NURS FPX 8024 Assessment 1 Nongovernmental Agencies Involved in Global Issues

Nongovernmental Agencies Involved in Global Issues

Student name 

Capella University

NURS-FPX8024

Professor Name

Submission Date

Nongovernmental Agencies Involved in Global Issues

Nongovernmental organizations (NGOs) are instrumental in the efforts to solve complex challenges to the global community that have not been addressed by national governments and international organizations. The organizations also fill essential gaps in service provision and increase awareness of urgent matters such as climate change, human rights infractions, and emergency cases in the health of the population (Besancon et al., 2022). The independence of NGOs in global governance systems is an innovation and accountability driver, as such bodies are not bound by politics. The primary aim of the assessment is to discuss the role of the NGO “Save the Children” and interview one of the members of the NGO to determine the efforts of the organization.

Section I

Non-Governmental Funding Organization

The NGO are important agents of dealing with the critical issues in the world by providing direct humanitarian intervention and lobbying. Founded by Eglantyne Jebb in 1919 after World War I, Save the Children was the first group to initiate the worldwide children’s rights movement, and in 1924, it had the first Declaration of the Rights of the Child (Save the Children, n.d.). Since it first launched a program in Kentucky in 1932, the organization has gone on to open its programs in Europe in the 1940s, Asia and the Middle East in the 1950s, Latin America in 1963, and Africa in 1969, eventually reaching 120 countries in 2016, all through its organization, offering children (Save The Children, n.d.).

Over the hundred years of existence of this NGO, Save the Children has reacted to a wide range of humanitarian disasters and established new programs in the fields of health, education, and child security to support millions of vulnerable children across the globe (Save the Children, n.d.). The nonprofit organizations still fill key gaps in international development by community-based interventions in cases where governmental intervention is inadequate.

Mission and Goal

The mission of Save the Children is a direct response to major problems in the world that involve vulnerable children in critical situations, in which the organization uses comprehensive and quantifiable methods to tackle the issue. The emphasis on enhancing the child’s health, education, and protection is a clear indication of the effectiveness of the organization in addressing basic humanitarian requirements (Save the Children, n.d.). The organization also establishes attainable targets by use of focused interventions as a testament to the growth that started with small-level efforts to now cover millions of beneficiaries in 120 countries (Save the Children, n.d.).

The changing global conditions have been adaptive in the strategic development of post-war relief initiatives to sustainable development programmes. By practicing evidence-based methods of combining both short-term and long-term change, Save the Children has continued to show its ability to lead its own approach to make a meaningful and lasting impact on children around the world.

Transparency and Accountability

The active transparency and accountability practices keep the nongovernmental organizations effective and trusted by the population because responsible use of the available resources is observed. The best example of a best practice is Save the Children, which has a comprehensive governance structure with an engaged board of trustees that offers strategic leadership without losing accountability to stakeholders. External reviewers such as Charity Navigator and Charitywatch have given the organization the highest possible ratings, and 85 percent of its funding goes to program services instead of administrative expenses (Save the Children, 2025).

The recently released annual reports, financial statements, and humanitarian plans present in-depth information regarding the sources of revenues, program spending, and quantifiable indicators of impact in the global operations. Financial tools, such as the Humanitarian Fund, indicate the resource allocation efficiency, which enables responding to the emergency quickly and providing proper control over the allocation of funds (Save the Children, 2024). Openness in reporting eventually enhances the confidence of the donor and integrity in the humanitarian sphere.

Program Effectiveness

The best humanitarian programs are based on evidence-based strategies so as to produce a quantifiable difference, but always adapt to the emerging circumstances. The effectiveness of Save the Children is outstanding due to the data-driven projects that solve the problem of the most significant global problems, especially food insecurity and malnutrition, which is verified by 15 million undernourished children treated (Save the Children, 2023). Cash Plus program has significantly cut down child labor, enhanced food security in several nations, and the Rural Child Hunger Research and Innovation Lab has collaborated with local groups on innovative interventions such as mobile grocery services in North Carolina and farmer mentorships in North America’s Navajo Nation. In Bangladesh, they have assisted such families as those of Rashel to construct climax-resistant sack gardens that, even during floods, provide vegetables and guarantee constant access to food (Save the Children, 2025). The emphasis on locally-led solutions and holistic evaluation systems in the organization guarantees ongoing enhancement and adjustment of programs to the changing food security issues.

Partnership and Collaboration

A strategic alliance is a way that humanitarian organizations can have the best resources and expertise to maximize the impact. Save the Children works a great deal with local partners and communities to alleviate food insecurity, as seen in the rural child hunger research and innovation lab that grants five community organizations the chance to establish innovative solutions throughout America (Save the Children, 2025). The collaboration with the Ministries of Health and with the local health workers will guarantee the continuity of delivering malnutrition treatment, and the cooperation with women’s rights organizations and youth-led groups promotes the localization efforts in more than 40 countries. The organization also collaborates with private sector organizations, such as DoorDash, to deliver fresh and shelf-stable foods to families that are not easily accessible in West Virginia (Save the Children, 2025). The partnership models enable Save the Children to develop more sustainable and culturally relevant solutions to hunger and malnutrition in the global context.

