Local partner landscape and market compensation survey - FINAL.pdf

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DISCLAIMER THE VIEWS EXPRESSED IN THIS REPORT ARE THOSE OF THE ASSESSMENT TEAM AND DO NOT NECESSARILY REFLECT THE VIEWS OF

USAID, THE GOVERNMENT OF THE DEMOCRATIC REPUBLIC OF THE CONGO, OR ANY OTHER ORGANIZATION OR PERSON ASSOCIATED WITH THIS

PROGRAM.

LOCALIZATION PARTNER LANDSCAPE AND

MARKET COMPENSATION SURVEY

FINAL ASSESSMENT REPORT

Disclaimer:

The views expressed in this report are those of the Assessment Team and do not necessarily reflect the views of USAID, the Government of the Democratic Republic of the Congo, or any other organization or person associated with this program.

LOCALIZATION PARTNER LANDSCAPE AND MARKET

COMPENSATION SURVEY

AN ASSESSMENT

This Assessment was initiated by the Office of Program and Project Development (OPPD) through Mr. James Mashikano, Task Order Contracting Officer Representative (TOCOR/MSSP) and carried out by USAID/DRC Mission Strategic Support Program (MSSP) under USAID Task Order No.: 72066022F00001.

Cover Photo: Meeting of USAID Staff

CONTENTS

0.0 EXECUTIVE SUMMARY 3

0.1 Assessment Purpose and Questions 3

0.2 Key Findings 3

Partner landscape 3 Market compensation 4

0.3 Key Conclusions 5

1.0 BACKGROUND 6

2.0 ASSESSMENT PURPOSE 8

2.1 Objectives 8

2.2 Methodology 9

2.3 Analysis and Reporting. 9

2.4 Assessment Questions 10

2.5 Data and Analysis – Limitations 10

3.0 FINDINGS – PARTNER LANDSCAPE 12

3.1 Identifying local partners 12

3.2 Partner landscape – Funding 12

3.3 Partner landscape – Geographic distribution 14

3.4 Partner landscape – Technical sector 17

3.5 Partner landscape – Staffing and Capacity 18

STAFFING & HR POLICIES 20

SPECIALIZED STAFF 23

3.6 Partner landscape – Funding 23

ANNUAL FUNDING 23

FINANCIAL STABILITY 24

PRE-FINANCING CAPACITY 26

EXTERNAL / INDEPENDENT AUDITS 27

4.0 FINDINGS – MARKET COMPENSATION 29

4.1 Market compensation survey – base salary 29

4.2 Market compensation survey – fringe benefits 34

4.3 Market compensation survey – Salary scales 36

4.4 TOWARDS A FAIR, SUSTAINABLE, COMPETITIVE, NON-DISTORTING SALARY SCALE 37

LOCATION, LOCATION, LOCATION … 38

MONETARY AND NON-MONETARY BENEFITS 38

SALARY RANGE 38

THE FINAL CALCULATION 41

5.0 CONCLUSIONS 43

ANNEX 1: STATEMENT OF WORK 44

ANNEX II: DATA COLLECTION TOOLS 53

0.0 EXECUTIVE SUMMARY

0.1 Assessment Purpose and Questions

The United States Agency for International Development (USAID) has been working towards a long-term vision of sustainable development in the Democratic Republic of the Congo (DRC), focusing on transitioning activities and service delivery to local institutions, private sector partners, and civil society organizations. This approach aims to promote financial and programmatic sustainability, country ownership, and capitalize on in-country knowledge and expertise.

USAID has defined local organizations as those that are legally organized under the laws of the country, majority-owned by citizens or lawful permanent residents, and managed by a governing body consisting of citizens or lawful permanent residents.

USAID's strategic approach to advancing localization includes three guiding principles: proactively cultivating relationships with local partners, strengthening Mission staff capacity to implement the Localization Strategy, and strengthening local actor capacity to apply, receive, and manage USAID funds. The Mission seeks to increase its local partners' base while strengthening the performance capacities of current local awardees to meet USAID standards and requirements.

USAID's Localization Strategy aligns with various USG strategies, including the USAID/DRC 2020-2025 Country Strategy, DRC Integrated Country Strategy, and USAID's Local Capacity Strengthening Policy. The assessment aimed to understand the readiness and potential of local entities and other organizations working in the DRC to partner directly with USAID and receive direct U.S. government funding. The assessment involved a comprehensive partner landscape assessment and a market compensation survey analysis of both local and international organizations operating in the development sector in the DRC.

0.2 Key Findings

PARTNER LANDSCAPE

The assessment, based on 590 responding organizations, provides insights into the landscape of national non-governmental organizations (NNGOs) in the DRC. The funding landscape shows that the majority of NGOs have budgets of less than US$100,000 annually, and a significant proportion consider themselves financially struggling or with limited financial stability.

As per the respondents to the call for information, the number of organizations receiving USAID funding is on the rise – from only one in 2016 to 35 in 2023 – but only a small percentage (12 organizations or 2 percent of the respondents) of them are prime contractors. These include: PPSSP, RHA (Rebuild hope for Africa), ALDI, CARITAS Goma, ABCom and TPO. It should be noted, however, that other organizations (around 10) reported having received USAID funding in the past. But most of these organizations are subcontractors of international organizations or UN agencies directly funded by USAID.

