Opportunities for Improvement

The implementation of SSGF’s recovery programme has been an unqualified success. Nevertheless, this report would be incomplete without an assessment of possible improvement opportunities:

In Phase I, 32 NGOs were banded together to form thirteen clusters – each under the administrative leadership of a ‘Lead NGO’. It was expected that this would reduce administrative effort and develop co-ordination at the grassroots – and it did. Some clusters worked with a high degree of cohesion, completed activities on schedule, and submitted their reports to GEF/ SGP concurrently. This could have been emulated as a best practice...

However, there were a few clusters that did not perform as anticipated. In future, it might be desirable to have some preparatory sessions that facilitate NGOs with different operating styles working together.

NGOs’ activity plans often include an element of micro-credit that is given to CBOs to meet their working capital needs. For these ‘revolving funds’ to truly serve their purpose, they must be effectively controlled by the CBO after its members have been trained in basic accounting and financial management.

Performance on this aspect has been mixed. Most progressive NGOs have conducted training programmes and devolved controllership of funds to the beneficiaries. There are a few, however, who retain control of funds and even levy interest. This vitiates the understanding that the revolving funds – in form and substance – belongs to the CBOs.

In any disaster situation, it is essential that assistance is available at the place and time when it is needed most. Delays render such recovery mechanisms sub-optimal or - in more severe cases – of little use. For example, in GEF/ SGP, there could be an instance where an agriculturalist needs to deploy resources before the monsoons set in. A delay in releasing funds could prevent this. There is a need for administrative systems to gear up to face the challenge of rapid deployment, particularly when it relates to disaster recovery. Ways and means of expediting associated processes need to be examined.

The aspect that has the potential to yield the greatest benefit to grantees is the development of a stronger marketing orientation. The establishment of collective marketing organisations could significantly improve many beneficiaries’ net earnings.
· There are some small producers who are content to operate at the local level.
· Others make high-quality products but lack the sophistication necessary to access more profitable markets. For long-term sustainability, entrepreneurs need training to devise better distribution strategy.
· A third category of ambitious producers has made this transition and now supply to premium departmental stores. With guidance, such producers have the potential to market their products internationally.

Every single beneficiary appreciates the support received thus far. Many have identified specific improvement plans that would further enhance their lives. To achieve their ambitions, they require further assistance.

The words of Shakespeare provide an appropriate concluding thought:“There is a tide in the affairs of men, which taken at the flood, leads on to fortune. Omitted, all the voyage of their life is bound in shallows… On such a full sea are we now afloat. And we must take the current when it serves, or lose our ventures.”