MALI, Bamako – In 2012-2013 there was a rebellion in Northern Mali. In this region ⅔ of NCA’s development aid projects were situated, and so local partner organizations were directly affected. My team and I had to juggle all factors in this unstable time to make a decision whether or not we should continue our funding to these development aid projects.
Our NCA team had a variety of meetings to keep track of the situation, that was changing daily. We decided to analyze the situation per context of each partner organization rather than to see the situation in black and white. We came up with 5 elements that were key for the continuation of a project (1. what was the remaining capacity on the ground, 2. whether the beneficiaries had not fled, 3. if the zone was accessible, 4. indication of violent threats, 5. whether monitoring was still possible and if reprogramming was needed). Each partner needed to add this information as an annexe to their reporting cycle, and funding was adjusted accordingly.
With a pragmatic hands-on solution we kept our flexibility, despite the tough situation on the ground and the rigorous reporting criteria of our donors. Through this annexe we kept track of the situation on the ground per context, and the local partner organizations could continue to satisfy the needs of the beneficiaries in this unstable situation. Our partners applauded NCA for continuing during these difficult circumstances, as many other organizations stopped their funding completely.