CAPSTONE ACTION RESEARCH PROJECT ON DONOR FATIGUE

Final Project MMPA 6910-2 Summer 2014 CAPSTONE on DONOR FATIGUE

CAPSTONE ACTION RESEARCH PROJECT ON DONOR FATIGUE

FINAL PROJECT

BY NNENNA ELUWA

Student ID; A00391702; MMPA 6910-2

Week 11 SUMMER - Capstone

August 17, 2014

Key Words;- action research, donor fatigue, research question,

focused topic, literature review, Research stakeholders

identification, donors, recipients, implementing agencies,

facilitating agencies, ethical issues, data gathering, data

analysis, Action research cycles, categorizing and coding, analyzing

key experiences, interpretive questions, organizational and policy

review, concept mapping, antecedents and consequences, epiphanies

from interviews and key experiences, conclusions and

recommendations, action plan, evaluations, implementation of

recommendations, Golden league of Development Champions for positive

social change.

Abstract;-

The whole process of social, environmental, legal, and even economic

development activities is operated using the funds realized from

committed countries, institutions and individuals. A potential


symptom of donor fatigue which has resulted in program stagnation

in recent years, is increased pressure on foreign budgets in donor

countries and decreased interest among donors to expand their

support. Donor fatigue occurs for several reasons. In this paper ,

we will look at the problem and issue of Donor Fatigue in relation

to formulating a one sentence research question , Compiling an

annotated bibliography of five articles, Describing the research

stakeholders , describing potential ethical issues that might be

encountered, describing data gathering methods and instruments,

f) Description of how the data will be analyzed, g) identifying

expected research conclusions and recommendations and describing how

they will be implemented.

CAPSTONE ACTION RESEARCH PROJECT ON DONOR FATIGUE;-

I. INTRODUCTION;- Because most of the global development programs

are funded from donor support, sustaining the enthusiasm among

donors is a crucial aspect of achieving development goals and

humanitarian services targets. A potential symptom of donor fatigue

which has resulted in program stagnation in recent years is

increased pressure on foreign budgets in donor countries and

decreased interest among donors to expand their support. (Grépin,

2011) Donor fatigue occurs for several reasons such as ;- a) when

donors become desensitized to the monotonous requests and appeals


messages made by organizations, b) when donors feel overwhelmed by

the number of requests they are receiving to provide support, c)

when donors are requested to provide support in a manner that does

not interest them. (Pawley-Boyd) Some critical areas where the

donor fatigue is most felt are in areas such as - - i) HIV and AIDS

supply of Anti retro viral drugs, - - ii) Feeding the refugees,

displaced persons, crop failure victims and the hungry, (Siegfried,

2012) - - iii) Agricultural research for increased food production

(Anderson, 1998) - - iv) Production and supply of vaccines for

immunization against preventable diseases especially in children and

vulnerable groups, (Hardon, 2001) In this paper , we will do the

following;- a) Look at the problem and issue of Donor Fatigue

in relation to formulating a one sentence research question , b)

Compile an annotated bibliography of five articles related to the

research question, c) Describe the stakeholders in the research,

d) describe potential ethical issues that might be encountered and

the strategies for overcoming the issues, e) Carry out a description

of data gathering methods and instruments that might be utilized in

the research for the different stake holders, f) Describe how the

data will be analyzed, g) Martial out how expected research

conclusions and recommendations and how they will be implemented.

II. FORMULATING A RESEARCH QUESTION FOR THE DONOR FATIGUE ISSUE;-

Donor fatigue affects many non-profit organizations in the area of


their project implementation. In an attempt to address donor fatigue

from the conventional and natural way, our first reaction would be

to increase donor support through convincing the traditional donors

to increase their giving. However if we look critically at the issue

, we will discover several other ways of raising money to reduce the

incidence of donor fatigue. * 1) Donors do not become fatigued if

they are supporting something they are passionate about in a giving

manner that is convenient to the donor. *2) The reduced donation

can be strategically and efficiently utilized to achieve a more than

usual output. * 3) Crediting the donors with publicity and

awards for their donations and the implementation outcomes of the

donations can encourage more donations from the donors. *4)

Diversifying and broadening the donor base to even include some

donors from the recipient community would also encourage the

traditional donors. *5) Reducing the incidence of disasters and

humanitarian situations can also reduce the pressure on the donors

to give. *6) Improving transparency in the accounting process of

donor funds utilization. Action Research method of executing this

research presupposes that the research process will be carried out

in interacting cycles.

Cycle 1;- Confirm that donor fatigue is really taking place

Cycle 2:- Assess the options 1 to 6 on ways to reduce donor fatigue

and frame a focused topic such as;- 'Achieving greater positive social change


through reducing donor fatigue by broadening the donor base, improving recipient self reliance

capacity and enhancing donor accomplishment image'.

Cycle 3;- Gather information and assess the information to find the

best pattern and conclusions to adopt in the design of a recommended

intervention strategy

Cycle 4;- Design a donor fatigue intervention strategy which will

broaden the donor base to include the recipient community and also

enhance the image of the donor while ensuring improved donation

utilization output.

Cycle 5;- Start the process of implementing the recommendations by

developing an action plan .

From the above focused topic and proposed action research cycles to

be used during the process of the research, which will employ the

Look- Think -Act process, we can draw up the Research question as

follows;-

'Can enhanced donor social changer image, improved output oriented

disbursement of donations and the broadening of the donor base, reduce

donor fatigue as well as improve donation utilization output and upgrade

recipient self reliant capacity and concept?'

The significance of this study is that donations made by traditional

donors for utilization in development, social and humanitarian

activities will have new values added to the social changer image of

the donor and recipient community alike which will be included in


the enlarged donor base and thus, the new levels of networking and

relationships will cause the donor fatigue syndrome to disappear.

III. ANNOTATED BIBLIOGRAPHY OF ARTICLES RELATED TO DONOR FATIGUE

RESEARCH QUESTION;- Five articles that have been identified as

articles related to the donor fatigue research question have been

annotated as follows;-

1. Grépin, K. A. (2011, October). Efficiency considerations of

donor fatigue, universal access to ARTs and health systems. Sex

Transm Infect 2012;88: http://sti.bmj.com/content/88/2/75.short , pp. 75 -78.

This research report by Karen Grepin an assistant professor on

global health policy at New York University focuses on economics

and politics of health services delivery in developing countries.

