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Starting a non-governmental organization or a non-profit organization (NGO/NPO) can be a

lengthy, time consuming process. However, the difficulties of the process can be minimized byfollowing a consistent series of steps and seeking advice when needed.

NGO/NPOs provide much needed services to their respective communities, and thoroughplanning during the start-up process is crucial to develop an effective and professional

organization that is able to meet the myrid challenges faced by the world today.

There are many classifications of NGO/NPOs as determined by individual country's laws andregulations, including co-ops, credit unions, societies, people's organizations or community

groups etc. The classifications can also designate NGO/NPOs as a religious, charitable,educational, scientific, literary or other organizations. These organizations may qualify for

income tax exemption, or other financial benefits. Regional and local tax exemptions may alsoapply on a region by region basis.

This article provides an outline of the general steps needed for starting and incorporating aNGO/NPO. Detailed instructions for each of these steps can typically be obtained from local

governments or a designated government agency/board, an attorney, or a local nonprofitmanagement support organization.

The issues covered here are of a very general nature, and actual situations will, of course, vary

from country to country. Starting an NGO/NPO may only require a strong vision, or a need, for people to come together as a group and work to satisfy that need. NGOs can range from 1-2

persons working on a single local issue to an international NGO network with thousands of members working globally on a range of issues.

This feature is primarily based on the work of GDRC, itself an NGO, and the interaction it has

had with other NGOs via its programme, the "NGO Café".

Introduction of ngos

A non-governmental organization (NGO) is a legally constituted organization created by natural or legal

persons that operates independently from any government and a term usually used by governments to

refer to entities that have no government status. In the cases in which NGOs are funded totally or partially

by governments, the NGO maintains its non-governmental status by excluding government

representatives from membership in the organization. The term is usually applied only to organizations

that pursue some wider social aim that has political aspects, but that are not overtly political organizations

such as political parties. Unlike the term "intergovernmental organization", the term "non-governmental

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organization" has no generally agreed legal definition. In many jurisdictions, these types of organization

are called "civil society organizations" or referred to by other names.

NPOs and NGOs

Common usage varies between countries - for example NGO is commonly used for domestic

organizations in Australia that would be referred to as non-profit organizations in the United States. Such

organizations that operate on the international level are fairly consistently referred to as "non-

governmental organizations", in the United States and elsewhere.

There is a growing movement within the non-profit organization/non-government sector to define itself in

a more constructive, accurate way. The "non-profit" designation is seen to be particularly dysfunctional

because of at least three reasons: 1) It says nothing about the purpose of the organization, only what it is

not; 2) It focuses the mind on "profit" as being the opposite of the organization's purpose; 3) It implies that

the organization has few financial resources and may run out of money before completing its mission.

Instead of being defined by "non-" words, organizations are suggesting new terminology to describe the

sector. The term "social benefit organization" (SBO) is being adopted by some organizations. This defines

them in terms of their positive mission. The term "civil society organization" (CSO) has also been used by

a growing number of organizations, such as the Center for the Study of Global Governance.[5]

The term

"citizen sector organization" (CSO) has also been advocated to describe the sector ² as one of citizens,

for citizens.[6]

These labels, SBO and CSO, position the sector as its own entity, without relying on

language used for the government or business sectors. However, some have argued that CSO is not

particularly helpful, given that most NGOs are in fact funded by governments and/or profit-driven

businesses and that some NGOs are clearly hostile to independently organized people's

organizations.[7][8]

The term "social benefit organization" seems to avoid that problem, since it does not

assume any particular structure, but rather focuses on the organization's mission.

History

International non-governmental organizations have a history dating back to at least 1839.[9]

It has

been estimated that by 1914 there were 1083 NGOs.[10]

International NGOs were important in

theanti-slavery movement and the movement for women's suffrage, and reached a peak at the

time of the World Disarmament Conference.[11]

However, the phrase "non-governmental

organization" only came into popular use with the establishment of the United NationsOrganization in 1945 with provisions in Article 71 of Chapter 10 of the United Nations

Charter [12]

for a consultative role for organizations which are neither governments nor member

states²see Consultative Status. The definition of "international NGO" (INGO) is first given in

resolution 288 (X) of ECOSOC on February 27, 1950: it is defined as "any international

organization that is not founded by an international treaty". The vital role of NGOs and other

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"major groups" in sustainable development was recognized in Chapter 27[13]

of Agenda 21,

leading to intense arrangements for a consultative relationship between the United Nations and

non-governmental organizations.[14]

Rapid development of the non-governmental sector occurred in western countries as a result of

the processes of restructuring of the welfare state. Further globalization of that process occurred

after the fall of the communist system and was an important part of the Washington consensus.[7]

Globalization during the 20th century gave rise to the importance of NGOs. Many problems

could not be solved within a nation. International treaties and international organizations such as

the World Trade Organization were perceived[by whom?]

as being too centred on the interests of

capitalist enterprises. Some[who?] argued that in an attempt to counterbalance this trend, NGOs

have developed to emphasize humanitarian issues, developmental aid and sustainable

development. A prominent example of this is the World Social Forum, which is a rival

convention to the World Economic Forumheld annually in January in Davos, Switzerland. The

fifth World Social Forum in Porto Alegre, Brazil, in January 2005 was attended by

representatives from more than 1,000 NGOs.[citation needed ]

Some have argued that in forums like

these, NGOs take the place of what should belong to popular movements of the poor. Others

argue that NGOs are often imperialist[15]

in nature, that they sometimes operate in

a racialized manner in third world countries, and that they fulfill a similar function to that of the

clergy during the high colonial era. The philosopher Peter Hallward argues that they are an

aristocratic form of politics.[16]

Whatever the case, NGO transnational networking is now

extensive.

