5814.pdf
Media
- extracted text
-
5Vbn - QovernmentaC
Organisations in
India
!■
^ii'.
o£
C^
laM
J. .
.>
\
.
•■•
■'
^^e/jiem^er :■ 799S
Behavioural Science Centre
St. Xavier’s College
Ahmedabad 380 009
vx
?v
i
0<F CO^E^TS
CHAPTER 1
1.1
1.2
1.3
1.4
3.6
3.7
3.8
3.9
METHODOLOGY
4
Introduction
Survey Approach
Interview Approach
Measurement of Indicators
2.4.1 Ideological Orientation
2.4.2 Qualification Preferred
2.4.3 Competency Levels
2.4.4 Career Advancement Indicators
2.4.5 Importance of die Proposed Course Modules
2.4.6 Representation of Priority Communities
2.4.7 Training Friendliness of Organizations
CHAPTER 3
3.1
3.2
3.3
3.4
3.5
1
Context
BSC's Educational Interventions
Rationale of the New Course
Aim of the Study
CHAPTER 2
2.1
2.2
2.3
2.4
INTRODUCTION
ISSUES OF NON-GOVERNMENT ORGANIZATIONS :
A REVIEW OF THE LITERATURE
Introduction
NGOs and Recent Growth
New Roles for NGOs
Distinctive Characteristics of NGOs
NGOs and ‘Others’
3.5.1 NGOs and the State
3.5.2 Southern NGOs and Northern Funding Agencies
3.5.3 NGOs among themselves
Strengths and Limitations of NGOs
Effectiveness of NGOs
NGO Management
(Conclusion
1
13
Tables of Contents
CHAPTER 4
4.1
4.2
4.3
4.4
4.5
4.6
4.7
5.3
5.4
5.5
5.6
5.7
23
Introduction
Age of the Organisations
Area of Operations
Size of tire Organizations
Set of Activities
Target group
Ideological Orientation
CHAPTER 5
5.1
5.2
GENERAL PROFILE OF THE ORGANIZATIONS
ORGANIZATIONAL CHARACTERISTICS OF NGOs
IN INDIA
Introduction
The Framework of Meaning
i1
5.2.1 Mission
5.2.2 The role of Charisma
5.2.3 The role of Ideology
5.2.4 Vision and die Social Context
5.2.5 Values
5.2.6 Gender Approach
5.2.7 Strategy
Management Practices
5.3.1 General Observations
5.3.2 Project Management
5.3.3 Managing Information
5.3.4 Managing People- HRD
5.3.5 In-service Training: Sources and Content
Organizational Features
5.4.1 Staff Profile
5.4.2 Board of Trustees
5.4.3 Organizational Structure
Conflict and Change
5.5.1 Conflict
5.5.2 Change
Personnel
5.6.1 Salary Differentials
5.6.2 Staff Turnover
Resource Mobilization
ii
50
. I
Tables of ContenIs
CHAPTER 6
6.1
6.2
6.3
6.4
6.5
6.6
6.7
6.8
6.9
6.10
6.11
74
Introduction
Representation of Priority Groups
Professional Competence of the Staff
Staff sent for Training
Need for Trained Professionals
Staff Qualifications Preferred
Recruitment
Career Advancement
Acceptability of the Courses
Sponsoring Staff
Mode of Recognition Preferred
CHAPTER 7
7.1
7.2
7.3
7.4
7.5
7.6
7.7
7. <8
7.9
VIABILITY OF THE PROPOSED COURSE
CONCLUSIONS
101
General Features of the NGOs
Organizational Features of the NGOs
Raison D’etre of NGOs
Gender Awareness
New Systems and Practices
Human Resources : NGO Perspective
Structure and Organisational Dynamics of NGOs
Sources of Funding
Viability of a Management based Course
7.9.1
Professional Competencies
7.9.2 Need for Training Programmes
7.9.3
Staff Qualification Preferred
7.9.4
Recruitment
7.9.5
Acceptability of the Course
APPENDICES
106
i
III
1 his study was born out of a need by an Indian NGO, the Behavioural Science
Centre, to find out the marketability of a proposed course in Management for Not-For-
Profit Organisations (NFPOs). During the first stages of the design it became evident
that this was a good occasion to analyse at some depth the present organizational
characteristics of Indian NGOs. Though restricted by the primary goal of the market,
the study has moved beyond it and it has explored other areas of greater academic and
practical relevance.
The study has had a long gestation period. The first phase was completed, after we had
analyzed the result from about
100 responses
to
the questionnaire.
