STRATEGIC IMPLEMENTATION WITHIN NON-GOVERNMENTAL ORGANIZATIONS’ PROJECTS FOR SOCIAL TRANSFORMATION IN DUNGU SUB-COUNTY, DEMOCRATIC REPUBLIC OF CONGO
Date
2022-11
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Publisher
Tangaza University
Abstract
Poverty alleviation projects are some of the main activities being implemented by Non-Governmental Organisations in Dungu Sub-County to enhance quality of life for displaced victims of the Lord’s Resistance Army’s civil wars. However, the implementation of these projects has ignored the need to advance good education, human dignity, food security, healthcare and income generation. This study sought to: assess the influence of NGO project leadership; NGO project structure; NGO project resources; and NGO donor policy on social transformation in Dungu Sub-County, Democratic Republic of Congo. This research was anchored on transformational leadership theory, systems theory and Barney’s resource based view theory. The study used a descriptive research design, in which the target population comprised of 1600 employees working in the registered NGOs, key informants from community leaders, church leaders, and representatives of the displaced victims. The Nassiuma scientific formula was used to get the sample size of 197 respondents. To pick respondents in each strata, the study used simple random sampling. The key informants were chosen using a purposeful sampling strategy based on their understanding of the study subject. Data was analyzed through descriptive and inferential statistics, using SPSS version 25. The study found that NGO employees had a clear vision to implement strategies for better outcomes to a low extent. The study also found that the NGO employees indicated that there was moderation in the clarity of writing down the procedures and the NGOs employees did not clearly explain the procedures to be followed to the displaced victims’ representatives. Another finding was that the NGO employees indicated that there was moderation on the NGOs recruitment and training of enough employees to assist in the strategic implementation of projects which led to a skill gap. It was found from the NGO employees that the donors moderately outlined how the funds donated should be used by the NGOs but the donor agencies also gave the timelines for the strategic implementation of specific projects in moderation. The study therefore concluded that there was a positive correlation between strategy implementation of NGOs projects on social transformation. The study recommends that the NGOs’ leaders should have a clear vision of the projects being implemented for enhanced social transformation of displaced victims. It is also recommended that NGOs should ensure that the procedures for the activities being undertaken are clearly written down to guide operations. Another recommendation is that the NGOs should ensure that they recruit and train enough personnel to take part in the implementation of strategies for social transformation. This study also recommends that all donor agencies should ensure that their policies are clearly outline on how the funds they donate should be used by the NGOs.