NGO’s in Planning & Development

NGO
A non-governmental organization (NGO) is a citizen-based association that operates
independently of government, usually to deliver resources or serve some social or political
purpose.

History
The term “Non-governmental organization” was first coined in 1945, when the united Nation
(UN) was created and there were 1083 NGO’S. According to the UN any kind of private
organization that is independent from government control can be termed as ‘NGO’. In some
countries the term NGO is applied to an organization that is another country would be called as
NPO (non profit organization).

NGO’s in Planning

Planning
A plan is a blueprint for action.

Planning is the act of determining the organization’s goals and the means for achieving them.

A goal is a desired future state that an organization attempts to realize.

Why is planning necessary in NGO’s

 To determine new opportunities
 To anticipate and avoid future problems
 To develop effective courses of action (strategies and tactics)
 To comprehend the uncertainties and risks with various options.
 To set standards

Types of Planning in NGO’s

1. Single-use plan
2. Standing plans
3. Contingency plans
Single-use plans

 Plans for attaining a one-time organizational goal.

 Large in scope
 Examples: building a new headquarters
 Installing a new accounting system
 Projects are including in this category of planning
Standing plans

 Standing plans are ongoing plans that are used to provide guidance for tasks performed
repeatedly within an organization.
 Policy (sexual harassment policy)
i. Broad
ii. based on organizational goals
iii. define boundaries with in which to make decisions
 Rules (no smoking in class)
i. Narrow
ii. Define specific action
 Procedures ( employee grievances)
i. Define a precise series of steps to attain certain goals
Contingency plans

 Plans that define company responses to specific situations, for example emergencies or
unexpected conditions.

Nature of Planning in NGO’s

 Planning is goal-oriented
 Planning is a primary function
 Planning is all-pervasive
 Planning is a continuous process
 Planning is forward-looking
 Planning involves choice
 Planning is directed toward efficiency

Process of Planning in NGO’s

The main steps of planning in NGO’S process are as follow

Step 1- Define the task

Step 2- Identify resources

Step 3- Consider alternative

Step 4- Create the planning

Step 5- Work the plan

Step 6- Evaluate

Principles of Planning in NGO’s

 Principle of contribution to objectives
 Principle of efficiency of plans
 Principle of primary of planning
 Principle of planning premises
 Principle of policy framework
 Principle of timing
 Principle of alternatives
 Principle of limiting factor
 Principle of commitment
 Principle of flexibility
 Principle of navigational change
 Principle of competitive strategies

NGO’s in Development

Background
NGOs have recently emerged into the development limelight but they are not a recent
phenomenon. They were the earliest form of human organizations.

Long before the governments, people organized themselves into group for mutual protection and
self help.

During the 18th and 17th centuries in particular there has been an explosion in the number of
NGOs and an upsurge for the realistic answers to problem over a king of neglected issues related
to ecological degradation.

Role of NGO’s in Development

 The term NGO seems to be deceptively simple.
 It may overlook the enormous variety and differential capabilities of different NGOs.
 In fact, NGOs offer a kaleidoscopic collection of organizations varying in origin, size,
programmes, ideology, role strategy, funding, linkages evaluation, problem etc.
 NGOs embrace a bewildering group of organizations varying in terms of innumerable
parameters.
 According to Asian Development Bank the term non governmental organization refers to
organization.
i. Not based in government.
 ii. Not created to earn profit.

Objectives of NGO’s in Development

 Relief and welfare
 Community development
 Sustainable system
 Peoples movement

Challenges facing NGO’s in Development

Lack of Funds:
NGOs are expressing difficulty in finding sufficient, appropriate and continuous funding for
their work. They find accessing donors as challenging as dealing with their funding conditions.
They perceive there to be certain cartels of individuals and NGOs that control access to donor
funds.

Poor Governance:
Poor Governance was recognized within the sector as a whole, within the NGO Council and
within individual NGOs. Knowledge of good governance varied widely, with some regions
indicating very little understanding of why NGOs are required to have Boards or what their roles
and functions should be. Many other participants explained that it is difficult to achieve good
governance with founders.

Absence of Strategic Planning:

Few NGOs have strategic plans which would enable them to have ownership over their mission,
values and activities. This leaves them vulnerable to the whims of donors and makes it difficult
to measure their impact over time.

Poor Networking:
Poor Networking was identified as a major challenge. It is the cause of duplication of efforts,
conflicting strategies at community level, a lack of learning from experience and an inability of
NGOs to address local structural causes of poverty, deprivation and under-development.
Negative competition for resources also undermines the reputation of the sector and the
effectiveness of NGO activities at community level.

Poor Communications:
NGOs also recognize that there is very poor communication within the sector. The majority of
NGOs have little or no access to reliable email and internet connections, they receive almost no
literature on development issues and are generally out of touch with issues of global, regional
and national importance.

Development Approaches:
Many NGOs are still focusing upon what some refer to the ‘hardware’ approach to development,
i.e. the building of infrastructure and the provision of services. Rather than what some refer to as
the ‘software’ approach of empowering people and local institutions to manage their own affairs.

Political Interference:
In some regions, in particular South Rift and North Eastern, NGO leaders identified the
interference of local politicians and civic leaders as a major hindrance to their work. Where
NGOs are involved in sensitive issues, such as land disputes, local leaders can threaten NGOs
with de-registration.

NGO Board and NGO Council:

Many participants were poorly informed of the difference between these two institutions, NGO
Coordination Board and the National Council of NGOs; Unaware of their roles and
responsibilities in relation to them. Most participants expressed the opinion that the NGO Code
of Conduct is outdated and needed updating soon.

Relationships with NGOs:

There is considerable concern among local NGOs that the giants, mainly INGOs, occupy so
much space that it is very difficult to find room for themselves. INGOs often intervene without
any concern for the building of sustainable local CSOs.