Types of NGOs

NGO type can be understood by orientation and level of co-operation.

NGO type by orientation

Charitable orientation;

Service orientation;

Participatory orientation;

Empowering orientation;

NGO type by level of co-operation

Community- Based Organization;

City Wide Organization;

National NGOs;

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International NGOs;

Apart from "NGO", often alternative terms are used as for example: independent sector, volunteer sector,

civil society, grassroots organizations, transnational social movement organizations, private voluntary

organizations, self-help organizations and non-state actors (NSA's).

There are also numerous classifications of NGOs. The typology the World Bank uses divides them into

Operational and Advocacy:[18]

Operational NGOs Operational NGOs seek to "achieve small scale change directly through projects."[19]

"

They mobilize financial resources, materials and volunteers to create localized programs in the f ield. They

hold large scale fundraising events, apply to governments and organizations for grants and contracts in

order to raise money for projects. They often operate in a hierarchical structure; with a main headquarter

that is staffed by professionals who plan projects, create budgets, keep accounts, report, and

communicate with operational fieldworkers who work directly on projects[20]

Operational NGOs deal with a

wide range of issues, but are most often associated with the delivery of services and welfare, emergency

relief and environmental issues. Operational NGOs can be further categorized, one frequently used

categorization is the division into relief-oriented versus development-oriented organizations; they can also

be classified according to whether they stress service delivery or participation; or whether they are

religious or secular; and whether they are more public or private-oriented. Operational NGOs can be

community-based, national or international. The defining activity of operational NGOs is implementing

projects.[21]

Campaigning NGOs Campaigning NGOs seek to "achieve large scale change promoted indirectly

through influence of the political system."[22]

Campaigning NGOs need an efficient and effective group of

professional members who are able to keep supporters informed, and motivated. They must plan and

host demonstrations and events that will keep their cause in the media. They must maintain a large

informed network of supporters who can be mobilized for events to garner media attention and influence

policy changes. The defining activity of campaigning NGOs is holding demonstrations.[23]

Campaigning

NGOs often deal with issues relating to human rights, women's rights, children's rights. The primary

purpose of an Advocacy NGO is to defend or promote a specific cause. As opposed to operational project

management, these organizations typically try to raise awareness, acceptance and knowledge by

lobbying, press work and activist events.

Operational and Campaigning NGOs It is not uncommon for NGOs to make use of both activities. Many

times, operational NGOs will use campaigning techniques if they continually face the same issues in the

field that could be remedied through policy changes. At the same time, Campaigning NGOs, like human

rights organizations often have programs that assist the individual victims they are trying to help through

their advocacy work.[24]

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Full Form of NGO

NGO means Non governmental organization. These are the organizations in which government

representatives are not present in members of organization and are funded by the government.Sometimes entire funds are provided by the government while sometimes government partially funds

the NGOs. The main objective of NGOs is to provide social justice, development and human rights. It

provides services directly to local community.

History of NGOs

Beginning of NGOs starts in 1775 to 1918. It includes various national issues and war sufferer issues.

In late 1960s-1970s entire growth of NGOs had started. The main reason of developing NGOs is

economic recession, end of cold war, privatization, growing demands etc

Types of NGOs

They are basically classified as

a. Community based NGOs - Created by people's own interest. Main objective of these organizations

is to help urban people and aware them to understand their rights and provide required services.

b. Citywide NGOs ± They include various organizations related to sports, education and association

of community based organizations.

c. National NGOs - These are professional organizations. Function of these NGOs is to support local

NGOs

d. . International NGOs ± Main function of this NGOs is funding to local NGOs, implementing various

projects.

NGO DEFINITION AND HISTROY

NGOs are generally defined as autonomous non-profit and non-party/politically unaffiliated organizations

that advance a particular cause or set of causes in the public interest. The range of causes on which an

NGO can focus is unlimited, but a cardinal principle is that NGOs operate in a manner consistent with the

bye-laws or trust deed as the case may be, and objectives or causes for which they receive funds. For

most NGOs, donations are a lifeline as they are independent organisations. Funding can come from the

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UN, Government organisations, private trusts and philanthropies, individual donations, religious

institutions, and in many cases, other NGOs. NGOs can and do contribute to democracy through

challenging governments and promoting social interests, but they themselves are not democratic

institutions and generally have no democratic accountability. However, an NGO is only accountable to its

particular funding organisations and members and has to abide by the monitoring standards set up these

funding entities and ofcourse, the law of the land.