We were
convinced that the number of responses was unfortunately poor but
on that basis one
but
chapter and part of another were prepared and the entire study finalized in October
1 996. Little we knew that this was going to be only the first edition”.
About six months later we
that
we came
came to
to know
kno'
that more than 600 envelopes bearing our
postal address were lying down in the Post Office. There was a mixture joy, and
frustration. Joy because
use the
the statistical
statistical quality
quality of
ol our conclusions and predictions would
now become more robust. Frustration because
of the additional work to be done: the
bee.
data had to be entered and the statistical analysis done anew.
The study in its present form is, we fervently hope, the “last edition”. It incorporates
new versions of chapters 4 and 5. The new data have not changed dramatically our
conclusions but they have had to be considerably re-worked. With the help of an
additional grant new statistical methods were used (contingency tables and mean
comparison analysis) to examine in more depth the relationships among various variables.
We have also taken the opportunity to revise minor editorial errors and to make the text
more readable and clear at a number of places. In the meantime, the content and the
name of the proposed Postgraduate course have changed. After careful reflection and
consultation the new course will be on Development Management. One of the aims of
the new course is to prepare managers for the NFPOs. To this extent, many of the
conclusions about the course made in the present study remain valid.
Preface
This study has been the outcome of participative work James Dabhi, Prasad Chacko,
and Fernando Franco prepared the design. During the first phase, Prerna Bindra
provided research assistance and Robeil Aiokyaswami helped with the computer
programme design and the entry of the data, lara Sinha prepared the review of the
literature in Chapter 3. James Dabhi and Prasad Chacko conducted the interviews
analyzed in chapter 5. The "second round” of statistical analysis undertaken in chapters
4 and 6 has been the joint work of Hiren Parikh, Anita Dixit and Prasad Chacko.
Lalitha Saptagiri and also Sushmita Lal were involved in the final editing. Fernando
Franco and Anita Dixit were responsible for the present form of the study. Beena
Christian has played an invaluable role in designing the graphs and in giving the
manuscript its final shape.
Behavioural Science Centre
September 1 998
j
|
I
im^O<DZ)CTlON
1.1
cowi'ext
During the decades after independence, die NGO sector in India grew and diversified in a
significant way, so as to occupy a crucial position in the development scenario of the
country. Initially, the sector was made up of organisations with a charitable approach. In
the course of time, die NGO sector has undergone a long ideological transition from a
Gandhi an phase of rural reconstruction during the post-in dependence decades, to a left
leaning activist phase which gained momentum during the emergency/post emergency
decades, and finally to a ‘profcssionalisation phase’ since the 70’s through die 80’s. The 80’s
have seen die emergence of 'support3 and 'training3 organisations providing specialized
management and training support to other NGOs, and the rise of 'green’ organisations
focusing on environmental issues. Special notice must be taken of a number of NGOs
occupying a special place in the sector and engaged in die defense and protecrion of
consumer and human rights.
1
The complexity of functions and the diversity of issues that the NGOs have to handle are so
vast at present, that they demand very high and diverse levels of competencies. This is in
sharp contrast widi the earlier milieu, where just the charisma, skills and personality of a
few individuals sustained the NGOs. This is not to imply that the present NGO leadership
is less eminent, but die roles and functions are such that only efficient and professionally
oriented organisations can fulfil them.
In die recent past, the demand for competent professionals has gone up. In the 70’s and
80’s committed professionals (doctors, engineers, agriculturists, architects, lawyers,
veterinarians, management graduates, professors, teachers, trained social workers,
economists, rural management experts,) moved into the NGO sector for lesser-than-marketrate remuneration. This is no longer die case. Professionals trained in reputed institutions
like the Institute of Rural Management, Anand (IRMA) are now lured into the corporate
and government sectors.
In general, the Colleges of Social Work have also been unequal to the task due to a number
of reasons:
• an industrial bias, with personnel management and labour welfare as the most
feasible career options offered; and
• a rigidity in the pedagogy and content of the course making it less amenable to
the changing needs of the NGOs.
It has, however, to be conceded that these institutions do provide trained personnel to
NGOs in the social welfare (health, aged, handicapped, family welfare and counseling) and
educational sectors.
Introduction
One may also mention a certain crisis of values and identities among many NGOs.
