Figure 2 The LGIU would seek grants which are consistent with PLAN/Vietnam’s Country Strategic Plan, and with PLAN’s Vision, Mission, Domains, and Principles, but would not be limited to current areas of sponsorship operations. Large grant proposals would be developed, in coordination with National Organizations, for two general kinds of large projects: Projects which extend PLAN’s current program beyond sponsorship areas. For example, it has been estimated that Vietnam needs 10,000 primary schools to address current and future demand. PLAN/Vietnam currently implements a very successful school-construction program, and the LGIU could raise funds for, and implement, such projects at a larger scale. PLAN’s program in Vietnam is currently implemented at commune level. The LGIU could facilitate implementation of programs at national level, fitting together within established Country Program Outlines, to achieve a more-sustainable program. Projects which complement PLAN’s current sponsorship approach. For example, a great deal of interest has been shown by National Organizations for land-mine-related activities in Quang Tri, which could complement our development program there. A nation-wide children’s consultation, a Vietnam HIV/AIDS program, a capacity-building initiative to strengthen communes, a nation-wide gender program . . . such activities are consistent with PLAN’s Vision, Mission, and Program Directions, and could achieve a great deal for children in Vietnam. Smaller, more-routine grant-supported projects which are handled easily today through PLAN/Vietnam’s program units, will continue to be managed this way. The LGIU offers the opportunity, and the capacity, for larger, more-ambitious and grants.
The need is there, and donor funding could be mobilized. The only obstacle is PLAN’s institutional capacity for dealing with two quite distinct funding cultures. A LGIU offers a pragmatic approach to this opportunity. PLAN’s Country Structure The design of PLAN’s country structure envisioned the creation of “program units” which were geographical in nature, like the Field-Office sub-offices of the past. These “program units” exist in all PLAN countries today, including Vietnam. But it should be noted that the concept of “program unit,” was explicitly not limited to geography. In fact, “program units” focused on implementing national programs, working on specific technical issues, etc., were also envisioned. A “Large Grants Implementation Unit” for PLAN/Vietnam, therefore, can be considered to be compatible with the flexible nature of the organization’s country structure design. Costs It is estimated that the overhead (fixed) costs of the Vietnam LGIU would be around US$200,000 per year, including a LGIU Manager, Administrator, and associated administrative and logistical costs. All other costs of specific grant-related projects implemented by the LGIU would be covered by grants, including staff costs. “Match” funds would be allocated from similar activities, implemented by regular PLAN staff in sponsorship areas. The rough financial analysis outlined below indicates that around $215,000 would be required as “seed” money to establish the LGIU in its first year of operations; after this, the LGIU would be self-supporting and would quickly generate a net income stream for PLAN derived from unrestricted overhead rates. Questions And Answers While developing this proposal, the author has discussed issues related to the separation of grants and sponsorship in PLAN/Vietnam with stakeholders in the organization. Typically, several questions are raised: How can we ensure that PLAN/Vietnam continues to implement its sponsorship program to a high degree of quality, without being distracted by grants? The best way to ensure the continuation of PLAN/Vietnam’s excellent sponsorship performance is to separate sponsorship from grants implementation. Enhanced sponsorship accountability would be ensured, because current staff would be less distracted by grants. At the same time, capacity to implement grants would be built. It should be noted that this proposal is consistent with the corporate Grants Acceptance and Implementation Policy and, as stated above, with PLAN’s country structure.