This paper is summarized in four main sections i.e.- - - a) ISSUES

OVERVIEW;- The main issue in this paper is the discussion of the

the slowdown in the funding of health programs particularly HIV

programs and how greater efficiency can be built into future

programs. After the the remarkable progress made in the past decade,

two forces could be held responsible for the stagnation of HIV

programs in developing countries in recent years. These are i)

Increased pressure on foreign aid budgets in donor countries. ii)

decreased interest among donors to expand support to health/HIV

programs. - - - - b) OBJECTIVES;- This is to highlight

the efficiency implications of trends identified after

investigations into official development assistance into health

systems within the context of achieving universal access to

treatment. - - - - c) THE METHODOLOGY;- Carrying out data

analysis on ODA for health tracked and collated from 2000-2009 and

literature review on health systems efficiency and treatment. - - -

d) FINDINGS;- Because of the considerable slowing of the of the

rate of growth of donor funding to levels that are below those


required to sustain programs and to move towards universal access to

treatment in recent times, there is likely to be a trend of pressure

on foreign budgets and induced donor fatigue for funding health /

HIV programs. - - - e) CONCLUSIONS;- Serious considerations should

be given to more efficient utilization and prudent management of

the limited resources available so as to increase the number of

lives saved and to ensure that resources are being deployed where

they are most beneficial over time. These are decisions that are

important to achieving sustainable program goals and universal

access to treatment.

2. Anderson, J. R. (1998, June). Selected policy issues in

international agricultural research: On striving for

international public goods in an era of donor fatigue. World

Development Volume 26, Issue 6, published by Elsevier Science Ltd.

http://www.sciencedirect.com/science/article/pii/S0305750X98000357 , pp.

1149–1162.

Summary;- The importance of the small but critical international

agricultural research is derived from the efficiency of many

research products working across national borders, boosting

productivity, reducing costs and acquiring benefits of sharing

information and materials as well as fostering the advancement of

agricultural science benefits generally. Financial difficulties

abound in the national and international sectors of the global

system making this the most appropriate time to examine some of the

threats to the effective functioning of the international system

necessary for its key contributions to productivity growth. The

regional allocation of resources from the CG- Consultative group has

been reasonably stable at the following levels- Sub- Saharan

Africa--40%; Asia -- 32%; Caribbean --17%; West Asia and North

Africa-- 12%. Bearing in mind the dwindling resources of the CG and

recurring Donor Fatigue, this paper makes various suggestions that


are concentrated in alternative approaches that will reduce costs

or increase output without greatly changing costs. Some of the

suggestions made are in the following areas;--- a) Rationalization of

Centers- - An increasing hard-hitting budget allocation experiences

have compelled many centers to considerably downsize their

operations especially in the host- country staff.- - - b) The

Increasing efficiency topic-- - It has always been on the agenda of CIGAR to

get more out put per unit of research resources spent. Research

efficiency will be enhanced if the efficacy and capacity to produce

desirable effects is boosted. - - - c) Intellectual gem Plasm;- -

Meetings where international gem plasm are boosted include

International Association of Agricultural Economists and such

meetings are constrained to search out their own donors. - - - d)

Challenges for the future;- - The concept of advancing the intellectual

property protection policy in all countries while retaining free

sharing of gem plasm from IARCs is critical to the continuing

smooth international progress in the key theme focus area of SYSTEM

REVIEW launched in 1997. It is hoped that more innovative research

arrangements which will go beyond the bounds of publicly funded

elements of the formal research system to include NGOs and

Universities more actively in agricultural research, will work-out

more effective mechanisms for transmitting research findings to

users. - - - e) Conclusion;- Working within the limited resources

available, and in order to meet the desired targets, suggestions are

being made to boost the efficiency of international agricultural

research centers and to strengthen their support for national

research efforts in developing countries. Finally in addition to

making agricultural research people oriented and driven, we also

need to consider new ways of increasing the resources made available

to the agricultural sector by donors as well as involving the

wider society to participate.


3. WFP- World Food Programme. (2013, May 8). WFP Strategic Plan

(2014- 2017). WFP/ EB:.A/ 2013/5-A/1 wfpdoc062522 strategic plan.pdf

http://documents.wfp.org/stellent/groups/public/documents/eb/wfpdoc062522.pdf .

Summary;- The primary mission of the World Food Program - WFP is to

end global hunger. Every day, the WFP works to ensure that the

poorest and most vulnerable ,particularly the women and children can

access the nutrition food they need and that no child goes to bed

hungry. The WFP will pursue four Strategic Objectives which are

based on the Quadrennial Comprehensive Policy Review, The

Millennium Development Goals, The WFP Mission Statement and mandate

to promote world food security, support economic and social

development and meet emergency and protracted relief food needs.

These Strategic Objectives are as follows;-

i) Save lives and protect livelihoods in emergencies

ii) Reduce risks and enable people, communities, and countries to

meet their own food and nutrition needs.

iii) Reduce under nutrition and break the intergenerational cycle

of hunger.

iv) Support or restore food security and nutrition and establish or

rebuild livelihoods in fragile settings and following emergencies.

The Strategic Plan identified six major risks faced by the WFP and

also analyzed the causes of the risks, the effects of the risks ,

the planned mitigations on the risks and the mitigations that are

already in place. These facts are highlighted as follows;-

a) Risks;- 1. Challenging funding environment; 2. Insufficient

Staff expertise and skill sets;

3. Inability to partner strategically in environment where WFP is

dependent on others to achieve its strategic objectives. 4.

Inability to demonstrate WFP results consistently and drive

improvements in program quality and impact; 5. Inability to

appropriately match tools to context; 6. Inability to fully


align with National food security and nutrition priorities and to

support national programs and systems.

b) Causes;- 1. Donations from traditional sources may decrease or be

difficult to sustain; 2. Growing number and diversity of actors

with different agendas; 3. WFP may not be capitalizing on or

attracting new donors/ funds; 4. Staff may not have the skills

and guidance necessary to strategically identify and maintain

successful partnerships; 5. Insufficient human and financial

resources for robust monitoring and evaluation; 6. Failure to

communicate core strengths and values to a partner.

c) Effects;- 1. WFP's ability to respond to needs and requests in a

timely manner could be constrained ; 2. Reduced ability to meet

WFP Strategic Objectives; 3. Implementation of activities with

potential for scale-up / strategic priorities may be hindered; 4.

Inefficiencies, gaps and overlaps; 5. High transaction costs

relative to value delivered; 6. Diminished sustainability of

programs;

d) Planned Mitigation;- 1. Demonstrate transparent methodology of

resource allocation and value of money; 2. Develop and implement

Resource Mobilization Strategy (2014- 2017); 3. Perform risk

analysis of operational requirements and resourcing; 4. Develop

and implement private sector strategy; 5. Develop a new human

resource strategy; 6. Seek opportunities for cost savings through

shared services across United Nations system;

e) Mitigation in place;- 1. Implement the six pillars of WFP's

corporate resourcing strategy; 2. Demonstrating pure results /

impacts and value of donor investments in WFP; 3. Pursuing local

resources mobilization strategies; 4. Building on best practices

and lessons learned in implementing 'Delivering as One'; 5;

Increased number of strategic partnership agreements with donors;


f) Conclusion;- Recommendations / lessons learnt;- The summary of

conclusions / recommendations/ lessons learnt from this document

are as follows; 1. Continue WFP's current strategic direction;

2. Strengthen partnerships; 3. Mainstream gender equality; 4.

Connect capacity development with WFP's core strengths; 5. Enable

implementation; 6. Focus on results; 7. Communicate

priorities.