Sometimes professionalisation is equated with an uncritical acceptance of the values and
practical attitudes connected with “globalization” and a “market-approach.” Some urban
based and large NGOs have left the field and have become consultants or financial
intermediaries. In the process many have lost contact with the reality of the poor. They
may find it difficult to look at the world also from their perspective. In these moments of
rapid change, the hardest hit is the NGOs in urban and urban development work, and the
poor people’s organisations at the grassroots level.
1.2
(BSC'S (EVUMTlONAL ISCTE<JC^E9CIIO9CS
The Behavioural Science Centre (BSC) has been working for the organization and
development of Dalit, Adivasi and other poor, oppressed communities in different regions
of Gujarat over the past 20 years. In this effort, it has developed and employed an
educational pedagogy to increase the awareness and to strengthen the organizational power
of these communities. The experience it has gained in this field has been conceptualized and
communicated through various courses and training programmes organized regularly by
the BSC since 1982. The most comprehensive of these programmes has been the
Fellowship Programme in Social Management (FPSM), intended to train professionals for
development action.
The strength of the FPSM has been its ability to formulate and implement a pedagogy
integrating into the process of learning three different components: situational analysis, an
awareness of the self and an understanding of the importance of an organization
(Organizational Behaviour) for the development of oppressed communities. Thus, the
course has enabled its participants to use its rigorous theoretical basis as a tool to critically
and sensitively understand the Indian situation. It has made it possible to utilize its practical
fieldwork and group exercises as methods to enhance the understanding of the self, groups
and organisations. Every participant develops her own long-term strategics to deal with
complex issues in a mature, sensitive and informed manner.
The FPSM course has been delivered in various modes: long-term intensive (1-2 years),
tutorial (with emphasis on directed private study and reflection, and short-term intensive (6
months). The FPSM has trained 90 people over the past 14 years. With the introduction of
the Gujarati version of the course in 1988, the BSC has been able to reach out to a much
larger constituency, overcoming the limitations imposed by the English language.
1.3
0<F TME SCEVC COV^E
The FPSM is in its 15th year now. The scenario in the sphere of development action has
changed phenomenally. I he NGO sector as mentioned elsewhere, has witnessed major
changes in values and ideology. Many new areas have been incorporated into the sphere of
voluntary action. There has been a tremendous breakthrough with the introduction, into
the strategies adopted by NGOs, of the issues of managing the environment, sustainable
development, law, and advocacy.
2
Introduction
hi order to respond to die fast changing situation, the BSC has been contemplating a new
course, a Postgraduate Programme in Development Management which would draw on die
strengths of the FPSM, assimilate and conceptualize the new challenges facing the NGO
sector. This Programme will consist of diree sections:
(i)
(ii)
(iii)
Postgraduate Certificate in Development Management (4 months)
Postgraduate Diploma in Development Management (4 months).
Advanced Diploma (Master) in Development Management (4months)
This course would have die following characteristics:
(i)
(H)
1.4
To address it self primarily to marginalised communities like Dalits, tribals, OBCs,
minorities and women across these groups.
Providing a single degree, the course aims at producing three types of persons:
• dedicated grassroots organizers capable of strengthening and establishing
organisations of the poor;
• competent managers of NFPOs dealing with these communities;
• micro-entrepreneurs, with a solid foundation in business entrepreneurship
and committed to finding new employment opportunities for dicse
marginalised groups1.
i
AIM OT TUCT. sturdy
The present study has been undertaken in the context of BSC’s pl;tans to design a new course
on the above-mentioned lines. The BSC considers essential to understand the significant
characteristics of the present-day NGO sector, the way in which they perceive their HKD
needs and their perception regarding the relevance of a course of the type mentioned above.
The study, therefore, would provide a profile of the existing NGO sector, and some
indications as to the need, relevance and viability of such a course.
Chapter 2 describes in detail the methodology followed in this study. Chapter 3 provides an
overview of the literature on the NGO sector with special reference to India. Using the
results of the questionnaire, chapter 4 analyses the general profile of the NGO sector in
India: age, size, areas of operation, the target groups covered, the main activities
undertaken, and finally its ideological orientation. Based on the result of the in-depth
interviews, Chapter 5 examines some of the organizational features of the NGOs, while
Chapter 6 discusses the viability of the proposed course.
r WN1
eU?y Was dc*gncd’.lhc 0011130 wo had in mind concentrated only on the second type of product: competent manager
tor Nr 1 Os. Subsequent discussion led to a reformulation of the goals, objectives and content of the proposed course. We believe
that Uns change in perspective does not alter tlic nature of this study and its conclusions. Ihe change, on the contrary, reflects
some of tiic preliminary conclusions reached by the study.