A non-governmental organization (NGO) is not part of a government and is therefore typically

independent of governments. Although the definition can technically include for-profit corporations under

certain circumstances, the term is generally restricted to social, cultural, legal, and environmental

advocacy groups having goals that are primarily non-commercial. NGOs are usually non-profit

organizations that gain at least a portion of their funding from private sources. They can however, and

sometimes do, go in for commercial activities to raise resources and sustain themselves but the profits of these activities cannot he distributed to members as dividend and has instead to be retained in the

organisations to further the interest and objects of the beneficiaries. Because the label "NGO" is

considered too broad by some, as it might cover anything that is non-governmental, many NGOs now

prefer the term private voluntary organization (PVO).

Though voluntary associations of citizens have existed throughout history, NGOs along the lines seen today, especially on the

international level, have developed in the past two centuries. One of the first such organizations, the International Committee of

the Red Cross, was founded in 1863. The International Red Cross and Red Crescent Movement is today the world's largest

group of humanitarian NGO's.

The phrase non-governmental organization came into use with the establishment of the United Nations in 1945 with provisions in

Article 71 of Chapter 10 of the United Nations Charter for a consultative role for organizations that neither are governments nor

member states. The definition of international NGO (INGO) is first given in resolution 288 (X) of ECOSOC on February 27, 1950:

it is defined as 'any international organisation that is not founded by an international treaty'. The vital role of NGOs and other

"major groups" in sustainable development was recognized in Chapter 27 of Agenda 21, leading to revised arrangements for

consultative relationship between the United Nations and non-governmental organizations.

Volunterism in India has a long history.During the freedom struggle, voluntarism in India received an impetus

from the work of religious and social reformers and national leaders, notably Swami Dayananda, Swami

Vivekananda and Mahatma Gandhi. International organizations also expanded to India. Several leading

Indian industrialists such as Tatas, Birlas and Bajajs also started trusts and foundations and promoted

voluntarism and this had gone a long way in spreading the movement in the country. The post-

independence period saw further growth of voluntarism in many areas of development.

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However there is still believed to be an uneven regional distribution of such voluntary organizations/NGOs

with varying capacities in project formulation and implementation. Considering the magnitude of India¶s

social, environmental and economic problems and the role the voluntary sector can play, there is still far

to go. While the Government has done a lot to further the movement, more remains to be done in terms

of policy and institutional support. The precise number of NGOs/VOs in the country has not been

determined, but is estimated at anything between one and two million. Many of the organisations are

small and unregistered, and there are many individuals who just work either on their own or as part of

informal groups. Even registered entities are not that regular in submission of reports and data to

monitoring agencies. With the spread of the micro-finance movement, several thousands of self-help

groups have been set up all over the country and this movement continues to grow rapidly, especially

with the entry of large funds and larger players into the micro-finance sector.

The NGO concept:The NGOs are: organisations of private nature acting as informal groups or legal entities, which are independent in the relations withany public authority.They don¶t aim for elected seats or profitmaking.

Genericroles:In a democratic society, NGOs can playsome generic roles : Solving community problems which arepartialy covered or not covered at all byother public or private institutions(managerial function) Involve citizens in the public decision

making process (political function)

Functions:NGOs can play different f unctions: Intermediate the relation betweencitizens and authorities;

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Facilitation of the social and politicalintegration of the citizens; Representation of interests of comunitygroups;Delivery of goods and public services.

Concept of civil society

Civil society is composed of the totality of voluntary social relationships, civic and social organizations,

and institutions that form the basis of a functioningsociety, as distinct from the force-backed structures of

a state (regardless of that state's political system) and the commercial institutions of the market.

Together, state, market and civil society constitute the entirety of a society, and the relations between

these three components determine the character of a society and its structure.

Definition

There are myriad definitions of civil society in the post-modern sense. The London School of

Economics Centre for Civil Society's working definition is illustrative:

Civil society refers to the arena of uncoerced collective action around shared interests, purposes

and values. In theory, its institutional forms are distinct from those of the state, and market, though in

practice, the boundaries between state, civil society, and market are often complex, blurred and

negotiated. Civil society commonly embraces a diversity of spaces, actors and institutional forms, varying

in their degree of formality, autonomy and power. Civil societies are often populated by organizations

such as registered charities, development non-governmental organizations, community groups, women's

organizations, faith-based organizations, professional associations, trade unions, self-help groups, socialmovements, business associations, coalitions and advocacy groups.

[1]

"Civil society" is a concept which has been elaborated in the framework of modern Westernphilosophy, political science and sociology. In diversified, pluralistic, differentiated modern societies,the process of socialization is carried on by institutions or groups (organizations, organisms,voluntary associations) which are called secondary, as distinguished from the family group,considered as primary by social scientists. In what social scientists call "traditional societies", socialrelationships are developed around the family group. Structures of parenthood are the normativereference for social organization.(1) In "modern societies", on the other hand, people relatethemselves within circles other than the family.

