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Rld, the key organizational level challenge to sustainability was a lack of funding and difficulty securing ongoing sources to continue to make on organizational accomplishments. For some applications, this was related to time constraints, the compact size in the system, as well as the considerable effort needed to pursue steady funding sources. A handful of program representatives pinpointed the difficulty created by bureaucratic funding cycles for applications with ongoing support wants as a major hurdle in securing stability. Others noted more funding challenges which includes theMen Masc. Author manuscript; available in PMC 2015 January 05.Casey et al.Pagerecession, and mismatches among the preventative concentrate of their organization with national or local funding priorities: "The major challenge is ways to get funding for such applications, mainly because plenty of funding [is] going on developing economic projects like [unemployment]. Social applications get less funding than others." (P34, South Asia) Legitimacy Intricately connected towards the notion of sustainability was the struggle to realize "legitimacy," a theme articulated by participants from each and every area except South America. Nine plan representatives (31 %) spoke about striving to establish relevance and validity, each within their certain neighborhood contexts and with organizational peers and funders. For a lot of organizations, this tension emerged from a perceived lack of tested models for correctly engaging guys in violence prevention, coupled having a simultaneous cultural narrowness of models which might be available. As an example, a system in South Asia noted: ... it really is very funny. So, all the manuals that we've come across talk about fairly academic subjects of masculinity and discrimination and ... you realize violence and sort of human rights, and these sorts of points. So we've found as quickly as you get started speaking about human rights and discrimination, violence and stuff like that to the boys we function with, you realize, you lose fifty % of them straight away. (P27) "Legitimacy" tensions have been inherently contextual. The smaller quantity of accessible models or curricula creates a tension in between building or tailoring existing programs to become culturally and contextually proper while nonetheless meeting "dominant" notions of and funders' ideas about effectiveness in addition to a rigorous evidence base. Organizations in many regions reported a disconnect amongst becoming "legitimate" inside the context from the community they serve, and achieving the sort of legitimacy that attracts external support and funding. A representative from a North American plan serving a particular, historically marginalized ethnic identity group stated: We do not necessarily get invited or incorporated since we normally query the approach that goes on and how this has looked and nevertheless men's work is looked at inside a pretty Western European manner of taking a look at this, and so that is the framework and individuals look it that way and persons that have the funding typically did take that [approach]. When we are available in and query, sometimes, it does not meet with excellent acceptance. (P76) Other plan employees noted that the time and sources necessary to conduct evaluations of their programs and outcomes produced a barrier to rigorously Title Loaded From File evaluating their function and "proving" success. The difficulty and expense of evaluating prevention and men's engagement emerged as a powerful driver of concerns about each reaching legitimacy and fostering sustainability. Some system informant.