4. The General Assembly and ECOSOC Joint Thematic Debate/Forum on

Partnerships. (2014). The Role of Partnerships in the implementation of the Post

2015 Development Agenda. New York: United Nations Economic and Social

Council -

http://www.un.org/en/ecosoc/partnership2014/pdf/event_summary.pdf.

The United Nations General Assembly, in conjunction with the

ECOSOC- Economic and Social Council, organized a two day thematic

debate/ forum on partnerships which brought together prominent civil

society actors, public and private sector leaders, academia

representatives an philanthropists from all over the world to

contribute ideas and action- oriented solutions on ways in which

multi-stake holder partnerships can help in the implementation of

the Post 2015 Development Agenda. Focusing on ways in which

Partnerships can accelarate the Millennium Development Goals

achievements and support the Post 2015 Development Agenda, an

interactive, multi- stakeholder discussion took place in five

panels. during the opening session, welcome remarks were made by

H.E. Mr. John Ashe, President of the General Assembly; H.E. Mr.

Martin Sajdik, President of ECOSOC; and Mr. Ban Ki-Moon,

Secretary-General of the United Nations. the Keynote address was

delivered by Mr Tony Elumelu, Chairman, Heirs Holdings, founder

Tony Elumelu Foundation. the civil society address was given by


Ms. Alessandra Cabral dos Santos Nilo, co-founder and Executive

Director, GESTOS. The following is a summary of the overall

thematic areas of discussion and the conclusions and key messages

finally arrived at during the discussions. Panel Discussion No 1. = = Realizing the MDGs: Building on Key

Partnership Opportunities and the Way Forward

Panel Discussion No 2. = = Collaborating with Big Business,

Foundations, Civil Society and Other Actors in

Support of the Post-2015 Development Agenda

Panel Discussion No 3. = =Towards a more effective framework for

monitoring the implementation of global

development goals

Panel Discussion No 4. = = Scaling up partnership opportunities in

food and nutritional security and marine

resources

Panel Discussion No 5. = = Scaling up partnership opportunities in

sustainable infrastructure

Key Recommendations and Conclusions and the Way Forward;- The major

recommendations made at the Forum are as follows;-

# The integration of Economic Social and Environmental dimensions

of sustainable development can be strengthened by multi-

stakeholder partnerships, engaging Member States, the UN System,

civil society organizations, the private sector and other actors.

# The full participation and commitment of all actors is required

for the renewal of the global partnership for development, in order

to accelerate the achievement of the MDGs and advance the Post 2015

development Agenda.

# In order to deliver the development results that are equitable

and rights based, aligned to national and international needs, and

do not constrain the right to development for developing countries,

the United Nations must ensure that the multi-stakeholder


partnerships in the post- 2015 context can be held responsible and

accountable.

# Good governance, transparent public institutions and the rule of

law are tools that governments need to employ so as to create a

stimulating environment for multi- stake holder partnerships.

# Clear and concise targets that are specific, measurable, and

accountable should be contained in the Post- 2015 development

agenda.

# Criteria to determine the fitness of purpose in pursuit of the

post-2015 goals should consider human rights record, capacity to

deliver, acts of corruption, financial transparency, and other

conflicts of interest antithetical to universal norms and

principles, and partnerships should be carefully screened against

these.

# The High Level Political Forum could become the body to

undertake the important mandate of establishing an open and

transparent mechanism for monitoring and renewing partnerships.

# While the SloCaT partnership should be given a clear role in the

institutional framework for the Post- 2015 development agenda, the

(SUN)- Scaling UP Nutrition movement should be extended beyond

2015.

# Communication technology and sharing of information on

recommendations to create partnerships in the post-2015 world

should be revolutionized through measures that would be put in

place to utilize a virtual platform.

5. Hardon, A. (2001). Immunization for All - A criticallook at the

first GAVI partners meeting. HAI Europe, Hai- Lights 2001, Vol.6, No. 1

Summary;- The main thrust of this article is found in the closing

statement by Jeffrey Sachs, an international economist at Harvard

University and chair of the WHO's Commission on Macroeconomics and


health. He said "It's not a year or two of help that we need, but

it's 20 years of help. What Gates has done is fantastic. But Gates

by himself can't carry the world on this."

This article by Anita Hardon who is a member of the HAI

organization tries to analyze the impacts and effects of GAVI-

Global Alliance for Vaccines and Immunization on vaccine policy. She

reported this on the first GAVI partners meeting held in the

Netherlands late 2000. The report was highlighted the following

areas;- i) The road to GAVI; ii) How GAVI works; iii) A

first assessment of GAVI; iv) GAVI's appeal for industry;

v) Asking critical questions; iv) GAVI's effects on the UN

GAVI was launched in 2000 and received an initial support of US$750

million from Bill Gates. The Alliance funding and structure base has

already changed the way in which vaccination policy is designed and

implemented. Some mentioned factors which affected the impacts of

immunization were listed as war, new diseases e.g. HIV/AIDS, donor

fatigue and change of leadership. A statement from the then WHO

assistant Director General said that "Vaccination coverage does not only

need to be sustained,. . . it needs to be increased. . . . to the poorest of the poor, . . . as they

are at special risk from disability and death from vaccine preventable diseases".

IV. DESCRIPTION OF THE RESEARCH STAKEHOLDERS;-

Four major groups of stake holders have been identified for this

action research program. These groups are described as follows;-

a) Donors ;- The donors can be divided into two main groups namely

the traditional donors and the anticipated donors. = = = The

traditional donors are listed as follows ;- #Country

governments, # United Nations Agencies, # Multinational


corporations, # Humanitarian and nonprofit organizations, #

NGOs, # wealthy individuals.

= = =The anticipated new category of non-traditional donors would

include the following among others;- # government departments

and agencies, # academic institutions and universities,

# workers in both the public sector and the private sector, #

Micro small and medium enterprises, # local communities,

# civil societies.

b) Recipients and beneficiaries;- The usual beneficiaries of donations are

listed as follows;- # National government from LDC and developing

nations, #UN implementing Agencies, # local communities, #

academic and research institutions, # specialized facilities

for health, environment, gender, education, human rights, jobs

creation, poverty/ hunger reduction, # vulnerable and affected

individuals especially women and children.

c) Implementing agencies;- The traditional implementing agencies who

ensure that donated funds are spent in accordance with the

stipulated guidelines are identified as follows;- # United

Nations Agencies, # Departments of National Governments, #

international NGOs, # Private sector corporate social

responsibility units, # local & provincial governments, #

Regional and sub regional Agencies.


d) Facilitating agencies;- The important members of the group of

facilitators who see that the programs are publicized, secure, and

legally protected include the following actors among others;-

# Media organizations - used to generate public support, #

Security officers and organizations who provide security for the

operators and the investments, # legal organizations who provide

a legal framework for the relationships between the recipients and

the implementing agencies and also between the donors and the

implementing Agencies.