3
CX^<P'7iE<^2
M‘E‘IHO(DO£.Og‘Y
2.1
I^O^VCTIO^
The study was designed to have two distinct stages. The first stage was a survey covering
about 6,000 NGOs. The instrument used was a questionnaire, which was mailed to the
Chief Executives of these NGOs with a covering letter explaining the context and aims of
the study, and a tentative outline of the proposed course content. The second stage
comprised interviews with the staff of 17 organisations selected from across the country.
The interviews were structured, with the interviewer following a pre-designed interview
schedule.
2.2
ScU(R^E<y
The survey was intended to cover as many organisations as possible. The selection of
organisations was a difficult task since there exist about 30,000 to 40,000 organisations
registered under the Charitable Societies Registration Act which are broadly referred to as
Non-Governmental Organisations. Methodologically, this should be the universe for the
study; but it is common knowledge that while a sizeable number of them are societies
furthering religious purposes, many more are dormant and fraudulent ones. Hence
choosing a sample from a list of registered charities would endanger the study. In the
absence of any information or method to distinguish the genuine from the spurious, the
active from the dormant, and the secular from the religious, we decided to select the
‘■population’ from certain directories and address lists prepared by authentic sources. The
following arc the sources used to prepare our final list:
(i)
<>■)
(iii)
(iv)
directory of NGOs published by the Council for Advancement of People’s
Organizational and Rural Technology .(CAPART), an organization promoted by
the Government of India;
address lists compiled by the Indian Social Institutes (ISIs) of Delhi and Bangalore;
list of partner organisations of BILANCE (formerly CEBEMO) in India; and
directory of organisations working with the disabled.
The directories were chosen in such a way that the selected organisations would represent a
variety of spheres: rural development, health, education, work with the disabled, and
training and support. A scientific classification of the organisations based on their activities
could not be done. Hence it could not be ascertained in quantitative term s the
representation of each type of NGOs in the final list of NGOs selected.
One may raise the question of representativeness. How far does this list of 6,000 NGOs
represent the entire country? To this question one may add the one on the percentage of
responses received. The response has been very average. We received 603 filled
questionnaires, that is, around 10.06 % of all questionnaires sent out. There arc serious
Methodology
questions that may arise regarding the validity of a study based on such a low level of
responses. Though in general validity cannot be established on a priori basis we would like
to submit that the responses cover fairly well all the Indian states. Moreover, except in a few
cases, the proportion of questionnaires sent to a state is similar to the proportion of
questionnaires received from each state. Though the number of questionnaires received is
small relative to the number sent, we may regard the responses as fairly representing NGOs
in all states of India.
‘Table 2.1
State ‘Wise ^Distribution of Questionnaires
STATE
NO. OF
QUESTIONNAIRES SENT
NO. OF RESPONSES
RECEIVED
RESPONSE
RATE
(1)
(2)
(3)
(4)
181
(3.02)
122
(2.04)
394
(6.58)
350
(3-34)
225
(3.76)
361
(6.02)
1899
(36.69)
246
(4-11)
163
(2.72)
357
(5.96)
379
(6.33)
23
(0.38)
22
(0.37)
30
(0.50)
48
(0.80)
8
(0.13)
86
(1.44)
34
_______ (5.65)
20
_______ (3.32)
66
______ (10.96)_____
30
_______ (4.98)
18
_______ (2.99)
46
(7.64)
130
______ (21.59)
33
_______ (5.48)
11
(1-83)
26
_______ (4.32)
34
_______(5.65)
2
______ (0.33)
3
(0.50)
5
______ (0.83)
9
(1-50)
1
(0-17)
9
(1-30)
4
GUJARAT
RAJASTHAN
MAHARASHTRA
KARNATAKA
DELHI
ANDHRA PRADESH
TAMIL NADU
KERALA
MADHYA PRADESH
UTTAR PRADESH
BIHAR
PUNJAB
HARYANA
HIMACHAL PRADESH
MANIPUR
MIZORAM
ASSAM
NAGALAND
i
7
(0.12)
_ (()-662_^
5
18.78
16.39
16.75
8.57
8.00
12.74
6.84
13.41
6.75
7.28
8.97
8.7
13.64
16.67
18.75
12.5
10.47
57.14
Methodology
STATE
NO. OF
QUESTIONNAIRES SENT
NO. OF RESPONSES
RECEIVED
RESPONSE
RATE
(1)
(2)
(3)
(4)
10
(0-17)
288
(4-81)
369
(6.16)
15
(0.25)
12
(0.20)
361
(6.02)
14
(0.23)
12
(0.20)
5982
(100)
1
(0-17)
71
(11.79)
43
(7.14)
2
(0.33)
1
(0-17)
1
(0-17)
2
(0.33)
GOA
ORISSA
WEST BENGAL
TRIPURA
PONDICHERRY
ARUNACHAL PRADESH
MEGHALAYA
JAMMU & KASHMIR
TOTAL
•
•
•
10.00
24.65
11.65
13.33
8.33
2.77
14.28
0
0.0
602
(100)
10.06
Figures in brackets in column 2 are percentages of total number of questionnaires sent.