In modern Western societies and in other societies which have been deeply influenced by this

pattern, the organization of society based on the family has been followed by another type of socialrelationship in which the state has played a major role; and in recent decades, the market has cometo be seen as the most important reference for social organization.

The civil society is obviously related to both the state and the market, but it should not be confusedwith either. Civil society may be seen as that sector of social reality in which human interests that arenot rooted in the family or in economic power or in state administration seek to affirm themselvesand defend their rights and prerogatives. The social dynamism of this sector is manifested bypeople's associations(2) or "public non-governmental organisms".

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1.1 What do we mean by Advocacy?In general the term "advocacy" means "organised efforts to effect systematic or incrementalchange". This definition could therefore cover the activities of any pressuregroup within business or government or civil society which is pushing for

change. This might mean pushing for reform within a particular organisation, it mightmean pushing for the interests of a particular group vis-a-vis others, it might meanthe practice of politics. We could say that a chemical company lobbying governmentfor lower tariffs on the imports that it needs for its production, or a government ministrylobbying for a greater share of the national budget - were both undertaking advocacy.In many cases, particularly in the USA, advocacy is very big business and is carriedout by lobbying firms retained by businesses or governments. They are staffed byprofessionals, often lawyers and they try and influence politicians and key governmentofficials. The other common understanding of "advocacy" is the professionpractised by lawyers who argue on behalf of their clients in a court of law.

These uses of "advocacy" say nothing about the nature or value of the advocacyundertaken."Advocacy" in these senses could be (and often is) undertaken to further advantage rich and powerful clients, and could concern a variety of "causes" rangingfrom the ethical to the criminal. This use of advocacy is value neutral, and does notsay anything about the cause that is being advocated or those who will benefit fromthe advocacy.When we use the term "NGO advocacy" to describe the advocacy work of NGOs,however, we are using it in ways that are importantly different. NGOs are valuebased organisations of citizens whose motivation is a desire for a better world for thepoor and disadvantaged. So "advocacy" as the word is used by NGOs, contains two

specific and particular elements which underline the NGO way of doing advocacy:(i) the advocacy effort must involve citizens in the advocacy process. Their involvementshould be conscious, intentional and democratic.(ii) the advocacy effort must be directed towards specific and identified disadvantagedgroups, or must attempt to redress situations which the citizens as awhole find themselves in - situations which particularly disadvantage thepoorer and less powerful citizens.Advocacy, therefore, as it is practised by NGOs, is "a systematic, democratic, andorganised effort by NGOs to change, influence, or initiate policies, laws, practices,and behaviour so that disadvantaged citizens in particular or all citizens in generalwill be benefited".2

1.2. What kinds of Citizens Organisations are involved inAdvocacy?

Amongst all the different kinds of citizens' organisations, which are likely to want tocreate awareness of a problem, lobby for change, and promote new ways of thinkingand acting in accordance with the definition we have agreed above? In order to answer this question we need to look at the different kinds of citizens' organisations

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and the different functions they try to perform.The term ³citizens¶ organisation´1 or the more commonly used term ³civil societyorganisation´(CSO) is not one that is clearly understood, or understood in the sameway all over the world. Civil society is generally understood to be a Third Sector of

society distinguished from the First Sector (Government) and the Second Sector (Business). A useful definition of civil society is ³that sphere of social interacti on ( l ocated) between the household and the state which i s mani f est in nor ms of c ommunity c o-operati on, str uct ures of v ol untary associati on, and netw ork s of public c ommunicati on"(Michael Bratton, 1995). Concerned citizens who get together to changethe world for the better outside the government structure, and without the profit motiveof business, call themselves by many different names in different places ± societies,associations, voluntary agencies, charities, clubs, non-government organisations,non-profit (and not-for-profit) organisations (and many more). The term "NGO"

has become the most commonly used word to describe such organisations. Somecivil society organisations are formed for mutual benefit of a particular group of peopleand some are formed to benefit the public as a whole or a particular group of thepublic. Unfortunately some organisations are also formed which pretend to be civilsociety organisations, but which are really using the name for other purposes (benefitingthe founders, benefiting the government, benefiting commercial companies).While concerned citizens are interested in changing the world for the better generallyget together through the form of NGOs, NGOs use many different forms and performmany different functions2. Such organisations work through care and welfare at oneend of the spectrum through to public information, education, and advocacy at theother. Any one NGO, moreover, may perform several of these functions at the sametime. An NGO may, for instance, assist people with diarrhoeal diseases, help peoplebuild latrines, educate people about the dangers of water borne diseases, lobbygovernment for a bigger budget for water and sanitation, and advocate for a changein hand washing habits amongst the people.It is likely that advocacy, as a strategy of NGO work, will appeal to the followingkinds of organisations:1.2.1. Employment Related Organisations