V. POTENTIAL ETHICAL ISSUES THAT MIGHT BE ENCOUNTERED IN THE

RESEARCH AND STRATEGIES TO ADDRESS THESE ISSUES;-

The major focus of the ethical issues that we expect to encounter in

this research is on protecting the rights of the stakeholders and

participants. Some of the ethical issues that will be experienced

in the execution of this project include the following among

others;-

# Protecting the right of participants and stake holders to refuse

to participate , # Protecting the right of the participants to

withdraw from the research study at any time, # enforcing the

right of the participant to collect back the data given for study,

# Ensuring that all information given by the participants will be

stored safely and no one can view it or have unauthorized access to

it, # The right of the participant to ensure that no information


concerning them will be released to the public without an express

and written consent.

With these rights in mind, some of the strategies to be adopted so

as to help us address the ethical issues identified above are as

follows;- # The questionnaires will be blind with no names attached

and they will be kept in a safe place to ensure that no one can have

access to them to decipher the writings or trace the documents to

the writers, # We will only cite documents that have already been

released to the public by the organizations being studied in the

literature review as part of our effort to protect the individuals

who have offered to give their opinions in an interview or

questionnaire, # There will be no form of coercion as people and

organizations will be allowed to participate voluntarily without any

coercion, # The reporting of oral interviews and experiences will

be truthful fair and balanced and there will be a concerted effort

not to color the report with the researchers opinion, # The final

project implementation Board is designed to include the Human rights

Council/ Commission so as to include a culture of rights based

approach to development.

VI. DATA GATHERING METHODS APPROPRIATE TO THE RESEARCH QUESTION &

STAKEHOLDERS;-


Data gathering is a very important aspect of the Action Research

study into Donor Fatigue. It is the data that we collect and

analyze that will tell us what our conclusions and recommendations

should be.

a) TYPES OF DATA COLLECTED & METHODS OF COLLECTING THEM;- The types of Data

collected will reflect the five action research cycles that will be

utilized in executing the research.

Cycle 1;- Is expected to confirm that donor fatigue is really taking

place. This cycle will depend on data from the literature review including

reports from reputable organizations and media on donor fatigue. This will

confirm that there is indeed an issue of donor fatigue.

Cycle 2. Ascertain the willingness of stakeholders- i.e. potential recipients, suppliers and

traditional donors to give more sustained donations for a recognition for an award. This will

involve data collection methods such as face to face interviews, telephone

and internet interviews, internet surveys and paper surveys as well as

participant observations. This willingness of individuals from recipient

communities and organizations to also donate towards their cause is the

crucial aspect of the research and will give us an idea of how much the

public is willing to participate and for what reasons.

Cycle 3;- Gather information and assess the information to find the

best pattern and conclusions to adopt in the design of a recommended

intervention strategy which will try to answer the question

Will both donors and recipients be involved in an award scheme that will increase donations, and get

better donation output and donor commitment as well as broaden donation base? The data will

be drawn from the interviews and peer brainstorm sessions and seminars such


as the meeting held by the UN of developing partnerships for the Post 2015

Agenda. This cycle is expected to answer the question of how can we improve

donations and reduce donor fatigue. The strategy we adopt will be drawn

from the patterns we identify in the surveys and interviews.

Cycle 4;- Get buy- in from communities, organizations and individuals that may be willing to

support the improved donations and awards program and designing a project outline. The data

required for this cycle will be gathered from interviews and questionnaires

and the pattern and strategy options proposed by the cycle 3 above. It

will help us appropriately design a donor fatigue intervention strategy

which will broaden the donor base to include the recipient community

and also enhance the image of the donor while ensuring improved

donation utilization output.

Cycle 5;- Start the process of implementing the recommendations by

developing an action plan .

From the focused topic which is ;- 'Achieving greater positive social change

through reducing donor fatigue by broadening the donor base, improving recipient self reliance

capacity and enhancing donor accomplishment image'. and proposed action

research cycles to be used during the process of the research,

which will employ the Look- Think -Act process, we have been able

to draw up the Research question as follows;- 'Can an enhanced donor

social changer image strategy, reduce donor fatigue, while it improves the

output oriented disbursement of donations, broadens the donor base, as well

as improve donation utilization output and upgrade recipient self reliant

capacity and concept?'


b) SOME SAMPLE QUESTIONS FOR THE INTERVIEW INSTRUMENT& SURVEY

INSTRUMENT;-

The following are the sample questions compiled for the different

data gathering activities such as face to face/ telephone interview

with agencies that have participated in donor aid projects, email

and paper survey for the general public on their willingness to make

a donation in exchange for recognition as development champions,

also included are questions to international organizations on

willingness to recognize donors and take a policy action toward

instituting the award.

a) Face to face/ telephone& internet interview;- i) As a top management

member of staff of your organization, what has been your experience

with donor support? Is it regular, adequate, or is it slow and

unpredictable?

ii) Would staff working in your organization like to be recognized

as Development Champions both by how well they execute donor

supported projects and also by making their own little donations

towards development in general.

iii) How well is the donation you receive utilized?

iv) How do you think it could be better utilized?

v) Do you think that the dual role of being both donation recipient

organization and donation contributing organization could spur

donors towards giving more donations?

b) Paper/ Email survey questionnaire;- i) Would you like to be recognized

as a Development Champion for Positive social Change

ii) How much donation do you feel is appropriate for this honor?


iii) In which sector of development would you want your donation to

be utilized?

iv) What benefits would you expect to derive from being honored as a

Development Champion.

v) How would you like to recommend the people , countries or region

where your donation will be utilized?

vi) What type of organization is your organization?

vii) Would you like your organization to be recognized as a Champion

organization for Positive Social Change.

c) Questions to international organizations on hosting Development champions for

Positive Social change. 1) Going by the preliminary surveys that we

have done, many people and organizations are excited at the idea of

being recognized as Development Champions and agents of Positive

Social Change. They are willing to give donations starting from $100

USD to as high as $5,000 in exchange for the recognition as

development champions at either global regional or national levels.

My Question is;- Do you think that your Office would welcome the

idea of hosting or jump-starting a graded grassroots donor program

which would recognize donors at levels and give awards to them

accordingly.

