The structure, management and effectiveness of international non -governmental relief and development organizations: A case-study of world vision in Rwanda from 1993 to 2002

This is a case-study of the major non-governmental relief and development organizations (NGOs), focussing on the work of World Vision in Rwanda, from its inception in 1993 until the present. Since the subject matter is largely historical, the study has been based on documentary evidence. After a brief prelude in 1993, a major relief operation was launched by World Vision in Rwanda in response to the crisis of 1994, which is divided into an early, middle and late period. This is followed by a lengthy rehabilitation phase, extending from the end of 1994 until the year 2000, which is also divided into an early, middle and late period. Since the development phase is just beginning in Rwanda, an overview of World Vision's programs in the other Central and Eastern African countries is added as an appendix for comparative purposes. The findings are analyzed in relation to the following problem areas into which the literature on NGOs tends to fall: (a) organizational structure, (b) management and coordination, and (c) accountability and effectiveness. The findings show that the international structure of World Vision contributes greatly to its effectiveness, and that the flexibility of this structure is its most important feature. On the other hand, the coordination of the organization with local authorities presents its single most important management challenge. Thus, the study concludes by pointing out that despite its real achievements during the relief and rehabilitation phase, and the local effectiveness of its development programs, organizations like World Vision cannot by themselves solve the problems of Africa.