These are membership and mutual benefit organisations which are likely to beinterestedin advocating on issues on behalf of their members. They could be trade unions,farmers associations, professional associations, students organisations - and1 S ee Box 1A: " C ivil S ociety & C ivil S ociety Organi sati ons" 2 S ee Box 1B: T he S pectr um of NGO Activities3

other kinds of organisations which represent the interests of their members1.2.2. Representative Organisations

These are organisations which represent the interests of a particular class or categoryof people - like the blind, the unemployed, women, youth. They may also representthe interests of a much more specific group - like the inhabitants of village whichis threatened by the waters of a dam, or consumers who have been afflicted by a

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malfunctioning product.1.2.3. Public Service OrganisationsThese are citizens organisations that have been formed to help particular groups of the public, or the public at large, and who carry out this work as delivering services tothe public - like clean water, primary health care, literacy training, agricultural training,

credit. As they carry out their public service work they find that their ability to dothis is constrained by public laws, policies, practices or behaviour which block them.They are therefore interested in advocating for change in the perceived constraints.1.2.4. Cause Related OrganisationsThese are citizen's organisations which have targeted a particular cause where theyconsider that abuses are being carried out and reforms are sorely needed. They areformed specifically to advocate for change in areas which they feel are important.Likely targets for such organisations are: abuse of the environment, corruption,discriminationagainst women, consumers rights, democracy and good governance,human rights.

2nd unit

Stratergy,structures and systems of ngo¶s

Strategy

Introduction

Strategy is concerned with deciding the nature, domain and scope of an organisation¶s activities(essentially, what it is like, its values, the areas it covers and the direction it is going in), and the way

its success will be evaluated. The pattern of activities in strategy arises from the acquisition,allocation and commitment of a set of resources and capabilities by the organisation, in an effective

match with the challenges of its environment, and from the management of the network of relationships with and between stakeholders.Strategic planning is vital to ensure that your organisation follows the most effective course towards

its mission.

Definitions

Strategy can be defined in many ways, including the following useful examples: -

µStrategy is the pattern of activities to be followed by an organisation in pursuit of its long-term

purpose¶, including its µplacing¶ within the movement. In simple terms:

µWhere we are now, where we want to go and how we intend to get there¶.¶

µAn agreed-upon course of action and direction that helps manage the relationship between anorganization and its environment. The goal is to achieve alignment or synergy so that an optimal flowof resources to the institution is achieved.¶

Strategy can be defined as the process of identifying, protecting, leveraging and renewing the

strategic capabilities of an organisation through its definition of purpose its organisation and

processes, and its choice and support of people.

What most definitions have in common is: -

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An understanding/assessment of the organisation¶s resources and capabilities

An understanding/assessment of the external environment

From these, a decision on the best way to use and apply the former to achieve an agreed aim in the

latter.

The Importance of Strategy

Strategy formulation is a vital function of NGO management. A well-focussed and defined strategy

is necessary to ensure optimal progress towards mission and vision is achieved

Social goals make it more difficult to determine priorities, set measurable targets and evaluateperformance. This does not mean it is impossible, just that it is not easy (or often natural) to do this.Also, there is a marked tendency for the µmission driven¶ to consistently broaden their focus and

workloads. These factors make it even more important to have a well-defined strategy.

What Constitutes a Strategy?

Strategy can combine some or all of the below factors: -

Vision (see below)

Mission Statement (see below)

Core Values (see below)

Goals and Objectives

Critical Success Factors ± what the organisation must get right to succeed in its mission

Positioning ± Similar to brand. Building a valued and preferred position in the minds of your targetaudience (how you would like them to describe you)

Brand/Reputation ± Developing and communicating powerful and meaningful differences betweenyour offerings and those of your competition

In a middle to large-sized organisation the strategy section would, in reality, probably incorporate

several sub-strategies covering key departments e.g. campaign strategy, educational strategy,fundraising strategy, financial strategy and IT strategy.

Operational planning is agreeing the practical plans to implement the strategy. This is dealt withseparately.

Strategic Planning Terminology and Hierarchy

There is a great deal of inconsistency in how the following terms: strategic issue, goal, and objective,are used. The following is a useful reference/guide that can be applied in the interests of establishinga common vocabulary:

Strategic issue ± A problem or opportunity that the organisation wishes to address or take advantageof.

Goal ± Specific, measurable statements of what will be done to address strategic issues.

Objective ± An activity that will help you accomplish a goal. Objectives, sometimes called tactics,

are framed in action plans that detail:

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Responsibility

Timeline

Resources

Assessment/evaluation

Establishing Boundaries

In an animal protection organisation context, it is vital that strategy includes boundaries and limits,

and aims for focus and prioritisation. The temptation is to include every issue and problem (thatmight potentially be addressed). However, this is likely to be counterproductive in practice. Theunderlying objective should be to maximise mission fulfilment, given available resources ± and thisdoes not mean tackling everything. It means harnessing resources and leveraging these to best effect.

Vision and Mission

The vision and mission are the starting points of any strategy. We all need a vision of who we are,and what we are aiming for. Then we need to decide what steps we will take to climb towards our

ultimate goals.Some animal protection societies have both a mission and a vision, although many have only amission statement. Briefly, the difference is as follows: -

Mission Statement ± A declaration of an organization¶s purpose; its raison d'être.