The geographic distribution of organizations is concentrated in the North and South-Kivu provinces, which have been significantly affected by crises and natural disasters. Conversely, some provinces, such as Mai- Ndombe, had no organizations respond to the survey, raising concerns about potential vulnerabilities and the capacity to secure partners capable of operating at USAID standards in the event of a crisis.

NNGOs in the DRC are engaged in various sectors simultaneously, with a significant focus on education, protection, food security, health, livelihoods, and WASH. The organizations' main intervention areas include women, youth, and children, reflecting a diverse set of priorities and areas of expertise.

NNGOs possess varying levels of capacity and capabilities; some can be likened to international non-governmental organizations (INGOs), but others have remained informal and lack in either specific staff categories (such as MEL officers) or policies (such as a formalized recruitment policy). The responses of organizations to their geographic coverage provide intriguing information that warrants additional investigation on-site.

According to the information provided, 40.3 percent of organizations operate throughout all 26 provinces of the country, but additional research and analysis would be useful to verify whether these organizations have the actual presences and capacity, given the extensive operational resources required to function in the entire Democratic Republic of Congo (DRC), which are so substantial that even the big international NGOs or organizations don't have a permanent, country-wide presence.

Overall, most national NGOs are small, with less than 10 permanent staff (36.3 percent), and more than half of the NGOs report having fewer than 50 staff. Women and young people seem well represented in the decision-making structures of the organizations that responded to the questionnaire. However, staff turnover is a concern, with financial reasons being a significant factor in employees leaving the organizations; the competition with international NGOs and the UN system remains a major factor, as international NGOs and similar tend to pay on average 5.5 times the averages of national NGOs

However, with most professionals not completing their higher education before the age of 25, and often later, and the time they need afterward to gain enough experience to be hired in an NGO, Staff turnover figures are not available, but money seems to be at the heart of why staff have left the organization in the past five years.

MARKET COMPENSATION

The research team collected detailed information on salaries and benefits, as well the disparity in salaries and benefits between national (based on the voluntary responses of 219 national NGOs) and international organizations (based on data in the Birches Report1) in the Democratic Republic of Congo (DRC). Starting with an explanation of the guaranteed interprofessional minimum wage as the minimum set by public authorities, the assessment looks at the various benefits organizations provide for their employees.

Additionally, it provides an overview of the entitlements and benefits provided by Congolese labor law, such as paid vacation, occasional leave, pay on national holidays, weekly rest periods, paid sick leave, job safety, medical treatment, benefits for disability/work injuries, and leave of absence for maternity. It also discusses the need to include fringe benefits in a market compensation survey and compares the benefits provided by local and international organizations.

Furthermore, it discusses the reasons for the differences in treatment, including challenges faced by national NGOs in accessing funding, internal weaknesses, and dysfunctions leading to non-compliance with legislation, fraud, and embezzlement. The text emphasizes the need for the localization of humanitarian aid, diversification of income sources, and reforms in recruitment and management practices within national NGOs to make them more competitive and sustainable as the current average compensation trails what could be obtained working with international development organizations by a ratio of almost 6 (5.6) to 1.

Overall, the assessment underscores the need for a more equitable and sustainable compensation and benefits landscape in the DRC, particularly in the context of disparities between national and international organizations, and the importance of addressing the various factors contributing to these disparities, highlighting the significant differences in salaries between national and international organizations for the same positions. It further emphasizes the need for a sustainable and equitable level of remuneration in the Congolese development sector, taking into account the local market, the cost of living, and the financial autonomy of NGOs.

0.3 Key Conclusions

1 REFERENCE TO THE BIRCHES REPORT (Add as annex?)

The assessment sheds light on the landscape of national non-governmental organizations (NNGOs) operating in the DRC. From a geographical standpoint, these groups are mostly focused in the North and South-Kivu provinces, to respond to prolonged crises through conflict and natural disasters.

Financially, most NNGOs in the Democratic Republic of Congo (DRC) have budgets that are below US$100,000 per year. Additionally, a significant number of these organizations encounter financial difficulties or have inadequate financial stability. Significantly, there is an increasing number of organizations that are being funded by USAID, albeit only a tiny proportion of them work as primary recipients/contractors. These Non- Governmental Organizations (NNGOs) are involved in multiple sectors, with a strong focus on education, protection, food security, health, livelihoods, and WASH (Water, Sanitation, and Hygiene).

Regarding organizational size, the majority of NNGOs in the DRC are relatively small, employing less than 10 permanent staff members. Furthermore, women and young individuals have significant roles in the decision-making systems of these organizations. Nevertheless, the issue of worker turnover is a cause for concern, frequently motivated by financial factors, resulting in personnel leaving these businesses.

