ENSURING DONATIONS TO *** ORPHANAGE REACH THE CHILDREN
(*** denotes the name of the orphanage, which will remain private since this is on the worldwide web)
This research contains information concerning how other non-profit organizations have curtailed ethical dilemmas such as corruption when much of the “business end” is completed in an unstable, foreign country, offering valuable insight into the management and monitoring of donations and their disbursement. This will result in the orphans at this particular location receiving what is intended for them- lifesaving food and formula, medicine, even mosquito netting- and greatly reduce the mortality rate in this orphanage. The benefits of this report can be life changing. This is not about cutting corners, or saving a few dollars- this is about saving lives!
As an organization whose primary goal is to have compassion on and assist all orphans in need, without discrimination, ABC often finds itself rescuing children from the infamous *** orphanage, whose ethics have always been questionable at best. Since post-adoption donations to the orphanage are required by the [country's] government (as with every registered orphanage), we are often conflicted to give, knowing the funds are not being utilized for the benefit of the children. This paper addresses the following research problem: How can ABC ensure that donations to *** Orphanage reach the children? The next sections of this introduction discuss the scope, limitations, sources and methods of data collection, as well as the organization of the report.
Scope of the Report
This report discusses potential solutions to the ethical dilemma that presents when working with ***. It investigates methods that have been successful with other non-profits in Africa, including: implementation of accountability systems, incentive programs, and education of staff. The report presents a preliminary look at these possibilities, without providing all the information necessary to immediately put them into operation.
Limitations of the Report
Due to time constraints, the researcher was not able to cover all potential solutions to the ethics problem at ***. Also, the researcher encountered some serious challenges in finding printed data concerning statistics at orphanages (most likely because they simply aren’t kept) and other studies addressing this issue. It appears to be a topic that has not received much attention.
Sources and Methods of Data Collection
The report used both primary and secondary data resources. The researcher conducted interviews via email with an orphanage director, non-profit director, and a pastor working directly with the orphanage. Additionally, information was sought from the Internet from various non-profits working in Africa and from Ashford University's online database.
Report Organization
The report has three major sections. The first section discusses the possibility of developing an accountability system within *** and provides an example of how this method has been effective with another non-profit.
ACCOUNTABILITY SYSTEM Perhaps the greatest apparent need when evaluating ABC’s relationship with *** is a comprehensive accountability system. Currently, it is nearly impossible to track the money and goods that are being donated to ***, and it has become obvious to anyone who visits the facility that they are not being used to the benefit of the children living in the orphanage. An effective accountability system needs to be implemented that will monitor and document the distribution and management of aid.
This task may be difficult, as the orphanage is not run by ABC and is not required to be accountable to ABC, or to any entity really for that matter, but there is still motivation for the director and staff to cooperate. Their refusal would simply result in our organization’s refusal to facilitate adoptions from the orphanage, and put an end to any and all donations and the incentives that will be offered (to be discussed in next point).
One non-profit, Orphanages for Africa, has found success in this area: “We require original receipts for all purchases made from grants to partners in order to safeguard against misuse of our funds. Regular updates and annual field reports are also required from our partners. We draft program evaluation reports to conduct cost-benefit analyses of all of our programs” (Orphanages for Africa website). If the cost is not resulting in a benefit, in this case, to the children, the partnership in ended.
In addition to achieving accountability with finances and goods, it is dually important that the orphanage keep up-to-date, accurate records on all the children under its care and their health and progress. Currently, information is greatly lacking in this area. A study by Subbarao & Coury proposes:
"If the current sources of data are inadequate or imperfect measures of orphan welfare, a sample survey should be launched to get orphan-specific information. Such a sample survey will produce quantitative information on orphans. It is strongly recommended that such a quantitative approach be supplemented with a participatory approach, because it would present an opportunity to bring key stakeholders together and increase their ownership in and commitment to any intended program intervention. Moreover, the participatory approach would strengthen the sustainability of any intervention” (Subbarao & Coury, p.102)
By requiring receipts for all purchases, record-keeping of finances, regular updates concerning the children and annual reports from the orphanage if they want to continue receiving aid, misuse of funds and goods is greatly discouraged. Also, where data is lacking, surveys must be completed to gather quantitative information on the orphans, and this should be supplemented with a participatory approach.
An accountability system that includes regular evaluation of the programs, ideally via a hands-on, participatory approach is most effective and necessary for sustainability of the program.
INCENTIVE PROGRAM
Another method to ensure that the orphanage is being managed ethically, in addition to and to supplement accountability, is an incentive program. In a poverty-stricken nation such as [country], where money is scarce and corruption abounds, ethics are rarely rewarded. There is an “every man for himself” mentality, and nice guys finish last. Also, when children under one’s care are not flesh and blood, it is easy to look after one’s own interests above the children. The pay is minimal, and donated goods or funds can take care of one’s own family. Offering incentives for proper accounting of aid and good health of the children creates a desire to “play by the rules” that was previously non-existent.
In a Ugandan orphanage, one non-profit director found great success concerning the overall care of the children by offering the caretakers bonuses if children met certain standards. Sandy Lydo, director of the orphanage Welcome Home Children says “When we began offering bonuses to the mum [orphanage caretaker] who had the best behaved children, the mums were motivated to take their jobs more seriously, and we saw a definite improvement in the care being given to the kids” (personal communication, December 19, 2010).