Vision ± A realistic, credible, attractive future for your organization.

The mission is important because it can engage both the hearts (culture) and minds (strategy) of theorganisation¶s staff and the board. A good mission that is used well can be inspirational and developa strong, sharedorganisational culture. It helps to ensure that employees¶ are emotionally tied to the

organisation, and that their goals are synchronised with those of the organisation.

The vision is a longer-range vision of success and, as such, can be a powerful engine driving an

organisation towards excellence. However, for most smaller animal protection societies, a missionalone is probably sufficient. Indeed, it is debatable whether havingboth a vision and a mission dilutesand confuses what should be a powerful message of intent (particularly for external audiences).

Developing a Mission Statement

A mission statement sets forth the fundamental purposes for which your organisation hasbeen formed. It should cover: -

Purpose ± why the organisation exists ± goals and objectives.

Programme ± how you will achieve your purpose

Principle ± what your values are

The mission statement should be: -

U nderstandable ± to the general public

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Brief ± short paragraph

Realistic ± in terms of your financial and human resources

Specific to provide a framework for your developing objectives and programmes

Broad enough to stand the test of time, so it does not need to be reworked frequently

Accurate reflection of the boards intent and understanding

Operational (state the expected outcome)

Building a Strategy

Building a Strategy

Strategy formulation is a vital function of NGO management. However, strategic management

should not be mystified. It is simply developing and advancing the work and concerns of theorganisation as a whole, within the constraints and demands of its wider environment. It is often littlemore than µenlightened common sense¶.Research and analysis are the building blocks of strategy formulation .The key elements needed arean analysis of the organisation¶s resources and its own particular strengths and an analysis if its

operating environment. Thus, you are carrying out both an µinternal¶ (within the organisation) andµexternal¶ (outside the organisation) analysis. This is necessary to determine the organisation¶s µbestfit¶ within its µindustry¶ (i.e. the role that will help it to achieve most for animals). This is known as

µeffective strategic fit¶ in management terminology ± meaning a good match between the

organisation and its environment.

I nternal Analysis

The internal analysis considers the organisation¶s resources (both financial and human) and its

µdistinct (or core) competencies¶. A common and simple tool for this is the SWOT analysis thatexamines: -Strengths ± key strengths, core competencies/capabilities or (especially) unique advantages (µUniqueSelling Points¶)

Weaknesses ± weaknesses in the organisation ± things it does less well and/or cannot cope with

Opportunities ± opportunities that may arise for the organisation

Threats (or C hallenges - SWOC !) ± potential threats to the organisation and its work A SWOT analysis can be charted on paper or simply prepared from a brainstorming session (popular as it throws up many and varied ideas).

Ex ternal Analysis

The second part of this analysis is of the external situation affecting the organisation. This involves

an analysis of an organisation¶s position in the movement, competition or collaboration decisions,relevant external environmental factors (political, economic, social, cultural, geographical, legislative

etc.), educational, service provision and/or campaign environments and objectives.

Structure and Systems

Introduction

Structure is the arrangement by which various organisational activities are divided up, and how

efforts are coordinated. Structure is pivotal between task and process. An organisation needs to beappropriately structured for the circumstances in which it finds itself and ± particularly ± the tasks it

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has decided to carry out. It follows, therefore, that strategy should be determined first, followed bythe organisational structure.

Need for Structure

Structure helps people in the organisation to work together effectively. The more effective thestructure, the more effective the working relations between people and departments. Structure

underpins how power and accountability, internal and external, operate within the organisation: it

determines how responsibilities are allocated and enables effective participation.Any organisation needs defined responsibilities, communication channels, agreed procedures etc.There is no ideal structure, just various options from which to chose the most appropriate. The mostobvious divisions are departmental or functional groupings. Structure should indicate the pattern of

reporting relationships. It can be captured in an organisational chart. Indeed, if it cannot easily becaptured in such a chart, or if there are too many complexities or crossed lines in this, then thestructure is too unclear to be workable in practice.Other structural features include the cycle of staff meetings, committee meetings, information

systems, rules and procedures etc.There are some distinct NGO (non-governmental organisation) mindsets on structure: -

µWe want to keep this informal. As few rules as possible.¶

µWe don¶t have a structure ± everyone mucks in and we all have an equal voice.¶µVoluntary organisations have to be flexible. All this hierarchy gets in the way of this.¶There are many negative consequences of structural deficiencies including: -

Low morale ± people not knowing what¶s expected of them and lacking responsibility and autonomy.

Excessive meetings.

Late and inappropriate decisions.

Conflict and departmental divisions.

Lack of coordination.

Inadequate response to changing circumstances.

Rising costs.

Larger organisations can devolve quite a bit of responsibility, given an appropriate structure, broad

strategic and policy orientation, guidelines for good practice in service delivery and budgetarycontrols. A small organisation is unlikely to develop the same level of budgetary and reporting

systems and controls as a larger one and nor indeed is this necessary.

