“The assistance sector changes faster than the instructions are updated. If a few years ago, grant support was rather an act of solidarity, today is a strategic investment. With all the relevant expectations: transparency, efficiency, measurement, result.”, – WRITE: www.pravda.com.ua
Today, world assistance is undergoing a large -scale reorientation. According to OECD, official assistance (ODA) decreased by 9 %in 2024, and in 2025 the year is expected to reduce-by 9-17 %.
This is the first time for over twenty years, when key donors – France, Germany, the United Kingdom and the United States – at the same time reduce assistance for two years in a row.
Advertising:
The EU has announced a reduction in the funding of Neighbourhouse, Development and International Cooperation Instrument (NDICI) by € 2 billion with the prospect of budget reduction to 35 % in 2025-2027. In the United Kingdom, a gradual reduction in expenditures from 0.5 % GNI to 0.3 % by 2027 is planned.
It is worth mentioning separately the United States: since January 20, 2025, the new administration has frozen almost all the help through USAID, leaving only humanitarian programs. By July, 83 % of the programs were canceled, and 94 % of employees were released or sent for a forced break. The agency has actually lost its independence – its functions were transferred to the State Department.
The United States has also officially announced withdrawal from UNESCO. This was argued by the “inefficiency, politicization and opacity of” organization. In fact, such a step indicates a dramatic change in the approach to international assistance itself. This was a signal for other donors: further financing will depend on efficiency and specific results, not political commitment.
Massive curtailment of programs in European governments, reducing USAID presence, reducing the financing of cultural, educational and human rights initiatives are not some cases, but a trend. That is why the moment of rethinking has come for Ukrainian organizations that have worked with international donors for decades.
When old models don’t work. New – strategic, analytical, long -lasting are needed.
From “execution” to “management management” First of all, it is worth rethinking approaches to the development and implementation of projects. If the project begins with the idea of “what can we do”, then it is an outdated model. A modern approach is planning based on the expected result: “What is the goal we want to achieve – and how do we understand that we have succeeded?”
This is the essence of result-oriented management (RBM). It requires logical and structural thinking: goal setting → determination of indicators → choice of methods → monitoring and adjustment → Estimation.
For us, the management of projects and programs is not just operating activities, but the basis of all organizational culture. Each project is unique, but relies on clear principles:
– structured logic – from identifying goals to control of implementation;
– evaluation of the work of experts not only by the number of reports, but also by quality of influence;
– Stakeholder Management management – as a permanent process of interaction, not one -time consultation.
Effect assessment is not a “final report”, but a constant analysis of both quantitative and qualitative changes.
To ensure this sustainability, we have introduced digital control tools that allow you to automate and control processes, for example:
– SharePoint – for centralized workflow,
– Power Bi – for visualization and analysis of results,
– Power automate – for automatic notifications and triggers,
– separate solutions for feedback and assessment of partners’ satisfaction.
All this does not replace the manager, but gives him a map, a compass and a radar in one interface. And this is how a team is formed, which not only performs the task, but achieves specific results.
Transparency is no longer an option In the new donation ecosystem, transparency is a basic requirement. Donors do not just ask “where money”, they ask: “Value for Money”, “Is there a risk warning system?”, “How is accountability not only financial but meaningful?” All this is not about reporting, but about trust. And they can only be answered when transparency is integrated into internal management decisions.
It is not enough to publish a PDF report once a year. True transparency is when all stages of management of the project: budgeting, choice of experts, decision -making process, control control – documented, controlled, unified in accordance with the organization and/or donor policy. This is how institutional discipline is born, not “manual management”.
For us, the most effective tool for formalization of transparency was the international standard ISO 9001. Its implementation requires not just the adaptation of individual procedures, but the rethinking of all management logic – from planning to the daily actions of the team. We do not perceive ISO as a “donors” certificate. For us is the system that:
- sets a clear distribution of roles and responsibility;
- creates horizontal processes of reconciliation;
- requires regular viewing of politicians and procedures;
- allows to respond promptly to changes in context or environment;
- Provides monitoring of results and training based on practice.
We have implemented risk management as a separate block. Each project now has its own risk of risks – not only financial but also operational, communication and political. It is regularly updated and automatically sends requests for a plan to review or agree on decisions. This system not only identifies problems – it reduces the likelihood of their occurrence.
Particular attention is paid to the implementation of changes in changes. Reforms in Ukraine are implemented in the face of constant changes – legislation, partners, budget frames are changing. In order to maintain transparency, we have introduced changes in amendments to the technical task: each change is documented, substantiated, agreed with interested parties. This approach significantly increases the confidence of donors – when it is revealed not only what has changed, but also why, how, with what consequences and with whose consent.
