February 19, 2013
As a relatively new employee of RI, I would like to make a few comments based on the two previous ones below. Over the years I have worked for a number of NGOs, and other development organizations. None are without fault, or institutional character. Organizations, particularly relatively newer ones, such as RI, evolve and identify and then improve or correct their systems and approaches and management strategies. It is an ongoing process. I have been impressed by RI’s sincere desire to improve management systems, employee care, efficiency of decisions-making and a number of other issues that were raised below as deficits. I have seen first-hand that staff care, a desire to establish and implement professionalism, and a regard for employee experience and input are sincere. I can only base my observations on what I see and hear today, not what may or may not have been the case for former employees. More specifically I see a CEO who is deeply concerned about how well the mission of the organization is accomplished, in the most effective, and cost efficient way to do this. If he gets personally involved in many of the issues (which some have labeled micro-management) it is because he cares about the quality of the work. But I have also seen that as there are more and more experienced and capable people to ensure such quality, he does indeed encourage decision-making at other levels. Yes, there are some weaknesses – there always are in complex environments in which we work – and these are candidly and openly acknowledged and the process of improvements in ongoing.
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MY ROLE:Professional with expertise in this field