In addition, the research gathered comprehensive data on pay and perks, uncovering a significant disparity between domestic and foreign organizations in the Democratic Republic of Congo (DRC). International organizations sometimes provide greater remuneration and more extensive perks, enticing employees to leave their national equivalents. That doesn’t necessarily mean that, in comparison to (base) salaries in the private sector or even the government, NGO jobs – in the middle to higher tier – have bad compensation packages;

but on average, salaries in INGOs are 5.22 times higher than than in NNGOs with, for example, a country director in an international NGO earning 8.7 times as much as his national equivalent

It convenes to note that, although DRC labor law and other legislation stipulate a number of obligatory employer contributions, such as healthcare or social security: Responses to the survey show that only 55.36 percent pay health insurance for their employees, 48.21 percent pay family allowances and only 41.52 percent provide the housing allowance.

In summary, the study highlights the urgent requirement for a fair and enduring system of compensation and benefits in the DRC. This system should specifically address the differences between national and international organizations. Furthermore, it emphasizes the significance of localizing humanitarian aid initiatives, expanding revenue streams, and implementing reforms in the recruiting and management procedures of NNGOs to improve their competitiveness and long-term viability.

1.0 BACKGROUND

USAID/DRC has begun a critical shift to achieve its long-term vision for sustainable development. There is an increased focus on transitioning activity leadership and service delivery to local institutions, private sector partners, and civil society organizations to promote financial and programmatic sustainability, efficiency, country ownership, and capitalize on invaluable in-country knowledge, expertise, and networks. This new push to engage local organizations builds on previous USAID initiatives such as USAID Forward, Journey to Self- Reliance, and the New Partnerships Initiative, all developed to increase partnerships with local organizations and thereby the sustainability of development and humanitarian assistance results.

Local organizations are defined2 as an individual, a corporation, a nonprofit organization, or another body of persons that: (1) is legally organized under the laws of; (2) has as its principal place of business or operations in; and (3) is (A) majority owned by individuals who are citizens or lawful permanent residents of; and (B) managed by a governing body the majority of who are citizens or lawful permanent residents of a country receiving assistance.

USAID/DRC is committed to being more responsive to the needs and priorities of local actors and communities, by prioritizing the use of local knowledge to foster lasting change in the communities in which we work. The mission will facilitate local ownership of development and humanitarian assistance as it is the route for greater equity, effectiveness, impact, outcomes, and sustainability.

USAID/DRC’s strategic approach to advancing localization has three guiding principles which guide our work:

1. Proactively cultivate relationships with local partners and enable locally led development in accordance with the USAID Locally Led Development Spectrum.

2. Strengthen Mission staff capacity to implement USAID/DRC’s Localization Strategy

3. Strengthen local actor capacity to apply, receive, and manage USAID funds

Through the localization of its activities, the Mission seeks to increase its local partners base, while at the same time strengthening the performance capacities of its current local awardees to fully meet USAID standards and requirements. USAID has a holistic definition of capacity that includes the technical and institutional strength of organizations that include systems related to financial management, human resources, program management, and administration and procurement systems. Capacity areas are outlined in the Organizational Capacity Assessment (OCA) and Non-U.S. Organization Pre-Award Survey (NUPAS) tools.

USAID/DRC’s Localization Strategy aligns with USAID and other USG strategies including the USAID/DRC 2020- 2025 Country Strategy, DRC Integrated Country Strategy, USAID’s Local Capacity Strengthening Policy, Principles for Balancing the Aid Process, among others.

USAID defines technical expertise in partner assessments as the ability to provide specialized knowledge and skills in a particular field or sector. Technical expertise can include knowledge of local laws and regulations, cultural norms, and the ability to work with local partners. Technical expertise can also include experience in implementing similar programs, knowledge of the local context, and the ability to adapt to changing circumstances. In addition, technical expertise can include strong national and local government relationships.

USAID staff, partners, and evaluation teams are expected to maintain strategic relationships with public and private actors in their areas of technical expertise (USAID, 2016, 2021).

At the same time, discussions surrounding salaries, compensation packages need to be framed in an overall understanding of the DRC Labor Market, which is characterized by a multitude of challenges and complexities stemming from its historical, economic, and social contexts. The DRC's labor market is predominantly informal, with a significant portion of the workforce engaged in subsistence agriculture, informal trading, and small-scale mining activities. Formal employment opportunities are limited, primarily concentrated in urban areas and sectors such as mining, construction, and services. However, these formal jobs often require specific

2 Defined in Section 7077 of Public Law 112-74, the Consolidated Appropriations Act, 2012 (P.L. 112-74), as amended by Section 7028 of the Consolidated Appropriations Act, 2014 (P.L. 113-76) skills and qualifications, leading to high levels of underemployment and unemployment, particularly among youth and women.

The labor market in urban centers – where most of the skilled jobs are – is challenging, with high unemployment rates, particularly among youth, and a labor force that often lacks marketable skills3. The DRC faces a deficit in skilled labor across all sectors, and there are few formal vocational training programs4. Urban centers typically exhibit a higher demand for skilled workers in the NGO sector due to the concentration of such organizations in cities.