2) If your Answer is YES, is it possible for your Office to sponsor a

policy or resolution which will empower national governments,

regional bodies and international agencies to encourage individuals

and organizations to participate in a development donors project that

will be recognized by your Office.

DATA GATHERING SUMMARY;- We would not take a custom random

sampling method for questionnaire distribution but will adopt a

judgmental method to see that as many sectors of the society as


possible are covered. Interviews will also be selective for

organization executives that are relevant to our interview area.

i.e. organizations involved in development and who have received

donor assistance before as well as international organizations that

might be willing to give the special award.

VII. HOW THE DATA WOULD BE ANALYZED;-

In this section, we will look at the procedure that might be

used to analyze and interpret the data that might be collected

in the donor fatigue project. Some of the steps of the

procedure are as follows:- i) Categorizing and coding

following the identified Action research cycles; ii) analyzing

key experiences from causes of the fatigue to possible

solutions; iii) Enriching Analyzing frameworks for some

processes such as a) Questions of what, why, how, who, where

and when; b) Organizational review of the global agency that

will execute the donor recognition and image building; c)

Concept mapping of the donor fatigue issue, antecedents and

consequences.

1. CATEGORIZING& CODING;- Coding will be based on the categories of

the Action research cycles identified. i.e. a) Verifying that there

is really a donor fatigue -this will be based on media and news


paper reports, reports of implementing agencies, and documents

showing decline in donor supports (WFP- United Nations World Food

Program, 2014); b) Evaluating the willingness of stakeholders to

do something about the fatigue- this will be based on online and

paper surveys, questionnaires and face to face interviews; The

pilot study using 50 questionnaires distributed selectively and

judgmentally indicates that over 90% of the subscribers are very

willing to give a donation in response to the prospect of becoming a

Development Champion for positive social change. c) Identifying

trends acceptable to majority of stakeholders leading to the design

of a possible solution options to the issue; Many of the

respondents would like their organization to also be recognized for

a donation. d) Getting a buy-in from some major international

organizations that are donor receiving, coordinating and

implementing organizations; Going by the report of the The General

Assembly and ECOSOC Joint Thematic Debate/Forum on Partnerships.

(2014) on 'The Role of Partnerships in the implementation of the Post 2015

Development Agenda' the United Nations is poised to build partnerships

with individuals and organizations inorder to achieve the Post 2015

Goals and targets. e) Designing a pilot project with the

following themes; --* meeting development needs through

partnership related donor activity, --* individual contributions

and categories of awards, --* Corporate contributions and

categories of awards, --* Transparent and accountable

implementation and monitoring of donor funded projects; --*Benefits

to donors, --* Roles of International agencies, National

governments, private sector, Academia and individuals.

This categorization and coding will enable us determine the

appropriateness of the research cycles Identified whether some

cycles will be merged with others or not and what the lessons

learnt from the cycles are.


2. ANALYZING KEY EXPERIENCES;- Key experiences that have led to the

donor fatigue situation will be expected to include the following

among others and will be analyzed as follows;-

---- Experience on the increase in humanitarian situations - disasters, violence

and climate change caused situations e.g. famine, hunger, human

displacement etc and how they can be reduced.

---- Experience on Economic slowdown and its effect on traditional donors

making them unable to donate reasonable sums of money as they used

to do and coupled with increased intervention costs.

---- Experience in sourcing new groups of donors from grass roots

and recipient communities and organizations including designing

appropriate benefits for individual and organizational donors.

---- Experiences in improving Transparency, accountability,

sustainability and monitoring in donor assisted projects using

local to global approach.

---- Experience in developing an international organization driven

framework that will mandate national governments to develop policies

that will enable individuals and organizations participate in the

enlarged donors scheme.

This section on analyzing key experiences in the various factors

that are associated with donor fatigue. This experience section will

be drawn from outcomes of face to face interviews, telephone and

email interviews as well as from media reports.

3. ENRICHING ANALYSIS USING FRAMEWORKS FOR INTERPRETATION;- This

process will involve the following analysis;- a) Interpretive Questions

such as ---Why is there a donor fatigue? ---- What can be done

about the fatigue? ---- How can individuals and organizations

participate in broadening the donors base in exchange for global

recognition and enhanced image as a development champion? ----Who

are the donor implementing agencies and the donor beneficiaries

---- Where are the impacts of this donor fatigue felt most?


---- When can a remedial framework be put in place to address the

negative impacts of donor fatigue? These questions help us get a

general trend of what is the real situation concerning the donor

fatigue issue.

b) Organizational and policy review for international agencies that receive

and disburse donor funds or those that coordinate partnerships

schemes; This review may involve a UN resolution empowering the

national governments to cooperate with the donor receiving an

disbursing agencies to build a corps of individual and

organizational donors that can be recognized with special awards as

Development Champions and agents of Positive Social Change. The

outcomes of this review will involve mission statement, vision,

goals, objectives, structure of the organization -( i.e. roles,

responsibilities, rules and procedures and resources)see Fig/Table

III , as well as operation, problems, issues and concerns.

c) Concept Mapping;- This will involve the mapping of some of the

major identified issues that collectively affect the concept of

donor fatigue. This mapping may be used in a group seminar to

identify what are the right things to do. A preliminary analysis

would give us the picture below ;-

DONORFATIGUE CAUSES

SUGGESTEDSOLUTIONS

IMPACTS DESIREDOUTCOMES

DONORS RECIPIENTS IMPLEMENTINGAGENCIES

SPECIALHIGHLIGHTS

*ShrinkingDonorBase* Toomanydisasters&humanitariancases,* Global

*InternationalAgencybuy-in*Donorimageenhancement awards&benefits*Broaderdonor

*Socialproblems/conflicts*Poverty,hunger &deaths*Environmental /climatechangeissues &catastrop

*Broaderdonor base*betterEmergencyresponse*Meetingglobalgoals &targets*International agencybuy-in.

*Countries*InternationalAgencies* InterGovernmentalAgencies* Multi-Nationals*Foundati

* Countries*InternationalAgencies* InterGovernmental Agencies*Foundations*Non-Governmental

* Countries

*International Agencies

* InterGovernmentalAgencies

* Multi-Nationals

* Design aspecialAward schemefor donors(bothindividuals&organizations) - gradedfornational,regional and


Economicslow-down*Increasingimplementationcosts* PoorimplementationAgencytransparency &accountability*lowself-esteem /image ofdonors

base*Improvedrecipientcommunity/individuals' donorstatus* developglobalframe-work forindividual/ agencydonations-rewards

hes *Reduceddonorfund*Reducedresearchdiscoveries*Humanitariansituations*Poorsus-tainability ofdesigneddonorinterventions

*More donorfundsgenerated*Goodgovernanceachieved* Moreresearchsolutionsachieved*Betterlivingstandard*Betteragencytransparency/accountability

ons*CorporateOrganizations*Non-GovernmentalOrganizations

*Individuals

Organizations*Individuals &Families*Local &ProvincialGovernments*LocalCommunities*Specialized Agencies&Institutions e.g.ResearchCenters,Universities,Hospitals,

*Foundations

*CorporateOrganizations

*Non-GovernmentalOrganizations

*Individuals

globallevels forvariousspecifiedminimumamounts ofdonationsand forotherspecifiedbenefits.