Incentives can be monetary or non-monetary, and are proven by numerous studies to increase motivation and productivity among workers in a variety of fields. Set goals tend to drive employees, and rewards offered for attaining set goals are doubly motivating. Because we are a non-profit organization, it would be wise to offer non-monetary incentives which could include: flexible work hours, valuable job training, sabbaticals, professional development, tangible rewards, and praise and attention (Ballentine, McKenzie, Wysocki & Kepner, 2003). Specific examples would be to offer nurse training to a caretaker demonstrating superb initiative, or start a “Caretaker of the Month” program accompanied with a tangible gift.
Offering some sort of incentive program to the orphanage staff, most likely utilizing non-monetary incentives including opportunities, recognition, and tangible rewards, will increase their motivation to manage funds and the care of the children ethically.
STAFF EDUCATION 
Finally, in addition to accountability and incentive programs, staff education programs must be in place to promote long-term compliance to ethical standards. The *** staff, all women, has never taken any classes about financial management, child development, or nutrition, and may have a difficult time keeping accurate records even if they wanted to.
Subbarao & Coury noted that ““Major drawbacks are said to be associated with orphanages, but few have been studied. Ethiopia’s orphanages are well documented, however. Chernet (2001) provides an extensive list of problems associated with institutional care in Ethiopia: • Inadequate funding • Shortage of trained personnel • Inadequate skills” (p.34). The mention here of a lack of trained personnel and inadequate skills is a problem in orphanages worldwide, including ***.
Donna Dushku, a non-profit director that helps raise support for various orphanages in Bulgaria, has much to say about the need for staff education, and the type of program she has created to meet that need. “Workers in the orphanages we visit are often tired and disillusioned after years of physically and emotionally draining labor. Most workers settle for orphanage jobs when they can't find any other kind of work. They receive little training and are required to care for large groups of children. The result is that the children receive only the most basic care and do not get the positive adult interaction they require to become healthy and successful adults” (personal communication, January 10, 2011).
A training program similar to the one Dushku designed would be very beneficial to ***. Not only does it develop appropriate skills and attitudes in the workers, it also helps them understand the importance of their position as a role model, someone who is shaping the future of the [country]. “Training covers such topics as child development, the rights of children, positive behavior management, social skills development, and understanding the needs of children with disabilities” (Dushku, 2011). For ***, financial management and accountability will also be a topic covered in the program.
The program will require *** to commit to sending each member of their staff to at least one training session a quarter and the orphanage director will also be required to attend all trainings. The orphanage will receive a small grant at the end of the training cycle, part of which is earmarked to fund training-related initiatives: the purchase of books, educational supplies for the children, equipment, child development resources for the staff, etc.
To make this program a success, ABC should send trained volunteer staff to *** for a considerable amount of time (at least a month) to get the staff education program up and running. Not only will the trainers be educating the orphanage staff, but will simultaneously be educating a new training staff under the leadership of Pastor Lolo and the *** Church, who can take over the training program in our absence.
CONCLUSION AND RECOMMENDATIONS
The visuals below contain statistics collected from four different orphanages in [country] and Uganda. The chart clearly demonstrates that the orphanage that is implementing all three methods suggested- the accountability system, incentive program, and staff education- has the lowest mortality rates and most nourished children. This is in stark comparison to ***, which, with no programs implemented, loses 1 in 5 children to preventable deaths, and is not meeting the nutritional needs of its children.
The care of the [country's] orphans is ABC’s utmost priority, and changes need to be implemented to ensure that all aid, whether financial or material, is reaching the children, and that all operations involving the orphanage or ethical. The findings of this report suggest that this is not a hopeless cause, and that other organizations are finding success with this undertaking. Therefore, the following recommendations are made:
1. Our organization must create a system of accountability for all donations and require the strictest adherence by *** director and staff.
2. Our organization must provide motivation via non-monetary incentives for orphanage staff.
3. Our organization must require quarterly participation from orphanage director and staff in classes concerning financial management and child welfare and nutrition.
References
Ballentine, A., McKenzie, N., Wysocki A, & Kepner, K. (April 2003). “The Role of Monetary and Non-Monetary Incentives in the Workplace as Influenced by Career Stage.” Florida Cooperative Extension Service Department of food and Resource Economics, Institute of Food and Agricultural Sciences, University of Florida.
Subbarao, K. and Coury, Diane. (2004). Reaching Out to Africa's Orphans: A Framework for Public Action. Washington, DC, World Bank Publications. Retrieved December 13, 2010 from http://site.ebrary.com/lib/ashford/Doc?id=10064342&ppg=52.
I have worked a few jobs in customer service, and am very familiar with forcing polite smiles and humoring customers, even when you’re having a bad day. The Six Flags staff was not overtly rude, but basically ignored the children. It was different here. Tinkerbell wasn’t embracing my two year old and complimenting her sparkly shoes because she got paid the big bucks to do so. She loved kids, and loved fairy tales. She loved making dreams come true. The same goes for Mickey, the tour guide on the Jungle Ride, the dancer in the evening parade, the Mad Hatter Tea Cups ride operator. The heat, the unending lines, the repetition of it all didn’t even faze them. They were on a mission- the same mission I was- to make sure the kids had the most special day ever. 
