Economic Theory, Organizations, World Vision
World Vision began its operations in 1950 as a child-focused, community-based, integrated and interconnected Christian relief organization whose aim is to eradicate poverty by providing basic amenities like food and shelter to orphaned children all over the world. Over the years World Vision has come up with various ways to finding long term solutions to poverty in the more than 97 countries it works in in the Americas, Africa, the Middle East and the Asia-Pacific regions. Working in very harsh environmental conditions, in poor countries over the world, World Vision believes in children and through reaching out to the vulnerable children, they help transform ways of life for communities at large (World Vision Inc. 1). All of World Vision's activities are focused on attaining their one major goal: the sustained well-being of children, especially the most vulnerable ("Our Approaches" 1).
To achieve this goal, World Vision has adopted three major approaches: It is totally child-focused. World Vision has a commitment to ensuring that children have a full and enjoyable life. To this end, they have mobilized local partners, communities and the families at the grassroots where they work hand in hand with the primary aim of bettering the vulnerable children's lives. They have a holistic approach that not only looks at health, poverty and related issues but also the religious and psychosocial needs of the communities. It has global commitment. World Vision has projects and offices in 97 different countries, including rural, urban and distraught areas where many vulnerable women, children and men are to be found. They bring on board locals as staff who partner with other key local stakeholders and the communities that World Vision works in.
[...] Total income for all their activities in the world was $ 2.79 billion (World Vision International Annual Review 2011 29) For an organization of its size, World Vision's use of funds continues to be true to their causes, with only of expenditure going to administrative costs while fundraising took another while the rest of the money was spent on program activities (World Vision International. Annual Review 2011 29). For purposes of this research, this paper will be focused on World Vision's Health Sector activities. World Vision has a presence in 97 different countries as at the end of 2011 (World Vision International. Annual Review 2011 27). At the apex of World Vision's organizational structure is its International Board of Directors. [...]
[...] World Vision therefore needs to revise its health strategy and make it more adaptable, more flexible and more able to cater for a whole range of different country and field situations. Additionally World Vision would also have to ensure that as an organization, they have the human and organizational capacity to fully implement the strategy and not have to rely on the sometimes limited and somewhat inflexible requirements of the donor or funding organizations. Once this rigid Health Strategy is revised World Vision will be more able to implement it in a way that does not have it bound by its donors and funders priorities as many NGos are accused of (Shah 9). [...]
[...] Annual Review 2011. N.p.: n.p 1-30. Web Apr World Vision International. 7-11 Start up Field Guide. N.p.: Global Health and WASH on behalf of World Vision 1-18. Web Apr World Vision International. Board of Directors Web Apr World Vision International. [...]
[...] Works Cited Fisher, William M. "Doing Good? The Politics and Anti politics of NGO Practices." Annual Review of Anthropology 26 (1997): 439-64. Web Apr Shah, Anup. “Non-Governmental Organizations on Development Issues”Global Issues Jun Web Apr http://www.globalissues.org/article/25/non-governmental-organizations- on-development-issues>. World Vision Inc. How World Vision Works. N.p Web Apr World Vision International. [...]
[...] The World Vision 7-11 strategy is thus the cornerstone of all health-related activities that the organization seeks to attain. However, at country level, where the 7-11 strategy is supposed to be implemented, there are other imponderables that make this almost impossibility. Developing countries have different priorities, concerns and development agenda. These are dependent upon the country's historical experience, the prevailing economic climate, the diseases that are prevalent in that particular country, the status and maturity of country's health care infrastructure, the availability, training and dedication of staff that work at all levels of the health care system. [...]
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