Choice of StructureThe choice of structure will depend on a number of factors including the organisation¶s culture,

function and mission, its size, its budget and the personalities involved. The options range from abureaucracy to a collective structure. It follows that structure should not be static, but should bereviewed to take account of important strategic changes. Upsizing and downsizing should also be

strategic and measured, with impact upon strategy and thereby structure taken into account.. The

need to have unity and consistency of values and purpose is common to all structures.Different types of organisation will need different structures.An organisation that has a number of different core functions may find it advantageous to separate these functions, in order to enable the

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different cultures and approaches needed to operate. In particular, a professional manager could beemployed to head up the service delivery arm, and a charismatic leader for the advocacy arm. Also,

the service delivery arm could incorporate the necessary standards and controls without imposingthese on the campaigns team to the detriment of creativity. However, there would need to be clear systems to achieve organisational coherence and maximum use of expertise throught the organsation.

Vision and mission of ngo¶sVision and Mission are the two important pillars of organization that continuouslyguides people associating with organization. Many NGOs and voluntary organizationshave started to define their vision and mission statements as a living document of theorganization. These statements should be lived by the organizations. Vision andMission statements have now become an important part of strategy-making exerciseand managements are taking keen efforts to frame an effective statement becausethey form a basis for all tactical decisions in the organizations. These statements havegained considerable significance as they provide direction and the focus fororganizations. Vision Statement defines the destination or goal and the mission

statement defines the path to achieve that. They are envisaged through a strategicprocess and thus there is an alignment between the statements and business strategy

Some examples of Vision & Mission Statements

(1) Childline India Foundation

Vision statement:

To protect the rights of children in need of care and protection

Mission Statement:

CHILDLINE aims at responding to the emergency need of every child in need of care and protectionthroughout the country, ensuring that there is an integrated effort between the government, non-governmental organizations, academic institutions, bilateral agencies, corporates and the communityin protecting the rights of children. India is home to almost 19% of world·s children. More than onethird of country·s population, around 440 million, is below 18 years. Promoting child protection andchild rights for our children is consequently a crucial issue.

(6) NGO Fundraisers

Vision

To help all deserving NGOs across India with their requirement for funding.

Mission

To develop innovative ways of fundraising for helping NGOs with their funding requirements.

To approach philanthropic individuals for raising donations for deserving NGOs across the country.

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To work as an organization towards the eradication of unemployment by providing variousopportunities to able as well as disabled individuals to earn a living.

Providing equal opportunity of work to all.

Work towards the upliftment of one and all that form a part of the communities that exist around us by

offering our services and through job creation.

To positively impact the societies that we work in.

Auditing reports of ngo·s

Financial monitoring/ Audit Scope

The auditors will validate the processes that the NGOs have in place byreviewing the work that supports the NGOs judgments and assessments through

the NGOs system for reporting and managing risks. However, key focus of

financial monitoring/ audit is to assess the controls that have been put in place tomanage the relevant risks. The auditors will ensure that:

1. Financial transactions are being recorded regularly in the books of accounts/ system.

2. The financial transactions have all required supporting documents.3. NGO¶s own polices and procedures are consistently being

followed.4. Accounting system provides reasonable security levels to restrict

any kind of tempering with the financial information.5. Transaction monitoring should analyze all elements of the

transaction. Determine accuracy, reliability and cost effectivenessof all supporting documents that are part of the financial

transactions.6. A minimal number of financial and IT personnel have

administrative privileges to the accounting records/software toreduce the risk.

7. Managers ensure that what needs to be done will be done inpractice, following required NGO polices and procedures.

8. Problems are being actively identified and managed.9. Risks and uncertainties are being actively managed through a

proper assessment.

10. Key controls are in place to help manage the identified risks.11. These controls are being operated well. Specifically, we areinterested in how significantly they contribute in providing

managers with assurance that the risks are being managed and anylimitations that may affect their effectiveness.

12. The levels of risk left after the application of controls are within

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the acceptable limits as defined by the management.

Mobilization of funds from foreign donors

Of all the resources required for a Voluntary organization/NGO /NPO, resources

in the form of µmoney¶ is the most important one. Without this resource wecannot activate theother resources in the agency / community.In the

marketoriented economy like ours, it is the monetary resource,

which determines the expansion or contraction of other resources.

broader Meaning of Resource Mobilization

Mobilization is "the process of forming crowds, groups, associations, and

organizations for the pursuit

of collective goals" (Oberschall quoted in Scott p. 169). Organizations do not

"spontaneously emerge"

but require the mobilization of resources.Resource mobilization is a sociological theory that forms part of the study of

social movements. It

stresses the ability of movement's members to acquire resources and to mobilize

people towards the

furtherance of their goals. [Kendall 2006] In contrast to the traditional collective

behavior paradigm

that views social movements as deviant aberrations, resource mobilization--

which emerged in the

1970s--views social movements as formed by rational social institutions andsocial actors taking

political action. [Buechler 1999]

According to resource mobilization theory, it is a core group of sophisticated

strategists that works

towards harnessing the disaffected energies, attracting money and supporters,

capturing the media¶sthe media¶s

attention, forging alliances with those in power, and creating an organizational

structure. This theory

assumes that without such resources, social movements cannot be effective andfurther that dissent

alone is not enough to engender any social change. [Kendall 2006]

This theory is based on the assumptions that individuals are rational. Also, it

views social movements

as a goal-oriented activity. Thus, following rational choice theory, individuals are

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viewed as weighing

the costs and benefits of movement participation and deciding to act only if

benefits outweigh costs.