Nevertheless, employment in NGOs and CSOs often includes a mix of permanent, contract, and volunteer positions. There's a growing trend towards short-term contracts and project-based employment, reflecting the funding-dependent nature of many organizations - Fluctuations in funding can significantly impact job security for skilled workers. Project-based funding can lead to periods of employment uncertainty, affecting long-term career planning and stability and skilled staff are lured by competitive salaries in well-funded international NGOs compared to local ones.

The average monthly salary in the DRC is 476,000 CDF (US$ 190.oo)5, with salaries ranging from 120,000 CDF (US$ 48.oo) to 2,120,000 CDF (US$ 848.oo), depending on the sector and level of experience.6

According to the World Salaries website7, which uses data compiled using official government salary data, salary surveys, and other sources such as job postings which contain salary information, a Government Officer working in Kinshasa will earn a yearly salary of about 4,403,400 CDF to of 13,319,300 CDF

3 https://www.privacyshield.gov/ps/article?id=Congo-Democratic-Republic-Labor-Policies-Practices 4 https://openknowledge.worldbank.org/handle/10986/28931 5 US$ 1.00 = CDF 2,500.oo 6 https://www.timedoctor.com/blog/average-salary-in-africa/ 7 https://worldsalaries.com/average-government-officer-salary-in-kinshasa/democratic-republic-of-the-congo/

2.0 ASSESSMENT PURPOSE

2.1 Objectives

In the Democratic Republic of the Congo (DRC), there is an identified need for an extensive database encompassing local organizations (as the government of the DRC is not able to provide data on either the numbers or types of NGOs in the country) that USAID could potentially partner with, as well as for a benchmark – or at least reference points – for these organizations’ compensation plans.

Such a database will contribute to the effective implementation of USAID/DRC's localization strategy within the development sector. To accomplish this, a comprehensive partner landscape assessment and a market compensation survey analysis of both local and international organizations are imperative. The assessment aims to understand the readiness and potential of local entities (as defined in ADS 303) and other organizations working in the DRC to partner directly with USAID and to receive direct U.S. government funding.

The assessment aims to build on previous and past work that has been done by USAID/DRC through a variety of other market research tools (e.g., Request for Information) where local entities have already submitted information on their past projects and institutional and technical capacities.

Internally, the report will be used to support discussions for the identification and planning of new USAID development and humanitarian assistance activities. The report further supports USAID staff capacity to engage and design sustainable programming and support discussions with local actors interested in applying, receiving, or managing USAID funding.

Externally, the report is anticipated to be shared among the development community to enhance the understanding of the capabilities and potential for further engaging local partners in development in the DRC including the design of capacity strengthening opportunities for local organizations.

1. Conduct a Partner Landscape Assessment which will provide information to support USAID’s market research when planning new activities.

a. This assessment should identify local organizations which have received USAID funding, received funding from other donors and organizations, or are prominent and established in the DRC.

b. The partners should be analyzed and sorted by technical sector or geography to assist in the use of the assessment when planning activities.

c. The assessment should include a limited analysis of partner organizations to understand their capability and potential readiness at various scales for partnering with USAID.

2. Conduct a market compensation survey analysis of local and international organizations operating in the development sector in the DRC.

a. The compensation survey should include basic salary and fringe benefits in detail that are provided by sampling of local and international organizations (INGOs and contractors) on common position types required for the implementation of activities.

b. Survey must include both local and international organizations of reasonable sample size for accuracy and analysis.

c. Assessment should analyze the mean or average compensation currently provided to partners in relation to similar positions in the general economy of the DRC.

d. Recommendations should be provided on sustainable levels of compensation in the development sector which would support continued activities of development organizations in the absence of continued international funding.

2.2 Methodology

The first step toward assessing partners’ landscape was a desk review during which we identified local and international actors that have explored themes around localization of humanitarian aid. The review contact details for important key informants. According to the USAID Partner Landscape Field Guide (USAID, 2023), the criteria for selecting partners in USAID Partner Landscape Assessments include:

1. Define desired characteristics of target partners.

2. Define criteria through which partners will be assessed.

3. Develop data collection and assessment.

In addition, typical evaluation criteria for responding to USAID solicitations include technical expertise, staffing, experience and capabilities, and past performance . The guide for partnering with USAID also provides success factors and logistics for putting a great partnership together (USAID, 2016). The assessment's findings and recommendations will suggest a landscape for potential local partners for USAID and opportunities to accelerate toward USAID partnership diversification (USAID, 2022). Finally, potential partner criteria can include being a registered NGO in the country of origin, private sector organizations, and academic and religious institutions (USAID, 2001).

