aims to promote good governance among NGOs and certifies those that meet its standards, bringing benefits like eligibility for tax exemptions. The guidebook then seeks to support small NGOs' learning of governance basics as they work to improve their operations and potentially pursue PCNC certification in the future.
Developing the World's Less Fortunate Majority - Case Study on the UNDPRussell White
This document provides background on the United Nations Development Programme (UNDP) and its role in achieving the Millennium Development Goals (MDGs). It discusses the UNDP's history, evolution, organizational structure, and effectiveness in fulfilling the MDGs. The UNDP was created in 1965 and took on primary responsibility for coordinating efforts to achieve the MDGs adopted in 2000. Over 15 years, the UNDP's role expanded from monitoring progress to providing policy advice and strategic planning support. While generally effective, the UNDP's success has been limited by some structural failures and instances of poorly coordinated programming. As the central UN actor for development, the UNDP remains well positioned to guide global progress on the MDGs.
The document summarizes evidence on the effectiveness of participatory development projects in improving outcomes. While such projects have reasonably improved access to basic services, there is less evidence they effectively increase incomes or build sustainable local institutions. Induced participation through externally-led projects faces challenges, as it differs from organic grassroots participation and requires transforming complex social processes into bureaucratically-defined initiatives. Effective induced participation requires flexibility, long-term commitment, and addressing potential disincentives for local elites charged with implementation.
This document discusses using independent evaluation to help achieve development goals. It provides context on financing for development discussions since 2002 and the increased complexity with more development partners. It frames the current agenda which focuses on: 1) strengthening domestic public finance; 2) enabling private sector growth; and 3) leveraging jointly funded initiatives. The document aims to extract lessons from past evaluations on these topics to inform current efforts to transform development finance under the sustainable development goals. It focuses on financing challenges but also the importance of country ownership, policy frameworks and institutions for enabling development outcomes.
This document discusses collaboration between government organizations and non-governmental organizations in India to improve agricultural extension and rural development. It provides examples of different models of NGO and GO collaboration, including NGO involvement in government programming, joint training activities, and group formation efforts. It also outlines some challenges to collaboration, such as different priorities between NGOs and GOs, lack of experience and capacity, and issues around control and sustainability. Overall, the document advocates for closer working relationships between NGOs and GOs while also recognizing limitations to collaboration.
This document summarizes a Client-Partner Dialogue held in Colombo, Sri Lanka from November 1-6, 2015 to discuss the Collaborative Leadership for Development (CL4D) approach. 20 participants from 14 countries represented government clients, coaches/facilitators, training institutes, and World Bank task teams. The Dialogue introduced participants to CL4D concepts and tools through discussion and hands-on exercises. CL4D helps teams address "adaptive challenges" - complex, systemic problems requiring changes to social norms and behaviors. In contrast to technical problems, adaptive challenges require experimentation and risk-taking. CL4D promotes collaborative leadership relying on informal authority rather than formal positions to mobilize stakeholders and accelerate development
This document summarizes a Client-Partner Dialogue held in Colombo, Sri Lanka from November 1-6, 2015 to discuss the Collaborative Leadership for Development (CL4D) approach. 20 participants from 14 countries represented government clients, coaches/facilitators, training institutes, and World Bank task teams. The Dialogue introduced participants to CL4D concepts and tools through discussion and hands-on exercises. CL4D helps teams address adaptive challenges to development projects, like cultural and social factors, through collaborative leadership focused on informal authority rather than formal positions.
The 2012 survey of 20 Canadian angel groups found 139 investments totaling $40.5 million in 2012, up from 71 investments totaling $35.7 million in 2011. Most angel groups were less than 5 years old and assessed over 50 business plans in 2012, funding 47.4% of vetted plans. Investments were primarily in Central Canada and focused on ICT, life sciences, and clean technology. Eight exits were reported in 2012, with two generating returns and one a loss. For the first time, the survey included six accelerators, finding they invested on average $50,000 per company, primarily in ICT and new media firms that received over $13.6 million total follow-on funding.
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EFFECTS OF FLOODING ON SOCIO-ECONOMIC DEVELOPMENT: The Case of Jigawa State,...TANKO AHMED fwc
Seen optimistically, flooding could be more of a blessing than a curse especially when it occurs predictably in an area dearth of water resources. This paper describes flooding in its basics, discusses its causes and effects on the socio-economic development of Jigawa State and its people. The paper notes the devastating effects of flood in Jigawa State but also considers what it could have been if it was well-managed. It is assumed that the same flooding would also bring opportunities for socio-economic development against the destruction and miseries. It presupposed that if existing agencies, policies, strategies, and the commitment of the people and governments at all levels are reckoned with, the present equation would be different.
