During the 12 years from 1992 to 2004 the number of non-governmental organizations (NGOs)
with consultative status at the United Nations rose from about 700 to more than 2500. The number of charities asking
for donations is growing beyond limits. It is patently justified to ask some hard questions before you trust an
organization with your money.
| The New Internationalist asks |
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We answer |
| Fundraising
More money doesn't always make for a better NGO. The way funds are raised is critical to its nature. |
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Are exploitative or degrading images, especially of children, ever employed? |
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SAWA's photos are sourced from RAWA. Where they show women and children in misery and
despair they show the reality of Afghanistan. |
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Is 'child sponsorship' - which aims to benefit some individuals, but not others, within the same
community - a significant source of income? |
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SAWA does not sponsor children. It supports specific
RAWA projects if asked by RAWA to do so and raises general funds for RAWA's social and humanitarian work. Where this involves groups of people (for example school classes and their teachers) group sponsorship is occasionally arranged. |
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Do fundraising techniques add to knowledge and understanding? |
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SAWA promotes RAWA's political standpoints
and educational policy as the basis of its fundraising effort. |
| Campaigns
Most NGOs run public awareness campaigns of some sort. This may be the single
most important thing they do. |
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Are campaigns seen as an appropriate way of spending (rather
than raising) funds? |
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SAWA does not spend funds donated by the public on campaigns.
All campaign costs are covered by donations from volunteers who are involved in the campaigns. |
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What priority do they have within the organization? |
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Campaigns are central
to SAWA's work because they serve the dual purpose of
informing the public about the situation of Afghan women and raising
funds to promote change. |
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Are members or supporters actively engaged? |
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SAWA could not run a single campaign without the active
involvement of its members and supporters. |
| Culture
The ethos of an NGO may be 'businesslike'. But other things may be more important. |
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Has it ever explored alternatives to orthodox, authoritarian,
hierarchical form of management? |
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SAWA consists of local support groups who follow the SAWA
principles but work independently. There is no hierarchy. |
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What is the salary package of the CEO, and the differential with junior staff - is it increasing? |
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SAWA does not have paid officers. SAWA works entirely through
volunteers. |
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Are 'expenses' in general - and travel to, or accommodation and 'lifestyles' in,
poor communities in particular - appropriate? |
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SAWA volunteers pay their expenses themselves. SAWA members who
have been to Afghanistan paid for their travel themselves. |
| Accountability
The vagueness of this is currently a contentious issue. In theory an NGO may be accountable to a 'board' or 'trustees'
- in practice the real power usually lies with major donors. |
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To whom is the organization formally accountable? |
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To the SAWA committee.
SAWA is incorporated in South Australia, and its accounts
are audited annually. |
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By whom are these people appointed? |
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By the SAWA members at the annual general meeting. If you become a SAWA
member you can vote for the committee and stand for office. |
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By whom can they be removed? |
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By the SAWA members in accordance with the SAWA constitution. |
| Principles
If you want to support an organization, rather than a specific appeal, have you considered: |
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Searching out small rather than big ones? |
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SAWA is small, not by design or intent but because Afghan women
have not been in the news. SAWA is determined to grow, but it will not change its character. |
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Making modest contributions regularly - 'committed giving'? |
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You can do this here. |
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Donating not just hard cash but time, skill, energy? |
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By becoming a SAWA member
you can contribute in many ways, by giving the SAWAN
newsletter to friends, by being part of a local group,
and in many other ways. |