Conducting a Partner Landscape Assessment in the Democratic Republic of Congo (DRC) to support USAID's market research involves a series of steps. Here's a detailed methodology to achieve the objective and sub-objectives:

1. Objective 1: Conduct a Partner Landscape Assessment to Support USAID's Market Research

a. Sub-Objective 1: Identify Local Organizations

b. Sub-Objective 2: Categorize Partners by Technical Sector or Geography

c. Sub-Objective 3: Analyze Partner Organizations

2. Objective 2: Conduct a Market Compensation Survey Analysis for Development Sector Organizations in the DRC

a. Sub-Objective 1: Survey Design and Sampling

b. Sub-Objective 2: Data Collection

c. Sub-Objective 3: Data Analysis and Compensation Comparison

d. Sub-Objective 4: Recommendations

2.3 Analysis and Reporting.

In the context of the localization of humanitarian aid and for a specific job profile, this Benchmark will provide an overview of current salaries which constitutes an excellent basis for discussion to tackle the barriers of localization in the DRC. This Benchmark does not in any way mean that national organizations must completely review their salary package, but constitutes the starting point for a valuable discussion for humanitarian localization. It also constitutes a source of inspiration for optimizing the operational strategy for localizing humanitarian aid in the DRC. To conduct the Market Compensation Survey Assessment, the following steps can be taken:

1. Use salary surveys to identify market trends, benchmark compensation structures against industry standards, and make informed decisions to enhance overall competitiveness.

2. Evaluate the organization's competitiveness within the pay market by providing valuable benchmark data on salaries across both general and industry-specific pay markets.

3. Identify the primary benefit and draw a positioning map by plotting the position of every respondent’s product in the marketplace according to its price and its level of primary benefit.

Use the positioning map to pinpoint the benefits that respondents value, locate unoccupied or less competitive spaces

2.4 Assessment Questions

The following assessment questions guided the two main components:

1. Partner Landscape Assessment:

a. Which local organizations operating in the DRC have received funding from USAID in the past five years?

b. What are examples of local organizations that have received funding from sources other than

USAID?

c. Establish a list of prominent organizations that have a well-established presence in the DRC's development landscape by sector?

d. How can the identified partner organizations be categorized based on technical sectors relevant to USAID activities?

e. What geographic regions in the DRC do these partner organizations primarily operate in?

f. Can you outline a framework for sorting partner organizations based on their capacities, such as expertise, scale, and previous collaborations?

g. What criteria should be used to assess the capability of partner organizations for potential collaboration with USAID?

h. How can the readiness of these organizations be evaluated in terms of financial stability and administrative capacity?

i. What indicators suggest the potential scale at which each partner organization could engage with USAID projects?

2. Market Compensation Survey Analysis:

a. What specific position types within the development sector are commonly required for implementing activities in the DRC?

b. How can the compensation survey capture both basic salary and a comprehensive range of fringe benefits provided by organizations?

c. What are the key differences between compensation packages offered by local and international organizations?

d. What is the average basic salary for common position types within the development sector in the DRC?

e. How do the fringe benefits offered by organizations compare to industry standards?

f. What is the percentage difference between the average compensation provided by development organizations and the compensation for similar positions in the broader DRC economy?

g. Based on the compensation analysis, what recommendations can be made to ensure sustainable compensation levels for development organizations in the absence of continued international funding?

2.5 Data and Analysis – Limitations

The assessment and analysis did not face substantial limitations, with the exception of the unexpectedly huge number of replies. The unexpectedly high rate of response may have presented difficulties in terms of data processing and analysis, potentially necessitating extra time and resources to enable a comprehensive and precise review of the data.

Nevertheless, it is crucial to acknowledge that a high response rate is often regarded as advantageous, as it yields a more full comprehension of the topic at hand. Notwithstanding this obstacle, the abundance of data acquired from the heightened number of responses can provide significant insights and a more comprehensive foundation for the analysis.

Another constraint was that the research team aimed to compare the compensation of Non-Governmental Organizations (NNGOs) with International Non-Governmental Organizations (INGOs) and the governmental sector in the Democratic Republic of Congo (DRC). Nevertheless, the facts obtained from the national administrative offices overseeing public financial affairs in the Democratic Republic of Congo did not instill trust.

As an illustration, the compensation scale for the public sector indicates that the top managerial role (Director) receives a monthly salary below $200USD. Contrary to the statement, this is inaccurate and would result in misleading comparisons and conclusions, as in reality, the person would get a salary that is 50 times higher as we received confirmation from multiple public officials we encountered. Consequently, we have made the decision to incorporate the public sector more comprehensively in the benchmark.

Another constraint arose from the reliance on subjective perceptions (self-reported declarations) of the NNGOs on organizational capability and remuneration; to mitigate the impact of this constraint on the study's findings, the research team triangulated (some of the) data by using multiple sources.

3.0 FINDINGS – PARTNER LANDSCAPE

3.1 Identifying local partners

The research team gathered information from multiple sources to compile the primary inventory of national and local organizations operating in the Democratic Republic of Congo (DRC). Subsequently, the businesses were instructed to respond to the online inquiries. The research team received a total of 596 responses, out of which 1.37% were deleted due to incomplete filling. Among the 590 responses, a significant majority of 525 (89%) were contributed by a mere 8 out of the 24 provinces that participated. The provinces in question have attained these records due to their heightened susceptibility to crises, which consequently necessitates the presence of numerous humanitarian groups. .

3.2 Partner landscape – Funding

The chart hereafter provided represents the number of organizations that receive funding from the top 20 donors, as reported by the 590 respondents - unique organizations - and it is evident that these 20 organizations are the most significant in terms of the number of NNGOs they support, including organizations such as UNICEF, FAO, WFP, and USAID (in red – sixth place).