Financial Management

Humanitarian organizations need to observe sound financial management qualities in order to ensure operational sustainability and maximization of the program. Save the Children has high fiscal responsibility since 85 percent of donors go to program services with substantial investment in health and nutrition programs that targeted 33.7 million children in 2023 (Save the Children, 2025). The wide range of funding resources is based on various sources, such as government grants (55%), individual donors (20%), multilateral institutions (12%), and corporate partners (9%), that establish stability and consistency in the situation with funding changes (Save The Children, 2025).

The Humanitarian Fund of the organization offers unrestricted and flexible funding, meaning that they can respond to urgent food security crises within 48 hours, as is the case when they provided 14 countries impacted by El Niño with 2 million USD (Save the Children, 2024). Its new financing models encourage local food solutions, such as special investments in the collaboration of Mountaineer Food Bank and DoorDash or Southern Carolina Housing with its mobile grocery service to the communities without access to traditional food (Save the Children, 2025). The balanced strategy in financial management provides the ability to respond immediately and the long-term development of the programs concerning food insecurity worldwide.

Section II

Logistic

Name: Sharon Hampton
Position: Manager
Organization: PRN Nursing Services
Contact: sharon@prncares.org, (828) 631-4838
Website: www.prncares.org
Address: 5250 US 74E, Sylva, NC 28779
Interview Date/Location: April 23, 2025, conducted in person

Q: How long have you been a part of PRN Nursing Services?

I have served at Pro Re Nata (PRN) Nursing Services for 12 years. My first job was as a home health aide doing direct care to clients in homes to a management job in eight years. The experience of our organization developing into a major healthcare provider that is relevant in the entire Western North Carolina has been such a rewarding experience.

Q: Can you describe a typical day at your job and what you enjoy most about it?

The days are rather diverse, and it is interesting. The way that I would begin is by meeting with our care coordinators to see how the staffing is going or what the client needs that needs urgent consideration. I take a lot of time to look at the care plans to make sure we are providing the right services and in line with the required regulations. I also meet prospective clients and families frequently and evaluate requirements and discuss our services.

A large part of my work is the organization of the work with the case managers of Medicaid, insurance companies, and healthcare participants to facilitate the delivery of care. I like most of all the fact that people are able to stay at home and not have to go to an institutional environment, thanks to our services. When our clients inform us that they could not have been independent without our caregivers, it justifies all our actions.

Q: What challenges do you face in your role, and how do you overcome them?

Recruiting and keeping qualified caregivers, particularly in more remote parts of Western North Carolina, is one of our biggest challenges. The job is rigorous, and highly competitive salaries may be hard to sustain with the prevailing reimbursement rates. We have solved this problem with an extensive staff recognition program, flexible work schedules, and career development made evident. The other issue that presents a major challenge is maneuvering the health care system, especially the Medicaid laws, which are often changed. It is that way that we prevail since we have a good rapport with case managers and keep abreast with the policy changes by engaging in continuing education.

Q: How did you get started in your current profession?

My job started as a certified nursing assistant after I had finished my training at the Southwestern Community College. The reason why I was specifically attracted to home care is that I have been able to observe firsthand how staying at home enhanced the life of my grandmother when she was in need of assistance. As a direct caregiver, I needed to acquire more knowledge in the field of healthcare management after several years, which led to my present position. The shift toward management was not an easy one; however, I was able to make a difference and influence a greater number of lives by making our organization operate efficiently.

Q: What aspects of your job are most fulfilling to you?

The best part is that we are able to see the immediate effect of our services on the lives and families of our clients. When an elderly client will be able to stay at home for 50 years due to our help or when a parent of a child with complicated medical conditions will be able to get respite care that will enable them to continue working, the physical differences will be well worth the effort. When we form a team that cares about the well-being of our clients, we will have a positive culture that will positively influence all parties (PRN Nursing Services, 2025). The associations we form with clients and families throughout our years of service are very valuable.

Mission, Activities, and Community Impact

Mission and Goal

What is the organization’s mission and primary goals?

The mission of PRN Nursing Services is to offer a full-service, caring in-home care that will allow its clients to live independently and with dignity in their familiar environment.

• The main aim is to provide individualized healthcare services, enhancing the quality of life without any unjustified hospitalization or facility placement of the residents of Western North Carolina.

How do policies affecting healthcare and population health outcomes affect your agency?

• The changes in Medicaid expansion and the reimbursement rates will directly influence our capacity to provide low-income clients with our services and provide caregivers with competitive wages.
• The access policy of rural healthcare affects our strategies of service delivery in the remote mountain communities.

How did the organization identify the need for its services within the community?

• In cooperation with local hospitals and discharge planners, determine a gap in post-acute care.
• Demographic trends indicate that the aging population of Western North Carolina has inadequate facilities for institutional care.

Programs and Services:

Can you describe the key programs and services the organization provides?

