Publisher's Synopsis
Setting strategic plan for charitable organisations is very difficult to model and very complicated to convince donors to assist those poor societies through unknown charitable organisations in the remote areas of Africa. The research question the thesis explored was if African Rescue Committee(AFREC) could achieve effective results through strategic plan. This book proved the assumption that AFREC would have been sustainable by doing effectives results based on its strategic plan, if the plan had been endorsed by all its stakeholders. The basic underlying paradigm in the assumption was the Strategy-Structure-Performance relationship. This dissertation contributes significant enhancements to the current methodologies for designing and implementing strategic plan suitable for the illumination of the degree of accountability, transparency and credibility of such tiny non-profit making charitable organisations in order to achieve effective results that can attract all the stakeholders. This research broadens both the connotation and the determinants of the strategic plan in an under-researched organizational context of local aid organizations such as African Rescue Committee working in the remote areas of Africa. In resource poor situations such as the area that AFREC works, international donors have a key role to play in how the non-governmental organizations implement effective programs. But, one of the impediments that donors face and could not always accommodate the needs of the internal capacity of the local NGOs is the NGOs' inability to stick to their mission and show their credibility, accountability and transparency. One reason for that is the NGOs lack of readiness or lack of awareness to develop strategic plan, which should clearly show their organizational capacity. This book elaborates on the understanding of how the development of strategic plan could be conceptualized in the particular context based on the multiple-constituency approach where all the stakeholders had a say.