Only a small number of respondents (109 out of 590 –

18.47 percent) believed they have received USAID funding - and of those, only 12 ( 2.03 percent) were prime recipients/contractors and 97 (16.44 percent) were subcontractors/subgrantees. However, given USAID’s approach to implementing through funding INGOs, it is very possible that NNGOs are/were supported with USAID funds but unknowingly attributing their funding to the INGO.

As per the responses received, the top five prime USAID contractors that work with more than a third of the national subcontractors were MERCY CORPS (12);

FHI 360 (7); CHEMONICS (6); INTERNATIONAL REPUBLICAN INSTITUTE (6) and UNICEF (4).

The fact that a Congolese NGO has an international reach (see also hereafter) does not seem to favor either receiving USAID funding as a subcontractor/subrecipient or as prime contractors/recipient; 60 percent (3 out of 5) of the internationally active NGOs did not receive USAID funds. Whether this is because they did not apply or failed in their application is not known.

The number of (permanent) staff seems to have some impact on whether USAID funding was received but data do not allow to discern the strength or direction of the relationship.

The number of organizations that receive USAID funding is on the rise (with the exception of 2019).

The chart "Annual budget of the organization (in US$)" provides a breakdown of the organization's budget in different financial brackets. The percentages represent the distribution of the budget across these brackets.

Almost two-thirds (65.76 percent) of the NGOs have budgets of less than US$100,000 annually – and three quarters (75.25 percent) deem that they are either financially struggling (25.93 percent) or that their financial stability is limited (49.32 percent).

The capacity to expand the staffing levels is – as can be expected – related to the (annual) budget of an organization: the 65.76 percent of NGOs with budgets of less than US$100,000 annually can be divided into two equal groups: half of them employ less than 10 staff and the other half less than 50.

The data indicates a threshold of US$100,000.00 as the barrier to expanding staff, and hence, a more diverse and professional workforce.

3.3 Partner landscape – Geographic distribution

Among the 590 responses, a significant majority of 525 (89%) were contributed by a mere 8 out of the 24 provinces that participated. The North and South-Kivu provinces alone had 341 respondents (57,79 percent) spread over many entities because of the length of crises and the protracted nature of conflicts to which natural disasters have been added.

The numerous and diverse crises that the DRC has faced have resulted in the establishment of numerous non-profit organizations. The Ministry of Justice in Kinshasa stated in answer to an inquiry about the number of registered national organizations that “... many non-profit organizations are created every day in the country.

Some are operating and others not. It is impossible to tell you how many non-profit national organizations we have in our records, even a rough estimate.”

Table 2 : North and South-Kivu organizations’ distribution per territory and intervention axis

Province Territoire Local National Regional International Nord-Kivu Beni 4 5 7 0 Butembo 2 4 0 0 Goma 16 34 34 2 Lubero 1 1 1 0 Masisi 1 5 2 0 Nyiragongo 0 1 1 0 Oïcha 0 0 2 0 Rutshuru 3 1 2 0 Walikale 2 2 0 0 Sud-Kivu Baraka 1 1 0 0 Bukavu 19 28 22 0 Fizi 2 1 1 0 Idjwi 1 0 0 0 Kabare 1 2 4 0 Kalehe 5 2 2 0 Mwenga 1 2 2 0

Shabunda 0 0 1 0 Uvira 4 4 3 0 Walungu 3 2 3 0

On the opposite side of the spectrum, no organizations registered in Mai-Ndombe responded to the call for information, and in seven provinces (Bas-Uele, Haut-Uele, Lualaba, Mongala, Nord-Ubangi, Sankuru andTshuapa) the response rate was very low (see map above). The low response rate raises a few concerns:

● One territory of Mai-Ndombe (Kwamouth) was withdrawn from the electoral process because of community conflicts. This informs a potential vulnerability that would induce humanitarian assistance at any time.

● Bas-Uélé has been long experiencing the ADF-NALU (Ugandan rebellion group) activism and the hassling presence of Mbororo herders with the farmers’-breeders conflicts exacerbated by poor governance and corruption.

Should a crisis be declared in one or the two provinces, there will be serious challenges to secure national partners capable of operating at USAID standards.

National non-governmental organizations (NNGOs) possess varying levels of capacity and capabilities; some have worked on their professionalization and evolved into fully established organizations that can be likened to international non-governmental organizations (INGOs), but others have remained informal and lacking in professionalism.

The responses of organizations to their geographic coverage provide intriguing information that warrants additional investigation on-site. According to the information provided, 40.3 percent of organizations (238 out of 590) operate throughout all 26 provinces of the country, but additional research and analysis would be useful to verify whether these organizations have the actual presences and capacity, given the extensive operational resources required to function in the entire Democratic Republic of Congo (DRC), which are so substantial that no one organization, not even the UN Mission in the DRC, MONUSCO, could afford them.

Gregory S. Wang @rkabba@usaid.gov @lnzigire@usaid.gov @lnsiku@usaid.gov @wbegley@usaid.gov Do these statements sounds correct?