Fig/Table I

d) Antecedents and Consequences;- The antecedents and consequences method

of analysis will be used also in the seminar as a strategy to

clearly identify the sequence of events leading to donor

fatigue.

Fig/Table II

ANTECEDENTS;- Global Economic Slowdown, Poor donor funds utilization, poor donor image and appreciation, Increased incidents of humanitarian situations, Reduced donor response, Shrinking donor base, Increasing cost of interventions,

DONOR

CONSEQUENCES;- Worsening humanitarian situation, smaller donor funds generated, Social unrest and conflicts, increase in poverty, underdevelopment, illiteracy, Maternal and child deaths, deaths from HIV, malaria, tuberculosis and other diseases, human rights abuses, bad


4. SUMMARY;- In summary, more of the Concept mapping and the

Categorized coding will be used to process the data. (Kohlbacher,

January 2006) This research may not go into the detail of

organizational review of the Award giving Agency, but will highlight

the basic structure outline of the additional program that will be

designed to carry the proposed donor fatigue mitigating program.

The Categorizing and coding which will be based on the identified

Action research cycles, while the Concept mapping will help us

design an appropriate pilot project to test run the ideas proposed.

VIII. DESCRIPTION OF HOW RESEARCH CONCLUSIONS AND

RECOMMENDATIONS WOULD BE IMPLEMENTED

1. CONCLUSIONS DRAWN FROM CATEGORIZATION & CODING;- Conclusions

drawn from categorization and coding of data using the five

identified research cycles are as follows;- a)

The problem of donor fatigue is real and should be addressed quickly

to forestall further situation deteriorations; - - - b) Majority

of persons contacted in our survey would like to make some donation

especially if they would receive some international recognition for

the donation. - - - c) Some other incentives

to strengthen the participation of grassroots people and

organizations could be the inclusion in protocol lists of the

international Agencies at national and regional and global levels.


- - - d) Securing a policy documentation between international and

regional organizations and national governments. e) Submit a report

that includes the Design and operation guidelines of a pilot project

that will be implemented with selected international agencies and

grass roots organizations. - - - e) implement an expanded

project with multiple agencies and grassroots organizations and

communities.

2. CONCLUSIONS DRAWN FROM EPIPHANIES ISOLATED FROM INTERVIEWS AND

KEY EXPERIENCES CONCEPT MAPPING/ ANTECEDENTS AND CONSEQUENCES

ANALYSIS ;- The conclusions drawn from the epiphanies identified

from interviews include the following;- i) Reduce the causes of

humanitarian situations. e.g. climate change, sub-regional

conflicts, Poverty and ignorance.

ii) Reduce effect of economic slowdown;- e.g.-- create sustainable

jobs from primary and secondary sources, -- promote controlled free

trade zones. iii) Improve accountability, sustainability and

transparency, including Monitoring and evaluation of donor funded

projects. iv) Expand the base of potential donors by including

individuals and organizations at the grass roots including those

from donor receiving communities. v) Enhance the image of donors

by instituting international awards and other benefits. vi)

Develop an International, national and regional cooperation

framework on upgrading donor support. vii) Establish a donor


support bank which will be a buffer against stopping or reducing

donor support in critical areas such as immunization, HIV& AIDS,

hunger and extreme poverty.

3. SUMMARY OF CONCLUSIONS;- In summary, the key conclusions can be

said to be identified as follows;- a) Donor Fatigue is a reality and

needs to be addressed by an International framework that will

involve the national governments, the regional organizations and the

International agencies.

b) Expanding the donor base for funding development projects is

essential and should include non conventional donors from both

recipient and traditional donor communities.

c) Also essential is the Instituting of awards as Development

Champions for Positive Social Change for both individuals and

organizations stratified in different categories of donors with

other benefits such as inclusion in protocol lists and invitation

to conferences also added as incentives and image builders, access

to justice platform for complaints etc.

d) Intensifying parallel programs to reduce humanitarian situations

both environmentally and conflict induced situations, addressing

economic slowdowns, improving accountability, sustainability and

transparency in donor funded projects implementation as well as

reducing other identified causes of donor fatigue.


Finally, there is a great need to consider how the limited resources

available can be used most efficiently to increase the number of

lives saved and to ensure that these resources also benefit health

systems and other social systems. (Pawley-Boyd) This calls for

innovation and improved transparency, accountability, efficiency and

new ways of measuring output.

4. RECOMMENDATIONS MADE FROM THE CONCLUSIONS DRAWN;- One

obvious conclusion is the fact that there is a global donor fatigue

causing shortage of funds required to be invested in serious

humanitarian situations and consequently there is a great need to

expand the base of potential donors by including individuals and

organizations at the grass roots including those non- conventional

corporate and individual donors from donor funds receiving

communities.

The recommendation is to establish a win-win donor image boosting

project with reputable international organizations which will

recognize every donor as 'a Development Champion For Positive Social

Change' for every donation received in line with specific guidelines

established. Attractive incentives and benefits will be expected to

be included in the scheme. This will encourage both big and small

time donors to continue giving. In fact we predict a big time donor

rush at both national, regional and international levels.


5. HOW THE RECOMMENDATIONS ON THE DONOR FATIGUE PROJECT MIGHT BE

IMPLEMENTED AND PUT INTO PRACTICE IN A SPECIFIC ORGANIZATION OR

ORGANIZATIONS

a) RECAP;- We will remember that Donor fatigue does not mean that

donors are not giving, but that what they are giving is not meeting

the need. The United Nations has responded to the issue of donor

fatigue by intensifying the building of partnerships for

development. (Sustainable Development Policy and Practice- iisd,

2013) We will recall that the concept of addressing the donor

fatigue problem by boosting the image of donors and expanding the

donor base of donors to include individuals and organizations in the

recipient communities has led us to this research question;- 'Can

enhanced donor social changer image, improved output oriented disbursement

of donations and the broadening of the donor base, reduce donor fatigue as

well as improve donation utilization output and upgrade recipient self reliant

capacity and concept?'