• Private duty nursing care of clients with complicated health care requirements.
• Personal care services, such as the administration of the activities of day-to-day living.
• CAP/DA and CAP/C services to adults and children eligible for Medicaid (PRN Nursing Services, 2025).
• Respite care offers relief to the family caregivers.
• Companion services (social engagement and monitoring safety).

How do these programs address the specific needs of the community?

• There are services that are personalized, and yet, the rural mountain geography is taken into account.
• Interventions are oriented towards the immediate need for care and preventive care of health and self-sufficiency.

Who is your target population?

• Elderly individuals wishing to age in place rather than relocate to institutional settings.
• Children and adults with disabilities or complex medical needs require specialized care.
• Post-surgical patients need temporary assistance during recovery.

Community Engagement:

How does the organization engage with the community it serves?

• Aging individuals who desire to remain in their own homes instead of going to institutions.
• Individuals with disabilities or complicated health conditions who need to be taken care of.
• Patients who require temporary care after surgery.

Are there specific outreach or involvement strategies in place?

• By attending elderly health fairs and community health activities.
• Through building relationships with healthcare providers, social workers, and community organizations.

Impact Assessment:

How does the organization measure the impact of its programs?

• By way of client satisfaction surveys and a regular review of care plans.
• Monitoring the performance of such metrics as hospital readmission rates and health maintenance outcomes.

Can you provide examples of success stories or positive outcomes from your initiatives?

• In 2024, we assisted elderly clients to prevent the need to go to nursing homes by providing proper in-home care.
• Such families as in Waynesville have been at home more than 10 years with regular caregiver assistance.

Collaborations and Partnerships:

Does the organization collaborate with other non-profits, government agencies, or businesses?

• Yes, PRN nursing services collaborate with local hospitals, local area agencies on aging, and county departments of social services.
• In the case of Mountain Projects, the company collaborates with the latter in terms of transportation support and local meal delivery.

How do these partnerships enhance the organization’s ability to serve the community?

• They develop systems of care that are comprehensive and deal with various determinants of health other than direct care.
• Collaborations enhance the distribution of services to clients who are located in remote locations due to the integrated sharing of resources.

Volunteer and Staff Involvement:

How are volunteers involved in the organization’s activities?

• Although our direct care services involve professional staff, volunteers are used in the community outreach events.
• By using the assistance of local volunteers, we are able to identify isolated seniors who may need our services.

Can you share insights into the dedication and expertise of the staff?

• We have a high number of trained caregivers whose fields of specialization include dementia care to pediatric nursing.
• The employees are provided with continued training in such spheres as fall prevention, infection control, and cultural competency.

Challenges and Adaptability:

What challenges has the organization faced, and how has it overcome them?

• The pandemic was associated with staffing shortages, which necessitated innovative scheduling and bonus plans.
• These were dealt with based on career development tracks and collaboration with local community colleges.

How does the organization adapt its strategies based on changing community needs?

• By introducing telehealth monitoring as a supplement to physical visits.
• By collecting feedback from the client and family continuously to improve service approaches.

Discuss a health problem that is yet to be addressed in your organization.

• The increasing demand for special training in dementia care since the rates of Alzheimer’s are on the rise in our area.
• A few overnight services that provide families with 24-hour services to avoid institutional placement.

Financial Sustainability:

How does the organization secure funding for its programs?

• Via a wide range of payment sources, such as Medicaid, private insurance, and out-of-pocket payments.
• Through contracting with long-term care insurance companies and workers’ compensation programs.

Can you provide information on financial transparency and stewardship?

• Much of the revenue is directed to direct care services rather than administrative costs.
• The organization maintains compliance with all regulatory and reporting requirements for healthcare providers.

Reflection

My research on PRN nursing services expanded my knowledge about the delivery of healthcare in rural areas since it highlighted the importance of in-home care organizations in the provision of care to the aging population. I was impressed by the holistic approach to medical and social determinants of health, and not merely giving basic assistance. The dedication from the organization to staff development and career development showed that the organization appreciates the fact that the quality of care is directly influenced by the sustainability of the workforce.

The flexibility of PRN to the geographic issues faced by its communities in Western North Carolina is a testament to how locally-oriented solutions are usually more effective than standard healthcare models. The experience helped me to reaffirm my position that aging-in-place programs are not only cost-efficient alternatives to institutional care, but essentially more dignified forms of assisting vulnerable groups, provided sufficient resources and supervision are used.

Conclusion

The evaluation is done on the basis of two different NGOs that engage in healthcare requirements on two different levels: Save the Children worldwide and PRN nursing services on the regional levels. With 120+ countries of operation, tremendous transparency, and strong strategic partnerships, Save the Children proves to be exceptionally effective due to its evidence-based strategies for child welfare and food security. PRN Nursing Services helps vulnerable groups in Western North Carolina to have dignity and independence in the form of specialized in-home care. Although with distinct issues, both organizations have the elements of success, including community-based strategies, flexibility, and a sustainable model of service delivery that has played their key roles in bridging key gaps in healthcare delivery.

For the 2nd assessment of this class visit: NURS FPX 8024 Assessment 2