Leon Nsiku @gwang@usaid.gov , I think its the opposite. The provinces mentioned have got local organizations doing work on the ground, and international NGOs supported by USAID( for instance in Bas-Uele, Haut Uele and Lualaba) or other donors coming in to extend humanitarian assistance to the needy. It is rather important to know the channels used by MSSP to get the survey to all the local organizations in different provinces and the timelines.

William Begley Yes it checks out that there are no respondents from Mai Ndombe and very few from the others. However I am a bit unclear as to what is meant by : 'This informs a potential vulnerability that would induce humanitarian assistance at any time.' in regard to Mai Ndombe

William Begley the experience of Eastern Congo is that the local organizations are often established after prolonged crises rather than before.

Leon Nsiku May I suggest you add a paragraph on enablers of higher capabilities versus lower capabilities of some local organizations? What are objective standards in international NGOs that you were able to find in the NNGOs you are alluding to here?

In this sense, it is important to acknowledge the possibility that respondents may not have fully understood the question and that they interpreted it to project services in each province when needed rather than being actually on the ground.

What is credible however is that 33.6 percent of NNGOs operate in multiple provinces, explained, in addition to the primary objective of saving lives and improving the lives of individuals and communities, by the following (significant) factors:

● National organizations expand to cater to the needs of their international partner NGOs and help them in expanding into previously untapped territories .

● NNGOs – as a means of competing for (international) funding opportunities – expand into new areas, both geographically and technically. As such, expansion is a survival strategy for an organization by increasing the number of donors and international partners

Five organizations are working on a global – or at least continental – scale and although the assessment team initially wanted to leave them out of the analysis, they are national organizations and some of the insights gleaned from their answers (no matter how small the sample is) was assumed to gain a deeper understanding of the operational mechanisms of these national organizations on an international scale.

3.4 Partner landscape – Technical sector

The national non-governmental organizations (NNGOs) that participated in the survey have expertise in the following areas of intervention or themes: Logistics, Household essentials, Water, Sanitation and Hygiene (WASH), Nutrition, Livelihoods, Health, Food security, Child protection, and Education.

It is crucial to acknowledge that these NNGOs work on multiple themes and in various sectors simultaneously – the data in indicates that a significant majority of the NNGOs surveyed are engaged in the education sector (86.3 percent), protection (85.4 percent), food security (84.5 percent), health (75.3 percent), livelihoods and nutrition (56.2 percent), and WASH (55.3 percent). Organizations tend to visit the logistics industry less frequently. It is particularly common in the technical sector to have a substantial number of carts and logistics.

What is your organization's main specialization?

Women, youth and children 57,7%

Development 8,8%

Multi-sectoral humanitarian 6,0%

People with special needs 27,4%

Although the answers are varied, the discernible categories cover a wide range of areas, including humanitarian response, child protection, education, and awareness and training.

1. Humanitarian sectors: This category includes sectors such as livelihoods, food security, water and sanitation, health, nutrition, shelter, and protection. These sectors are important for emergency responses and are often sector-based.

Clusters are global-level, often sector-based, groups of humanitarian organizations, both UN and non-UN, in each of the main sectors of humanitarian action.

2. Child protection: This category includes interventions and services that aim to protect children from various forms of abuse and exploitation, measures to prevent children from being separated from their families, reduce incidents of physical violence, address child marriage and child labor, strengthen family caregiving practices, and improve children's psychosocial wellbeing.

3. Education: This category includes establishments that provide instruction and training in a wide variety of subjects, raising of public awareness, and training etc.

4. Awareness and training: This category includes interventions that aim to increase public sensitivity to environment and development problems and promote broad public awareness as an essential part of a global education effort.

3.5 Partner landscape – Staffing and Capacity

Overall, most national NGOs are small – 36.3 percent have less than 10 permanent staff and more than half of the NGOs (54.1 percent) report having fewer than 50 staff.

The distribution of permanent staff sizes among national NGOs highlights a predominantly moderate operational scale, with the majority employing between 10 to 50 staff members. This suggests that while a significant portion of NGOs operate with smaller teams likely due to resource constraints, there is a robust middle sector capable of executing a diverse array of projects. The very small percentages of NGOs with over 50 staff members point to the relatively rare nature of large-scale operations within the sector, reserved for those with substantial resources and complex organizational structures. This staffing distribution offers insights into the operational dynamics and potential impact range of NGOs in the sector.

The analysis indicates a trend where NGOs of all sizes are involved with USAID funding, either as prime contractors or subcontractors. However, larger NGOs are more likely to engage as prime contractors, reflecting potentially higher capacities for project management and execution. Meanwhile, the majority of NGOs, especially those serving as subcontractors, tend to have moderate staffing levels (10 to 50 staff), underscoring the importance of this size range for operational flexibility and project involvement.

No USAID Funding:

1. Less than 10 Staff (39%): A significant portion of NGOs that have not received USAID funding operate with small teams. This suggests that smaller organizations might either not seek USAID funding or face challenges in securing it.

2. 10 to 50 Staff (53%): Over half of the NGOs without USAID funding fall into this category, indicating that a moderate level of staffing is common among NGOs regardless of their funding sources.