It is equally important – to document the decision. It is not bureaucracy, but institutional memory. Thanks to the centralized SharePoint, we have a fixed history of all decisions, templates, and updates. This allows you not to rely on memory, but to rely on preserved practice. It gives new team members a clear understanding of processes and partners – VP Evity in our sequence.
Quality management is not about the process for the process. It’s about creating an internal learning management system. Thanks to the ISO structure, we have learned not only to plan and implement, but also to analyze and improve. This ensures the stability of the processes and demonstrates our readiness for scaling and transmission of practices to partners: government, regional, and public.
As a result, transparency is not “after” the project, but the starting condition of a successful project. It is it that allows you to move from grant logic to partnership. When the donor does not check – he cooperates. When the team does not report, it communicates as a partner. When the outside world sees not only beautiful reports, but also a living, controlled, predictable system – it is then that trust is formed. And with it both the constancy of funding, and the impact of reforms, and a reputation that works for years ahead.
How to transform? Five practical steps Going to a new management model is not a revolution, but a strategy of small decisive steps. Refusing to “manual management” or excel reporting is just a beginning. To really change the quality of the organization, you need a transformation plan that takes into account both internal processes and external expectations.
First of all Diagnosis. Most organizations have never described their own processes. And in vain. Determining what works and what is held “on the personal responsibility” of a particular person is the first step to systematicity. It is after such an audit that it is necessary to proceed to the introduction of RBM – logic, in which the result becomes the beginning, not the end of planning.
Further – Digitalization. It is not necessary to invest immediately in expensive CRM. Even basic tools – structure in SharePoint, Power Bi reporting, Notion trackers – capable of changing the approach to management. It is important that the data is collected automatically, analyzed regularly, and decisions are made on the basis of this data.
The third step – openness policy. Creating a public showcase of the organization: key projects, partners, budgets, risks, results. It is not about PR, but about a professional level of trust. We have not only increased the level of involvement of partners, but also reduced the load on the team: less requests, because everything is available.
The fourth – Quality management. ISO standards are not a luxury of large organizations. It is a logic that can be scaled to any team size. And most importantly – every participant in the process understands why exactly and what to do when something does not work.
And finally – team. Without it, nothing will happen. Investment in learning, mentoring, and discussing experience is a strategic task. We are convinced that a team that understands standards and divides the approach to management, capable of working in all conditions-even when the external environment changes.
Transformation is not a one -time action, but a gradual transition from a simply functioning organization to a developing and growing.
And these are the donors today as partners, not as contractors.
New relationships with donors Modern donor thinks strategically: it is important for him not only to achieve the result here and now, but also to see long -term benefits for his own country. Hence the change of approaches to financing – with an emphasis on transparency, responsibility and quality partnership.
Donor funds no longer go simply “for activity”. They are directed to where the result is systemic and turns into an asset that has been working for years. It is about what remains – institutions, strategies, politics, digital infrastructure. These are investments that lay the basis for future projects, transactions, common initiatives – for both the recipient and the donor itself.
For example, the development of an export strategy lays the basis for growth of bilateral trade, integration into the global chains of value added and joint access to new markets. Its implementation has a direct economic meaning for both Ukrainian businesses and partners who supported this reform.
The modernization of the defense sector is another example. Creating a transparent procurement system, digital monitoring tools, anti -corruption control systems is an investment in trust. And trust becomes the basis for joint production, localization of technologies, joint research programs. It is no wonder that donors are increasingly focusing on the individual needs of the army, but on the development of sustainable security institutions. The same applies to the sectors of culture, education, state management. If the project creates systems, recommendations, reforms used by the Ministry in planning and implementing state policy strategies, it is no longer a help, it is a platform for development. And partners understand it well.
A new format of cooperation with donors is a conversation on an equal footing. Not a request for funding, but a clear proposal: “Here’s a project that will change the system. And that is why this change is important not only for us, but for you.” This approach requires more responsibility, deeper knowledge and strategic vision. This is how a partnership is being built, which remains stable even despite political challenges, economic upheavals and administrative changes.
Summary Non -governmental organizations have always been a change of change. But today, they need changes themselves. A new era of international cooperation requires us not only flexibility but also discipline. Not only “desire for change”, but also a clear methodology. Those who can combine this will become the leaders of the new generation. Those who do not just implement projects, but form a new architecture of trust between society, the state and international partners.
Yuri Shkil, Executive Director
A column is a material that reflects the author’s point of view. The text of the column does not claim the objectivity and comprehensive coverage of the topic that rises in it. The editorial board of “Ukrainian Truth” is not responsible for the accuracy and interpretation of the information provided and plays only the role of the carrier. The point of view of the UP editorial board may not coincide with the point of view of the author of the column.