I
STAMFORD UNIVERSITY,BANGLADESH
Assignment
on
Operation’s & Management of NGO’S
COURSE TITLE: Operation’s & Management of NGO’S
Trimester : Summer-2015
Submitted to:
Golam Mahbubur Alam
Assistant Professor
Department of Business Administration
Submitted by:
Name ID
Mahafuza Akter BBA- 048 15181
Mowsumi
Shamima Akter BBA- 048 15166
Batch:48 (c)
Date of submission: 23-08-15
INTRODUCTION
The Government of the People's Republic of Bangladesh has established
Bangladesh NGO Foundation to support the NGOs, with a view to associate the
Non-Governmental Organizations in the process of achieving Millennium
Development Goal. The Foundation was established through a Resolution of the
Government on 02 December 2004 that was published in the Bangladesh Gazette
on 11 December 2004.
The FOUNDATION was then registered a non-profit association within the
meaning of Section 28 of the Companies Act, 1994 and is established for financing
Non-Governmental Organization (NGOs) and other voluntary organizations
including Community Based Organizations (CBOs) duly registered under the
relevant laws of Bangladesh and working in the country for providing basic social
services such as education, nutrition and health, sanitation support, safe drinking
water, environmental protection and any other services needed by the poor, the
ultra poor, women and children and the ethnic minorities. The Organizations
receiving funds from the FOUNDATION shall be known as Partner Organizations
(POs).
2. Why collaboration needed:
Bangladesh has made striking progress on a range of social indicators over the last
15 years, an achievement widely credited to the country's pluralist service
provision regime. Non-governmental organisations (NGOs) have significantly
expanded their services during this period and have shown that it is possible to
scale up innovative anti-poverty experiments into nationwide programmes. Notable
innovations that were expanded include delivering credit to the previously
"unbankable" poor, developing a non-formal education programme to cater to poor
children, particularly girls, and using thousands of village-based community health
workers to provide doorstep services. The fact that poor women constitute a large
proportion of NGO beneficiaries, despite the persistence of strong patriarchal
norms, also testifies to the institutionalisation of a large segment of NGO
beneficiaries.
The unique role of the NGOs is not confined to the delivery of social services and
pro-poor advocacy. They have developed commercial ventures in order to link poor
producers with input and output markets, as well as to develop a source of
internally generated revenue for the organisations. As we look forward, the 2005
Poverty Reduction Strategy Paper (PRSP) views the NGOs' role as an integral part
of efforts to achieve national poverty reduction targets, particularly by delivering
and facilitating pro-poor services.
a. Government (Go ) NGO relationship: A Love – Hate Relationship
In 1987 fernandez identified GO-NGO relationship as a “ Love- the
relationship”. It is simply impossible to generalize the go – NGO relationship even
in one country. It varies enormously from country to country and from regime to
regime. The reason for this is the different orientation of NGOs towards
government and vice versa. That’s why, the GO-NGO relationships are diverse and
country specific.
b. The Dynamic Process of Development:
Throughout the developing world, opportunities are growing for the Ngos to
work together with GOs in helping people improve the quality of their lives. It is
more openly recognized that in certain circumstances especially in Latin America
and in some South Asian countries. Collaboration, either bilateral or multilateral,
implies accomplishment of jointly agreed on a turnkey sis.
c. The Rational:
A strong collaborative relationship is conceived only where both parties share
common goals; where the government has a positive social agenda and NGOs are
effective in their activities.
The rational for Go- Ngo collaboration lies on the following grounds:
Collaboration ensures poor’s participation:
participation of the poor in the development process requires sensitization
of the poor through consciousness raising and functional education resulting in
their capacity building.
Collaboration creates demand among the poor for public service:
Many government programs are supply-oriented, e.g. the immunization
program, credit delivery program. Etc.
Collaboration ensures utilization of knowledge and ability of both the
counterparts:
Through some highly successful program, the NGOs in the development
countries have experience and meaningful insights in program planning,
implementation, training, monitoring and evaluation of the program.
Collaboration ensures the expansion and replication of successful programs:
Through NGOs in the developing country have the experience of running
some highly successful program, they can hardly be able to replicate these program
on large scal basis because of their limits of institutional capcity and resource
constraints.
Collaboration ensure optimum utilization of scarce resources:
Given the absolute resource constraints of the country, it is very much
essential to avoid duplication of development efforts in order to ensure winder
coverage and extended impact.
Collaboration creates a new working system in the development scenario:
Go- NGO collaboration may contribute towards the emergance of a
system of organization having functional secialization which will ensure removal
of overlap.
Collaboration ensures pursuing:
In pursuing the goals of national development an important and essential
factor is pluralism.
Collaboration ensures the utilization of the potential of all sectors:
With a view attaining national development, it is very much essential to
utilize the potentials and advantages of all the sectors.
Collaboration ensures cost effectivness :
The high cost effectiveness of NGOs projects is often quoted as another
reason for GO-NGO collaboration.
d. Mutual Benefits:
NGOs GO
Benefits that are enjoyed by the NGOs Benefits that are enjoyed by the Go
Collaboration gives access to research Collaboration gives access to the technical
expertise and technological resources in innovations and effective strategies of
the GO Ngos that have made NGO- programs
successful.
