Imagine that you are contributing to building a mosque, service center or development project, motivated by goodness and confidence in those in charge of it, then after years, you are surprised that the project is suspended, or that the money that was collected for him did not achieve the goal, and you are asked to donate again to complete what started .. This is how the tender turns into a burden, and trust turns into disappointment.
At a time when the law obliges members of commercial companies ’boards to bear the consequences of their administrative decisions, including the losses resulting from neglect or mismanagement, we find that the situation is completely different in NGOs. Even with the stumbling of major projects or the loss of public funds – people’s donations or endowment funds were collected – we do not find actual accountability or clear accountability.
This legal and moral gap is increasingly risk with the huge projects managed by associations, and includes commercial centers and service complexes, in addition to building mosques and development projects funded by the people of goodness. Despite the enormity and importance of these projects, their failure or stumbling does not entail any real responsibility for the boards of directors, and may remain frozen for years due to the slow procedures or poor follow -up, without accountability or review.
To fill this vulnerability, we need a binding legal framework, which treats major projects for private societies as commercial companies in terms of obliging members of the boards of directors to assume legal and administrative responsibility for any resulting from default or wrong decisions. This includes a periodic review of performance, a transparent financial disclosure, and real powers of the supervisory authorities in the investigation and accountability.
For fairness, the NGO Law witnessed a remarkable development in the reformist era of His Majesty since 2002, giving associations wider freedom in their activities and work system, while setting rules for transparency, follow -up and supervisory powers of the Ministry of Social Development. However, what is lacking is the transition from formal follow -up to actual accountability that clearly determines the responsibility of individuals for decisions leading to losses or disruption, while emphasizing that the governance governance, and the consolidation of the culture of accounting, is the way towards transforming civil work from traditional efforts based on individual initiatives, to a professional institutional system that protects public money and doubles its impact, and adopts society’s confidence on established foundations that are not shaken.
So that the simple donor does not feel that his effort and money went in vain, when he sees a project that has been disrupted for years without justification, or an initiative that stopped at half the road. This disappointment does not only harm a specific project, but also shakes faith in the idea of civil work itself, and closes the doors of goodness in front of those who are in need of it.
The money that collects from people is a trust, it is not permissible to waste under the cover of goodwill or compliments, transparency and accountability is not an organizational luxury, but rather the cornerstone of the sustainability and success of charitable work. The error of the few may shake the confidence of the whole society, and trust is only concerned with control and accountability.
Whisper
Thanks to the Ministry of Social Development for its keenness and efforts in developing and following up on civil work. Everyone realizes that its strong and organized continuation is the valve of goodness and solidarity in society.