3. 51 to 100 Staff (5%) and More than 100 Staff (3%): Very few NGOs with larger staffing levels have not received USAID funding, suggesting that larger NGOs are more likely to secure such funding, or that once NGOs reach a certain size, they become more reliant on or successful in obtaining external funds.

USAID funding as prime contractors

1. Less than 10 Staff (25%): A quarter of NGOs serving as prime contractors for USAID have fewer than 10 staff, which is lower than the proportion of NGOs without USAID funding. This might indicate that having a minimal level of staffing is less common among NGOs that directly engage with USAID.

2. 10 to 50 Staff (50%): Half of the prime contractor NGOs have staffing levels in this range, consistent with the general trend across all NGOs.

3. 51 to 100 Staff (17%) and More than 100 Staff (8%): These percentages are higher than those for NGOs without USAID funding, suggesting that NGOs with larger staff are more likely to be engaged as prime contractors, possibly because they are perceived as having the capacity to manage large projects.

USAID funding as a subcontractor

1. Less than 10 Staff (26%): Similar to prime contractors, a small portion of NGOs that act as subcontractors operate with fewer than 10 staff.

2. 10 to 50 Staff (61%): A significant majority of subcontractor NGOs have between 10 to 50 staff, indicating that this staffing level is particularly conducive to playing a supportive role in USAID-funded projects.

3. 51 to 100 Staff (8%) and More than 100 Staff (5%): The percentage of larger NGOs that serve as subcontractors falls between those without funding and those serving as prime contractors, suggesting that while size may influence the likelihood of receiving USAID funding, the role (prime contractor vs. subcontractor) varies less predictably with size.

Although staff turnover figures are not available, money seems to be at the heart of why staff have left the organization in the past five years: 54.24 percent of the respondents reported “lack of resources to continue employing them”; 50.34 percent said their employees were “...attracted by more financially solid international organizations” or by “...financially stronger local/national organizations” (37.29 percent).

STAFFING & HR POLICIES

Women – and young people (under 27 years of age) – seem well represented in the decision making structures of the organizations that responded to the questionnaire. Only one organization reported not having any women among the five top positions in the organization and three percent said they only had one woman in the team; as to young people, 8.57 percent of the organizations had none and 34.24 percent stated to have only one young person.

One explanation for the relitaively important role of women in leadership positions is that women do not get these opportunities in other sectors: In other types of employment, the representation of women in leadership roles is still relatively low. For example, in public administration, only 14% of decision-making authorities are women8. This underrepresentation is influenced by traditional gender roles, social norms, and the prevalence of sexual and gender-based violence.

As a result, there has been a concerted effort to empower women and involve them in leadership positions to address the challenges they face. Organizations such as Women’s Initiatives for Gender Justice, Women for Women International, and the Women’s Peace and Humanitarian Fund have been actively supporting and funding women-led initiatives and women's rights organizations in the DRC, aiming to end violence against women, protect human rights, and promote women's participation in decision-making processes9.

8 https://www.edc.org/sites/default/files/GESI-USAID-DRC-IYDA.pdf 9 https://reliefweb.int/report/democratic-republic-congo/pathways-women-s-empowerment-navigating-hybrid-social-order-eastern

That said, with most professionals not completing their higher education before the age of 25 (and often later) and the time they need afterwards to gain enough experience to be hired in an NGO, the cut-off age of 27 years old was perhaps not realistic. According to some sources, the National Youth Policy of the DRC defines “young people” as aged between 15 and 34. According to some sources, the DRC has a very young population, with a median age of 15.6 years10 and a low level of education, with only 25% of the population having completed secondary education or higher11.

Therefore, most professionals would need more time to complete their higher education and gain enough experience to be hired in an NGO.Additionally, NGOs often have specific requirements or preferences for their staff, such as language skills, technical expertise, or security clearance, that may limit the pool of eligible candidates.

The data in the graph above presents a contrasting view of the main Human Resources (HR) policies within organizations, highlighting both the presence and absence of certain policies. The most prevalent HR policy reported is the Prevention against Sexual Exploitation and Abuse (PSEA), with 87% of organizations indicating its existence. This suggests a strong organizational commitment to safeguarding and ethical conduct, reflecting a prioritization of protective measures in the workplace.

Following closely, the Code of Conduct is present in 68% of organizations, underscoring the emphasis on defining acceptable behaviors and standards for professional conduct. The widespread adoption of this policy indicates a foundational approach to establishing a positive organizational culture and ensuring ethical compliance.

Annual performance reviews are another significant aspect of HR policies, reported by 54% of organizations.

This highlights the importance placed on evaluating employee performance, providing feedback, and fostering professional growth within these entities. The focus on performance reviews suggests an effort to maintain high standards of work and accountability.

Recruitment policy is noted by half of the organizations, demonstrating a critical focus on the processes and standards for hiring new employees. This reflects an understanding of the importance of systematic and fair recruitment practices in building a skilled and motivated workforce.

10 DR Congo Demographics 2023 (Population, Age, Sex, Trends) - Worldometer…