BY

MALUNDA NETALISILE PAUL

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 By the end of this session, you
should be able to:
 Give the factors that explain the

rapid growth of NGOs in Uganda,

 Identify unique characteristics of

NGOs,
 Justify the need for a special

management approach for NGOs.

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 The NGO sector in Uganda is a
growing one. From a paltry
estimate of less than 200 NGOs
in 1986 to 3,500 in 2000, 4,700
in 2003, 5,500 by end of 2005
and about 8,000 in 2009.

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 Whatare the factors that
explain the rapid growth
of NGOs in Uganda?

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 Increased availability of funding
from donors;
 Government failure to provide;

adequate services in social sectors

 Democracy and freedom of

association in the country;

 After war conditions like those in

northern Uganda;

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 AIDS epidemic;
 Liberalization and structural
adjustment programmes of the late
80s;
 Famine and disasters;
 Change in donor funding policies

that favour NGOs;

 High level of poverty in the country.

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1. Discuss the characteristics
that set Ugandan NGOs
apart from the public/private
organizations.

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 Non-governmental,
 Voluntary,
 Non-commercial,
 Accountable,
 Non political.

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 Voluntary
 Independent
 Not for profit
 Not self serving in aims and
related values

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 NGOs are formed voluntarily by
citizens with an element of
voluntary participation in the
organization, whether in the
form of small numbers of board
members or large numbers of
volunteers.

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 NGOs are independent within the
laws of society, and are controlled
by those who have formed them or
by elected or appointed boards.
 The legal status of NGOs is based
on freedom of association—one of
the most basic human rights.

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 NGOs are not for private personal
profit or gain. NGOs may, in many
countries, engage in revenue-
generating activities, but must use
the revenue solely in pursuit of the
organization’s mission.
 Like other enterprises, NGOs have
employees who are paid for what
they do.

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 The aims of NGOs are to improve
the circumstances and prospects
of people and to act on concerns
and issues detrimental to the
well-being, circumstances, or
prospects of people or society as
a whole.

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NGO Focus: (Care and welfare)
◦ relief, emergency, or long-term
dev’t or a combination of these
◦ promoting self-help activities,
◦ service provision,
◦ poverty alleviation,
◦ Community
organization/sensitization

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The human resource management:
◦ Mixture of Professionals, Volunteers,
industrial trainees/interns, technical
advisors, Vs influx of money-hungry
jobseekers.
◦ Relatively Short/uncertain
Employment Tenure/duration.
◦ Relatively Smaller Numbers of Staff.

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The human resource:
◦High Sensitivity to Basic ideologies
e.g. gender, Disabilities, religion,
tribalism/racism e.t.c greatly influence
staff acquisition, development,
motivation & Commitment.
◦Relatively Higher Salaries/wages &
consultancy fees
◦Generally Unpleasant work
environs/tasks

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 Formation of NGOs
 High Replication/imitation &
formation rates leading to:
◦ Unhealthy Competition e.g.
amongst NGOs in the “South” &
“North”,
◦Multitude of CBOs/NGOs that
apparently replicate services,
◦“Forced” networking, strategic
alliances, mergers, etc that often
lead to rivalling caucuses &
segregation.
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NGOs’ Operating Costs:
 Most Typical “Southern” NGOs
have been noted to be
“extravagant” in form of:
◦Transport/Travel: (Several
Costly 4X4 Vehicles)
◦Focus on Communication/
Sensitization (Costly & frequent
workshops, conferences &
Meetings)
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NGOs’ Operating Costs:
◦Operating Premises/Offices:
(outsourced/ Rented Offices
often located in upscale rent
areas)
◦Relatively High Staff
Compensation in form of
Salaries, wages & Consultancy
fees.

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Financing of NGOs
◦substantial “free” cash-flows
into voluntary agencies working
in relief & Development
◦Conditional Support/Donor
dictates
◦Various accountability formats
to suit varying donor/supporters’
interests/demands
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Financing of NGOs
◦Increasing Donor “Fatigue” &
the increasingly unhealthy
competition for donor support.
◦Increasing donor “Suspicion” &
NGO deception/conning.
◦All foreign funding must be
received in the Bank of Uganda
(government bank).

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Government Position on NGOs
◦Registration Requirements
◦NGOs must seek re-registration
on an annual basis.
◦Non-Profit orientation
requirement
◦Competition with Gov’t for
donor support

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Government Position on NGOs
◦Tax exemptions that government
unwillingly extend.
◦Sustainability challenges set by
Gov’t
◦Varying legal systems & Local
Expectations impacting
international NGOs

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Strategic Management in NGOs:
◦Contradicting Vision/ Mission, goals &
Annual/functional Objectives –
inability to focus due to Donor
dictates
◦“Flowery/ambitious” but unrealistic &
self-defeating constitutions, articles
& memoranda of Associations
◦Founders’ stringent “Ideals” e.g.
Church founded NGOs in the “North”
Vs development work

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 NGO Affiliations:
◦Most “Northern” NGOs are Church
or Politically founded, thus are
restricted in their
affiliations/networking, Geog.
Locations, ideals, operations, &
Values.
◦Government laws/regulations for
NGO registration & Local
expectations vary from country to
another

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NGOs’ Relationship with
Beneficiaries:
◦ Unlike commercial entities, NGOs
are increasingly indulging their
target beneficiaries/customers in
their product development &
delivery due to the increasing
emphasis on participatory
approaches so as to ensure NGO
work sustainability.

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 As a manager of a typical
Ugandan NGO, state the special
managerial qualities you would
require to be effective in your
job.

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 NGOs are an integral part of civil
society, concerned with
management of a complex and
diverse range of activities.
 They face internal and external

management issues.

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 Stating their mission, values and
objectives clearly and ensuring
that these strategies are followed,
 Better human resources
development and training for their
managers and staff including board
members and volunteers,

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 Give priority to well- established
management principles, most of
which are drawn from the
business world,
 An NGO will need sound
accounting systems, and systems
for recruiting and training staff.

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 Theuse of volunteers, strategies
for fund-raising and the
management of governing
bodies requires specialized
approaches which may not be
provided from among generic
management ideas.

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 Many of the principles of public
management such as the need
to build effective accountability
mechanisms – will be drawn
upon by NGOs, particularly those
which are engaged in the
delivery of public services.

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 NGOs need to learn the lessons from
poverty reduction efforts of different
kinds – such as the techniques of
managing micro-credit programmes,
organizing community-based self-
help groups or putting pressure on
policy makers in support of poverty
reduction.

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 As for any organization, an
appreciation of the NGO’s
operating environment and an
ability to interpret that
environment, are crucial to the
building of effective
management systems and
choices
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 Link to grassroots, ‘field-based’
    Process-oriented approaches
     Participatory methods and

tools
     Emphasis on commitment and

sustainability

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