The North-South dilemma refers to the challenge encountered wherein Northern ways of operating, managing and implementing projects and strategies are tried to be forcefully fitted to affiliates of Oxfam in the South. It also refers to the overwhelming prescence of Northern affiliates in the South. North here is meant to indicate the influence of affiliates and organisations situated in the Northern hempishere, while Southern affiliates, actors and organisations are from the Southern hemisphere. For example, the dynamic created by an Oxfam GB or Oxfam Italy (Italia) in South Africa.
This is a particular challenge for the Oxfam affiliates in South Africa, because even though they may be international affiliates they are still embedded in a unique South African context and need to be aware of the issues encountered in, and the dynamics of, such a context. Alignment to Northern models of operation and the resultant lack of consideration of contextual realities in the South will hinder Project success.
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"Alot of the time, the northern developed world assumes that methods of a program or strategy which works there will apply to the southern hemisphere countries. That is not the case. It is often a big challenge with multinational corporations as how to implement a global strategy to a local region...you cannot always take from the north and implement it. It does not work. Be it anything from staffing to program work to priorities to causes. If you think of Europe, environmental management is very high. Their climate changes are very high on their list, whereas in SA and a lot of African countries, health service is more of a priority, but that's because those Governments have stronger healthcare systems than we do. So it is taken that northern standards in trying to implement to the South, doesnot always work."
(Int.6)
“But when you look at how the projects then get implemented in the different countries, that is where you start seeing the difference. They become successful within their particular circumstances…it becomes very difficult because environments are different, so what works there, may not work here. How then do we rate the global succcess of that project?” (Int.3)
Project success, as explained earlier, is intricately linked to whether the organisation is perceived to be a credible organisation (Credibility), thus ultimately influencing the extent to which it is recognised by the public, potential and existing donors (Public recognition). If the organisation is visible in the public domain, it will be more likely to receive Funding. At the same time, a more Credible organisation, fosters a stronger reputation which ultimately gives the organisation more leeway in the choice of alignment or non-alignment.
However, it was recognised that countries, communities andperspectives from the South have to be inculcated into the way in which Oxfam operates and represents itself to the rest of the world in order to make the confederation more balanced, and thus more effective, reputable and competitive.
“We also share a commitment to become a more globally balanced organisation that brings people from the North and South together more equally. This means having stronger representation, power and influence from the global South.”
(Chief Executive Mark Goldring’s Communique` October 2013, pg. 2)
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“The deliberate effort to link citizens in the global south and north as part of one movement presents an important opportunity for Oxfam to attain lasting impact.”
(Nuthmann, 1994, p. 11) In addition, while it was acknowledged that the international affiliates in SA had to adhere to the directives and policies emanting from the international headquarter countries, especially with regard to resource mobilisation, it was also pointed out that Southern campaigners and advisors were becoming more common, especially in affiliates based in the Southern hemisphere. Indeed, this was the one of the motivations behind the impending establishment of an Oxfam South African affiliate in South Africa, as well as in other Southern located countries as well such as Brazil and Mexico.
"So it is becoming a trend within these organisations (Southern based NPOs) that there are lots of southern campaigners and southern policy advisors now occupying and living in context (in SA) and driving the focus of this organisation even though we still use mostly our northern partner offices for mobilising resources and agenda setting. But with the transition to Oxfam SA we are moving into another phase, this is changing...a board has been put into place made up I think of about sixty percent South Africans and two non-South Africans, but they are also from Africa...so there is a transition happening now." (Int.1)
"Oxfam has always been mostly Northern driven, but now there are Oxfam Brazil, Oxfam Mexico and soon Oxfam SA...so it represents a counter voice, a counter balance." (Int.1)
147 Thus, the following variables were identified as being influential in the North-South dilemma discussed above:
Table 4-7: Variables identified as influencing the North-South Dilemma
Alignment to Northern models of operation Consideration of contextual realities Project success
Credibility Public recognition Funding