Charity: water receives a "BUY" rating from NPI. It has demonstrated impact by funding nearly 7,000 wells over 6 years, providing clean water to over 2.4 million people. Charity: water exhibits strong transparency through detailed reporting and GPS-tagged photos of completed wells. While costs per well have risen, the organization has maintained consistent growth in funding and impact. NPI recommends the charity but notes a lack of targeted impact studies could improve maximizing return on investment.
The World Bank has improved how it monitors and reports on development results. It has increased its ability to collect and analyze results data, conduct performance assessments, and clearly report results. The Bank also improved how it communicates development outcomes using various media tools. The Bank launched an interactive online Corporate Scorecard in 2012 to track development indicators and Bank performance. Countries have continued making progress on development priorities despite slower global growth. Average income in developing countries reached $2,080 in 2011. The proportion of people in extreme poverty declined from 43% in 1990 to 22.7% in 2010, ahead of schedule for meeting the MDG target. However, progress was uneven and more work remains.
The document discusses the operations and efficiency issues of three financial institutions - the World Bank, Global Environment Facility, and Prototype Carbon Fund. The World Bank works to alleviate poverty but also funds environmental projects, though its policies are difficult to change. The Global Environment Facility provides grants for environmental projects but many are too costly for developing countries. Both GEF and the Prototype Carbon Fund aim to be independent but rely on the World Bank, creating conflicts. Overall the institutions were established to address market failures but face challenges balancing efficiency, environmental goals, and dependence on the World Bank's policies.
Group 1 role of ng_os in development and challenges facedAnoop K Mishra
NGOs have a long history of organizing people for mutual aid before governments existed. During the 18th-19th centuries, there was rapid growth in NGOs to address neglected social and environmental issues. NGOs vary greatly in their objectives, activities, funding sources, and approaches. They play important roles in development as planners, implementers, mobilizers of local resources, innovators, builders of self-reliant communities, and mediators between people and governments. However, NGOs face challenges such as lack of funds, poor governance, absence of strategic planning, weak networking, poor communication, over-focus on infrastructure over empowerment, and political interference.
Case Study: Rwanda’s Twubakane Decentralization and Health ProgramHFG Project
The Twubakane Decentralization and Health Program in Rwanda aimed to strengthen the country's health system through decentralization and capacity building efforts. The project supported six components: family planning and reproductive health, child survival programs, decentralization policy and management, district-level capacity building, health facility management, and community engagement. While the project scope originally focused on health financing and decentralization, after Phase II of Rwanda's decentralization was initiated, the project shifted its top priority to district-level capacity building. Key factors in the project's success included aligning with existing government policies, collaborating across stakeholders, and increasing district ownership over resources and planning. The project contributed to reductions in infant mortality and increases in contra
This document is a resume for A.J.M. Motaowakkel Billah that includes contact information, career objective, career summary, special qualifications, core competencies and skills, and employment history. It summarizes his 20 years of experience working for organizations like UNDP, LGED, and NGOs on projects related to poverty reduction, livelihood development, water and sanitation, capacity building, and more. His roles have included socio-economic expert, community mobilization expert, team leader, and individual consultant. He has expertise in areas like community organization, capacity assessment, gender integration, training, and project management, monitoring and evaluation.
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After ten years of extensive experience in the field of water,
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The document summarizes a project aimed at promoting civil society participation in water and sanitation governance in Pakistan. Key points:
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- Over 11,000 people gained access to safe drinking water via new/rehabilitated water sources and disinfection of contaminated sources. Sanitation efforts included triggering communities to stop open defecation and building 40 demonstration latrines.
- Research studies were conducted on water/sanitation budgets, the state of drinking water, and feasibility of appropriate solutions. The organization provided input to help draft provincial water/sanitation strategies.
- While most planned
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This document summarizes a Client-Partner Dialogue held in Colombo, Sri Lanka from November 1-6, 2015 to discuss the Collaborative Leadership for Development (CL4D) approach. 20 participants from 14 countries represented government clients, coaches/facilitators, training institutes, and World Bank task teams. The Dialogue introduced participants to CL4D concepts and tools through discussion and hands-on exercises. CL4D helps teams address adaptive challenges to development projects, like cultural and social factors, through collaborative leadership focused on informal authority rather than formal positions.