Collaboration paves the way for scaling Collaboration enables the GO institutions
up NGO- Generated innovative programs to use NGOs for the implementationof
and strategies through the Go machinrery public policy
Collaboration smoothen and increases Through collaboration the GOs can train
NGOs’access to Go agencies its field level staff by the NGOs to
motivation and innovate participatory
people- oriented approach.
NGOs can advocate and motivate GO GOs can make the NGOs increasingly
staff to be more people oriented. oruented to sate’s demands as contractor.
4. Preconditions of Collaboration:
Openness and willingness for collaboration from both sides
Mutual trusts and repect
Favorable government policy
Favorable socio- economic and political environments
Acceptance of autonomy and independence
Pluralism of NGO opinoons and positions
Transparency of activities.
5. Types of collaboration:
Co- financing:
The most common and important form of collaboration between the GO and
the NGOs is the co-financing of development projects, governments usually
contribute on a fifty-fifty basis.
One- way financial flow:
Collaboration can also entail a one-way finacial flow from a NGO to an
official agency.On the other hand, collaboration also takes place where government
provides finacial help to NGO prjects.
Contract / Subcontract:
Another common form of collaboration is for governments to
contract/subcontract to the NGOs to serve as executing or implementing agents for
official aid activities.
Joint Implementation:
Joint implementation is a partnership arrangement where the NGOs are
involved either as co-financier or joint executingagency with the government.
Consultation:
The NGOs who work closely with low-income communities or have relevant
knowledge, may serve on GO-NGO taskforces or work as consultans to the
government.
Successful linkage :
The NGOs can serve as a successful link between the official planners of a
project and its beneficiaries.
Intermediary:
In project implementation stage, the NGOs can regularly play an imtermidiary
role.
6. Model of Collaboration in Different Countries:
TOGO
Country Sector Go Agency NGO Mechanism Output
Togo World Bank’s NGO unit in Five NGOs To help the Construction of
special project Go – NGO Go-NGOs an irrigation
preparation division in work more system and small
Facility. the Ministry closely, an dam, building,
of planning institutional one school,
and Mines. framework equipping of two
was dispensaries and
development establishment of
was a two water
developed. supply program.
Keneya
Country Sector GO agency NGO Mechanism Output
Keneya Integrated Ministry of Under the Ngos helped The
rural health health auspices of implement collaborative
and family the national the project by program was
planning council for providing more
project population training to the successful at
and teachers and the district
development church and local
more than leaders. levels, where
fifteen NGOs coordination
had joined was informal
Ngos were and
members, stimulated by
others personal
relationship.
INDIA
Country Sector GO agency NGO Mechanism Output
India Fifth Ministry of NGOs in GO of India A number of
Population Health Bombay and gave grants to health clinics
project Madras NGOs were
established
and managed
by the NGOs.
7. GO- NGO Collaboration in Bangladesh:
Name of Name of the Specific Collaborative Collaborative Output
major areas project strategy agencies of agencies of
GOB NGO
a) Heath & Expanded 1 ) Social Ministry of Bangladesh The outcome
Family Program for mobilization health & rural was
planning Immunization Family advancement impressive. It
2)Assistance
planning committee brought
in creating
( BRAC) sustainability
demand
in health
3)Assistance programs
in planning & through
advocacy raising the
exercise capacity of
villagers to
4)Assistance demand
in training health
5)Assistance services & to
in research, be more
monitoring conscious.
Nogs
Establish
infrastructure
Population to be used
and heath 24 thousand
training on
project II persons were
health and Ministry of trained
family health &
planning family
Swanirver an
planning
established
NGO
b) Education, 1. Facilitation 1. Giving Ministry of Brac 1. Increased
Training & assistance on training to education primary
Research primary GOE officials school
education enrolment
2. Raising of
supervisory & 2. Raised the
managerial attendance of
capacity of learners from
the staff 40% to &
75%
c) 1. livestock 1. vaccination Ministry of proshika 1.
Employment development supply & fisheries & Vacccination
program campaign livestock is distributed
Generation
undertaken through the
for target group.
controlling
cattle
diseases. 2. Some
groups have
estabilished “
livestock
pharmacy”
equipped with
first aid
materials.
The target
group can
successfully
handle the
program.
d) Social 1. Foresty Forest Dept. Brac , 1. Income
Environment forestry protection Proshika from social
program forestry
2.Agroforesty
intervention
3. Nusrery inspried the
Development group
menbers to
4. Roadside, take up social
pondside & forestry
embankment project.
plantation
2. The
5. Homestead forestry
cultivation protectionacti
6. vities
Sustatainable undertaken
agriculture activities
through undertaken by
participatory group
management members was
a unique
eaample of
spontaneous
grassroots
initative to
tackle the
consequence
of
environmenta
l degradtion
inbolving
participatory
management
1. All kinds of 9. Analysis of present
10. Prepare future situation through
information plan
collection feedback
of local
resources.
8. Monitoring & Evaluation of
2. Situation Analysis the program in joint meeting
7. Joint supervision
8. Functional flow of GO NGO Collaboration
3. Weakness of GOE
in Bangladesh:
through filed visits
programs identified
6. Help GOB to
4. Planning with 5. Prepare work plan implement the
GOB Staff project
Functional flow of
GO-NGO Collaboration
9. Conclusion:
The GO NGO collaboration involves a dynamic process and a complex
relationship between two entities. There are a number of arguments that justify this
of collaboration for social development but there are precondition for effective
collaboration.