b) CONCLUSION AND RECOMMENDATIONS REACHED:- One of the conclusions

drawn is that there is indeed a global donor fatigue which is

responsible for the shortage of funds required to address serious

humanitarian situations and to meet minimum global development goals

and targets. Consequently traditional donors are being wearied

especially as a result of series of global situations such as

disasters and economic meltdowns. The recommendation is that there


is a need to broaden the donor base to include individual and

corporate donors from recipient and other communities and a donor

image boosting award should be given to different categories of

donors so as to encourage both the traditional donors and the new

donors. The establishment of a win-win donor award for '

Development Champions For Positive Social Change'- which is to be

given to individual and corporate donors at National, Regional and

Global levels by international organizations is at the heart of this

donor base broadening strategy.

c) IMPLEMENTING THE RECOMMENDATION;- The process of implementing

the recommendation will be a strategic and sustainable one aimed

at bringing a change to the donor process of funding international

and global development and humanitarian issues. The process will

involve the following. i) Harnessing the stake holders namely;-

The United Nations and its agencies are the major organizations that

utilize donor funding for solving humanitarian and development

problems. The response of the United Nations to donor fatigue is

seen in the aggressive manner in which it is trying to strengthen

Partnerships with civil society, private sector, academia and

member nations. (The General Assembly and ECOSOC Joint Thematic

Debate/Forum on Partnerships, 2014) This partnership will be

extended to individuals under the broad partnership groups that are


already working with the United Nations and those who also want to

participate.

The vision is that if 5% of the world population give $100 US

Dollars every year to a development or humanitarian sector program,

and if 10,000 MSME enterprises per country commit to donate a

minimum of$2,500 USD per annum, we will get $ 35,billion + $5billion

= 40billion USD Per annum in addition to the traditional donations

secured from the member countries and the multinational private

sector donors. this additional donation will help to boost the

implementation of different development and humanitarian programs.

ii)Develop an Operational plan that will include the following

actions;- - - i) pass a resolution or policy in the United Nations

on the guidelines for identifying and giving awards for '

Development Champions For Positive Social Change' (Sustainable

Development Policy and Practice- iisd, 2013) - - - ii) develop

websites for people that are interested to register their donations

- - - iii) issue certificates and memorabilia to those that have

already registered . - - - iv) Manage the membership by inviting

the champions to national, regional and global development

functions and placing them on a protocol list in addition to other

benefits.


d) ACTION PLAN / EVALUATION;- The suggested action plan for the

actualization of the- GLDC Golden League of Development Champions for

Positive Social Change is as follows;-

S/no

WHY- GOALS WHAT-OBJECTIVE

HOW-TASK WHO-PERSON

WHERE-PLACE

WHEN-TIME

RESOURCE-REMARKS

1.UN GeneralAssemblyResolution onGLDC

Provide alegalframe-work aspart ofPost 2015Agenda

Drafttheresolution and getcountriestosupportreso-lutionduringGA- 2014

GA,ECOSOC,UN GLOBALCOMPACT

UN HQNEW YORK

GENERALASSEMBLYSeptember 2014

GABudget

2. RegionalorganizationsResolution onGLDC


Pass aresolution atspecialsummit

AU, OAS,EU,ASEAN,etc

Regionalorganization HQ,e.g.AddisAbaba ,Brusselsetc

2014 -2015

Regionalorganizationbudget

3.Sub- RegionalorganizationsResolution onGLDC


Pass aresolution atspecialsummit

ECOWAS,SADC etc

Sub -Regionalorganization HQ,e.g.Abuja,etc

2014 -2015

Sub -Regionalorganizationbudget

4. Nationalgovernmentpolicy


Adopt anationalpolicy /resolution

NationalGovernments

Countrycapitals

2014 -2015

Nationalgovernments

5. UN Agenciespolicy


Adopt apolicy /resolution

UNAgenciese.g.UNICEF,WHO,UNESCO,

AgencyHQs e.g. ParisforUNESCO,

2014 -2015

Agencybudgets.


etc

6.

Establishmentof UN GLDC- UNGolden Leagueof DevelopmentChampions forPositiveSocial Changepartnershipprogramme witha Post 2015GLDC Donors'Fund andsupport Bankoperated withthe support ofthe WorldBank and aLocal toGlobal rightsbased approachto deve-lopment schemerun with theHRC.

Implementthe UNGLDCProgramand giveawards &benefitstosubscribers. whileestablishing aGLDC donrfundsBank anda localto GlobalRightsbasedapproachtodevelopment scheme

Establisha jointprogramsupervisory boardwithpermanentmembers -UNGlobalCompact ,GA,ECOSOC,HRC,WaldenUni, FirstLady SOYC& rotatingmembere.g.UNESCO,UNICEF,UNDP etc.

UNGA,ECOSOC -UNGlobalCompact ,WaldenUni, FirstLady SOYC& rotatingmemberse.g.UNESCO,WSIS,UNICEF,UNDP etc.

UN HeadQuartersNewYork,WorldBankWashington DC,UN HumanRightsCommissionGeneva

2014 /2015

UN GLDCBudget

7. First Programperformanceevaluationsummit

Assesstheparticipationlevel andrewardbestperformers in theGLDCprogram.

Assessmentsummitsheld atcountrylevels,sub-regional,regional &globallevels

UNcountryoffices,UNregionalOffices,UN GLDCprogramoffice,the GA &ECOSOC

Countrycapitals,regionalcapitals, UNHeadQuartersNewYork.

September toDecember2015

GLDCbudget

Fig/Table III

If we graduate the national membership to three levels of gold,

silver and bronze, and the regional and global levels similarly we

will have a Golden League of Development Champions For Positive

Social Change with these categories of award league membership;-

S/no

TYPE OF AWARD(individualcategory)

COORDINATINGRESPONSIBLEORGAN

AMOUNTDONATED

BENEFITS REMARKS

1. National BronzeChampion UNITED NATIONS

USD $ 100= *Categories ofUN country GLDC Rules,


2.

3. National SilverChampion

National GoldChampion

COUNTRY OFFICE USD $ 200=

USD $ 300=

officeprotocol list,*VirtualChampionsNetwork withWSIS*Human rights/counselingsupport

guidelines &Penaltiesapply

4.

5.

6.

Subregion BronzeChampion

Sub-region SilverChampion

Sub-region GoldChampion

UNITED NATIONS SUB-REGIONALOFFICEHQ

USD $ 350=

USD $ 450=

USD $ 550=

*Categories ofUN countryofficeprotocol list,*VirtualChampionsNetwork withWSIS*Human rights/counselingsupport

GLDC Rules,guidelines &Penaltiesapply

7.

8.

9.

Regional BronzeChampion

Regional SilverChampion

National GoldChampion

UNITED NATIONSREGIONAL OFFICEHQ

USD $ 600=

USD $ 700=

USD $ 800=

*Categories ofUN countryofficeprotocol list,*VirtualChampionsNetwork withWSIS*Human rights/counselingsupport

GLDC Rulesguidelines &Penaltiesapply

10.