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Similar to Case Description of the Structure of an INGO (20)
1. International Organizations: NGOs2/14/2009Paper 1: Case Description of the Structure of an INGOThe following short paper is a narrative that describes the characteristics of International NGO, Global Water. The purpose of the narrative is to identify the organization’s governing structure, funding source, and office locations in an effort to analyze an INGO for course P11.2216.Akua A. Apraku aa1560@nyu.edu<br />International Organizations: NGOs<br />Paper I: Case Description of the Structure of an INGO<br />INGO: definition / Global Water’s mission<br />In Lecture I, Dr. Spiro defined an International NGO as a non-profit organization that works across national borders for social improvement services or purposes and addresses a specific crisis or issue in a manner that is outlined in a mission statement. The ability to be a vehicle of change, independent of government and private agendas, nimble, non-bureaucratic and assist marginal populations are the characteristics of an INGO. Global Water exemplifies the definition and characteristics of an INGO. With the slogans, “Overcoming hunger disease and poverty…with water,” and “We’re changing the world-one village at a time”, Global Water provides water and sanitation consulting services to global citizens in rural villages and townships all over the world. Governed by a Board of Directors and a Program Manager, this INGO provides services in Central America, South America, Eastern Europe, Africa and Asia in an attempt to radically change the progress of small towns within these regions.<br />Founded in 1982 by U.S. Ambassador John McDonald and Dr. Peter Bourne, Global Water’s current mission statement is the following:<br />Global Water is based upon the belief that the lack of access to safe drinking water is the primary cause of hunger, disease and poverty throughout the world. Founded in 1983, Global Water is an international, non-profit humanitarian organization focused on creating safe water supplies, sanitation facilities and related health programs for rural villagers in developing countries. Our program is designed to provide safe water supplies in rural villages to enable the rural poor to help themselves. <br />Since 1982, Global Water’s mission has not changed but the organization has identified failed projects and strategic plans followed by processes put in place to avoid future mistakes. As an INGO based in the United States, Global Water is not bound by international law, however internally the organization is governed as an NGO with donors, Board of Directors (BOD) and a Program Manager.<br />Global Water’s main program activities are investigating and identifying local non-governmental organizations in a developing country that are currently working on rural water projects, providing partial or full funding for water projects, and inspecting completed water projects to maintain continuity and sustainability.<br />Organzational structure – headquarters<br />Global Water’s Organizational Structure<br />Global Water does not explicitly identify the role of the BOD; however, the organization of the website and its emphasis on Board members and their involvement in program services suggests members’ direct involvement in the INGO’s services. There is no Chief Executive Officer title; however the function of a CEO is carried out by the Program Manager, who is a member of the BOD. The relationship between the Program Manager and the Technical Advisory Committee resembles a management team model because of the technical expertise the latter entity possesses. It would be difficult for the Program Manager to assess and choose projects without the direct budgetary and engineering input of the experts on the Technical Advisory Committee. <br />In my professional opinion, Global Water is not structured in the usual NGO fashion; yet the organization thrives because of the close relationships between the BOD and Program Manager who are colleagues that have worked together years before the inception of Global Water. This can prove to be a negative characteristic in the future of the organization. If certain BOD are resign and are subsequently replaced, will this pose tension within the BOD? It appears that Global Water would benefit from a steering committee that will address future problems in the organization’s governance.<br />It is not clear as to how many employees the organization has at headquarters in Oxnard, California; however, the organization clearly states its involvement with local NGOs around the world. The strategic planning process is clearly documented on the organization’s website and involves a process of the following: surveying, analysis, funding and sustainability. As an objective party reviewing the structure of the organization, all details are not explicitly clear.<br />International Structures (Head Office, Field Operations, and Other Organizations)<br />Global Water operates in the following countries: Brazil, Guatemala, Honduras, Kenya, Laos, Nicaragua, Nigeria, Romania, Somalia, South Africa, Sudan, Togo, Zaire and Zimbabwe. As part of the organization’s strategy there is an affiliate identified in each country as part of the surveying process; however, the organization does not have country offices in either local. During the implementation of a water project, a liaison is identified and is responsible for communication between headquarters and the local NGO. Global Water acknowledges the infrastructure expertise of NGOs already working in developing countries and implements its model, Rural Outreach Water Supply Program (ROWS Program) to enhance the efforts of water advocacy NGOs. Some of the water-advocacy NGOs identified by Global Water are Aqua Para La Salud (Guatemala), Aqua Para Las Vida (Nicaragua), By Provision (South Africa), and El Porvenir (Nicaragua).<br />Finances<br />Global Water has three large donors from the private and federal sectors, Clearly Canada, Combined Federal Campaign and PureTec Industrial Water. Overhead costs are documented on their website for donors to view and provide funds. Please review an example of the organization’s list of project costs.<br />On the website, donors are encouraged to donate funds based on specific projects in specific countries. Without an annual budget it is difficult to determine how great of an impact donor funding has on the INGO.<br />communications mechanisms and evaluations<br />There is no public relations department; however the organization prints white papers to express its views on the global water crisis in developing countries. Its website, www.globalwater.org, also contains information regarding the INGO. The Program Manager publishes a project progress report for each project of Global Water. It is not clear to whom the progress reports are addressed to, however the tone infers they are addressed to donors and the BOD. Within the reports, the Program Manager evaluates the success and sustainability of a project. There are not clear measures of success, however, as previously mentioned, the organization documents its mistakes and implements prevention strategies to avoid future mishaps.<br />