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This case deals with different management problems in a large, international non-government organization, Partners for Development. The case describes the management aftermath of successful anti-famine programs in the African nation of Dongola. A new country manager of Partners for Development''s program in Dongola finds a variety of development programs in disarray, along with hints of corruption and incompetence. The manager must decide whether to make personnel changes-- including the possibility of hiring or promoting Dongolan natives, rather than Western professionals--and which of a variety of programs should be retained. This is a disguised case with many aspects from a variety of African non-government organization settings included. It is not meant to represent any country in particular.