11.

12.

Global BronzeChampion

Global SilverChampion

Global GoldChampion

UNITED NATIONSHEADQUARTERSOFFICENEW YORK

USD $ 850=

USD $ 950=

USD $ 1,050=

*Categories ofUN countryofficeprotocol list,*VirtualChampionsNetwork withWSIS*Human rights/counselingsupport*Championstorypublication

GLDC Rulesguidelines &Penaltiesapply

13.

14.

15.

Global PlatinumChampion

Platinum superclass ChampionSuper Star ExplorerChampion

UNITED NATIONSHEADQUARTERSOFFICENEW YORK

USD $ 5,000=

USD $10,000=

USD $ 15,000=and above

*Categories ofUN country HQofficeprotocol list,*VirtualChampionsNetwork withWSIS*Human rights/counselingsupport*Championstorypublication

GLDC Rules &Penaltiesapply


* UN Web Page

Fig/Table IV

This program implementation can be evaluated by how many people

subscribe to the project. The network of about 500 million people

and about 2 million MSME organizations who are Development

champions will be a proof of actual engagement of the real

stakeholders in the development and humanitarian issue. Thus our

research question has been answered with a Yes. The community self

reliant capacity has been demonstrated by the participation received

from donor recipient communities. Annual evaluation meetings are

planned to enable the program implementers assess the performance

of the program. There is no doubt this will be a very successful

program. It will help the United Nations meet many of its targeted

goals and objectives.

e) PRESENTATION OF THE RESEARCH FINDINGS TO STAKE HOLDERS;- This

will be in the form of a booklet publication which will be an open

invitation to all stakeholders to join the highly esteemed 'Golden

League Of Development Champions For Positive Social Change' This

document will also have a motivating title such as the " The New

Horizon" will include the outline of the pilot project guideline,

the projected impact of the GLDC program and how stake holders can

engage with the scheme as well as a concise outline of the research

process that led to the program. It will also provide information

about where the detailed research document can be found. The


detailed research report can also be published as a book to provide

information to scholars on the detailed research process.

IX. A BRIEF SYNOPSIS OF MY CAPSTONE PROJECT AND AN EXPLANATIONOF WHAT I LEARNED AS A RESULT OF COMPLETING THE CAPSTONE PROJECT

The whole process of social, environmental, legal, and even economic

development activities is operated using the funds realized from

committed countries, institutions and individuals. This means that

in order to attain global development goals and targets, the whole

system is dependent on the level of motivation of the donors. Donor

Fatigue is now a common feature of the development funding Arena

thus resulting in an available funding support that is much less

than what is needed to the finance the problem resolution.

The main research question for this study is therefore composed as

follows;- 'Can enhanced donor social changer image, improved the output

oriented disbursement of donations and the broadening of the donor base reduce

donor fatigue as well as improve donation utilization output and upgrade recipient

self reliant capacity and concept?'

Our preliminary study of the literature review, interview questions

and surveys test run, shows that traditional donors are already

getting tired as a result of the following reasons;- # too many

disasters and humanitarian situations happening in quick

succession, # global economic slowdown, # inefficient donor

projects implementation, # low donor image and motivation. The


results of this donor fatigue situation are enumerated as follows;-

# inability to meet global targets, # increasing gap of socio-

economic inequality, # rising rate of maternal and child

mortality from vaccine and medically preventable diseases (Hardon,

2001) , # rise in global hunger and food insufficiency as a

result of environmentally caused climate change issues and low

investment in research (Grépin, 2011) , # extreme poverty and

hunger, # Serious humanitarian situations caused by displacement

of people due to violence and disasters.

There is a need to encourage the identified stakeholders i.e.

donors, recipients, implementing agencies and facilitators, to play

their roles better. The conclusions reached and recommendations made

are itemized as follows;- i) The donor base for development

projects should be enlarged to include non-conventional and non-

traditional donors even those from aid recipient communities.

ii) The image of doors should be enhanced with benefits and awards

to encourage more giving.

iii) The United Nations in line with the report on "The role of

partnerships in implementing 2015 Development Agenda" (The General

Assembly and ECOSOC Joint Thematic Debate/Forum on Partnerships,

2014) jointly working with the GA, the ECOSOC, HRC and the UN

Global Compact should operate a program on a Golden League of

Development Champions for Positive Social Change(GLDC). The high


point of this program is that for a donation ranging from USD$ 100=

to USD$ 10,000= an individual or an MSME organization can secure

recognition by the UN System ,as a GLD Champion , at any point of

National, Regional and Global level as is appropriate.

The high point of this program is that if 5%of the world population

became minimum donors of USD$ 100= the total sum of USD$ 35

billion would be raised as donations from individual subscribers

annually. Similarly, if 10,000 micro, small and medium

enterprises (MSME)per country subscribe to the minimum organization

donors level of USD$ 2,500 per annum, about USD$ 5 billion will be

raised. This will give us an additional USD$ 40 billion dollars

which will be at the disposal of the UN Agencies to meet the Post

2015 Agenda. The suggested Action Plan would involve the

institution of a legal framework and implementation structure that

will make this post 2015 fundraising agenda a success. With the

above stated funds raised annually in addition to the traditional

donations made by the UN member countries and multinational

corporations, Donor Fatigue will become a nonexistent syndrome and

the attainment of the Post 2015 Agenda and Development goals will

be made much easier.

What I have learnt from this study is that everyone has the potential to be a donor

and a Development Champion of Positive Social Change. All they are waiting for is

for the motivation to become what they are already equipped to be.


X CONCLUSION;- It is expected that immediately after the UN GA

adopts the project as part of a post 2015 strategy, regional and

national policies on donor funding for development will be enacted

to make it possible for all those who want to participate to do so

without undue difficulty. We expect that the establishment of a

Post 2015 Golden League of Development Champions donor Funds Bank will give

the appropriate framework for the funds to be properly managed with

the support of the World Bank. It is also anticipated that a Local

-toglobal MDG Justice (Eluwa & Omire, 2009) and Total Justice

Assessment program (Katsina-Alu, 2011) will be put in place with the

support of the Human Rights Council/ Commission and the

International Human Rights Network- IHRN to create a platform for

access to Justice for the beneficiaries of the scheme. This Total

Justice Assessment framework will enable such UN Conventions as

CEDAW, (Jonathan, 2011) and CRC, to have a Local to Global operation

approach which will strengthen and fast track the local

implementation of the conventions thus ensuring access to justice.

The recommended annual project evaluation summit will enable the

United Nations review the efficiency of the funds implementation and

the general performance and review of the project. We therefore

anticipate a great change in the current state of donor funding

based on this strategy.


Nnenna Eluwa

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