When movement goals take the form of public goods, the free rider dilemma has

to be taken intoconsideration. Organization is more important than acquisition of resources, or

than resources

themselves. Organization focuses on interactions between social movement

organizations (SMOs) and

other organizations (other SMOs, businesses, governments, etc.). Organization

infrastructure is

another aspect of study in this approach. [Kendall 2006]

Resource mobilization theory may be divided into two camps:

John McCarthy and Mayer Zald are the originators and major advocates of theclassic

entrepreneurial (economic) version of this theory, while Charles Tilly and Doug

McAdam are

proponents of the political version of resource mobilization.[Kendall 2006]

The entrepreneurial model blends economics and organization theory to account

for collective action.

It argues that grievances are not enough to lead to the creation of a movement,

and instead that

access to and control over resources is the most important factor. This modelstates that the flow or

resources from and towards the group can be best explained by the laws of

supply and demand, and

that individual or group involvement (or lack thereof) is accounted for by rational

choice theory.

Critics, however, point out that resource mobilization theory fails to explain

social movement

communities. [Kendall 2006]

The political version of RMT focuses on the political struggle instead of economic factors. [Kendall

2006] Critics have argued that it fails to account for social change brought about

by groups with

limited resources and that it marginalizes the role of grievances, identity and

culture as well as many

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macro-sociological issues. [Kendall 2006]

attention, forging alliances with those in power, and creating an organizational

structure. This theory

assumes that without such resources, social movements cannot be effective andfurther that dissent

alone is not enough to engender any social change. [Kendall 2006]

This theory is based on the assumptions that individuals are rational. Also, it

views social movements

as a goal-oriented activity. Thus, following rational choice theory, individuals are

viewed as weighing

the costs and benefits of movement participation and deciding to act only if

benefits outweigh costs.

When movement goals take the form of public goods, the free rider dilemma hasto be taken into

consideration. Organization is more important than acquisition of resources, or

than resources

themselves. Organization focuses on interactions between social movement

organizations (SMOs) and

other organizations (other SMOs, businesses, governments, etc.). Organization

infrastructure is

another aspect of study in this approach. [Kendall 2006]

Resource mobilization theory may be divided into two camps:John McCarthy and Mayer Zald are the originators and major advocates of the

classic

entrepreneurial (economic) version of this theory, while Charles Tilly and Doug

McAdam are

proponents of the political version of resource mobilization.[Kendall 2006]

The entrepreneurial model blends economics and organization theory to account

for collective action.

It argues that grievances are not enough to lead to the creation of a movement,

and instead thataccess to and control over resources is the most important factor. This model

states that the flow or

resources from and towards the group can be best explained by the la by the laws

of supply and demand, and

that individual or group involvement (or lack thereof) is accounted for by rational

8/7/2019 ngos notes


choice theory.

Critics, however, point out that resource mobilization theory fails to explain

social movement

communities. [Kendall 2006]

The political version of RMT focuses on the political struggle instead of economic factors. [Kendall

2006] Critics have argued that it fails to account for social change brought about

by groups with

limited resources and that it marginalizes the role of grievances, identity and

culture as well as many

macro-sociological issues. [Kendall 2006]

Management of NGOs ±Mobilizing & Managing Financial Resources ±

S.Rengasamy

2

Resources are the inputs that are used in the activities of a program. Broadly

speaking, the term

encompasses natural, physical, financial, human, and social resources, but the

vast majority of

the resources are financial resources. In kind resources such as the provision of

office space,

seconded staff, or partner participation at board meetings are a second level of

resources.

Resource mobilization is the process by which resources are solicited by the

program and

provided by donors and partners.

The process of mobilizing resources begins with the formulation of a resource

mobilization

strategy, which may include separate strategies for mobilizing financial and in-

kind resources.

Carrying out a financial resource mobilization strategy includes the followingsteps: identifyingpotential sources of funds, actively soliciting pledges, following

up on pledges to obtain funds,depositing these funds, and recording the

transactions and any restrictions on their use. Theprocess is generally governed

by legal agreements at various stages.

Financial management refers to all the processes that govern the recording and

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use of funds,

including allocation processes, crediting and debiting of accounts, controls that

restrict use, and

accounting and periodic financial reporting systems.

Explanation:

FUND-Literally means a sum of money on which some enterprise

is founded or expense supported.

MOBILIZE /RAISE- Means to bring about or to get.

CAMPAIGN-Means an organized and intensified series of operations in the

advocacy

of some cause or object.

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