Figures in brackets in column 3 are percentages of total number of responses received.
Figures in brackets in column 4 are percentages in relation to the number of
questionnaires sent to that state (column 3 4- column 2 x 100).
The information contained in the questionnaire has been analyzed in two chapters: Chapter
3 dealing with the general characteristics of the existing Indian NGOs and Chapter 5
dealing with the viability of the proposed course.
2.3
The interview approach was followed to elicit information regarding the organizational
characteristics of rhe present NGOs. We also expected to obtain insights and in-depth
information regarding the management practice and culture of a selected number of NGOs.
This would add a qualitative dimension to the study, which might, odicrwise, be limited to
the quantitative approach of the survey. The results of the interviews have been discussed in
Chapter 4.
The 17 organisations were not selected through a sampling process. In the beginning, 60
organisations were short-listed based on information we obtained from the directories or
through direct contact. From this preliminary list, 20 NGOs were chosen taking into
consideration (heir geographical location, their target groups and their activities.
The following geographical regions were covered North (Delhi and suburbs), West
(Gujarat, Rajasthan and Maharashtra) South (Bangalore and Madras). The Eastern region
6
Methodology
could not be covered due to difficulties in obtaining confirmation of dates in time. Special
attention was given to select NGOs engaged in activities like rural development, urban
development, training and support, funding, environmental action and vocational
education, brom the point of view of the target group, we considered those NGOs working
with high priority target groups like Dalits, Tribals, women, disabled and children.
Accordingly, 17 organisations who agreed to our request for an interview were visited, and
interviews were arranged with selected staff members. Although it was planned to have
interviews at 3 levels, that is with the Chief Executive Officer (CEO), with any one at the
managerial level and with any one at the operational (field) level staff', it was not possible to
do it in this manner in all organisations.
i
Table 2.2 provides information about these 17 organisations. The study will use only the
acronyms to refer to them.
‘Tabk 2.2
Organisations Interviewed
ACRONYM
NAME & PLACE
TYPE
1. BMA
Blind’s Men’s Association,
Ahmedabad.
Rehabilitation of the disabled
and also
supporting NGOs working for the disabled at
the comm unity level
2. AWAG
Ahmedabad Women’s Action Group,
Ahmedabad.
Empowerment of women and
fighting atrocities against women
3. DEEP
Dccpalaya, New Delhi
Working for children in urban shun in Delhi
4. CRY
Child Relief and You, New Delhi.
Fund raising and providing support to NGO’s
working for deprived children all over India
5. PHD
Progress
Harmony
Development, New Delhi.
6. SEARCH
Search, Bangalore
Support and training organization
7. CHC
Community Health Cell, Bangalore.
Community Health and Development
8. SKIP
Skills for Progress, Bangalore
Imparting income generation skills and co
ordinating and supporting organization for
NGOs working for formal and non-formal
vocational training
9. DPG
Development
Madras.
Group,
Facilitating
Development
of
weaker
comm uni tics in Rural, Urban and Tribal areas in
Southern India
10. GIF
Concern India Foundation, Bombay.
Fund raising and supporting organization to help
the vulnerable section of society become selfreliant
Promotion
and
7
Rural Development and family welfare
Methodology
ACRONYM
NAME & PLACE
TYPE
11. APNA
Apnalaya, Bombay
Urban Slum Development
12. ASTHA
Astha, Udaipur.
Facilitating grass roots organizing, training and
action on issues in Rajasthan with focus on
Dalits
13. TRU
Trust for Reaching the Unreached,
Baroda
Nirmala Samaj Kendra, Baroda.
Health care education and training
.<
N I mV If Ca
14. NSK
Economic self reliance
education, health care
through non-formal
15. JVI-C
Jan Vikas
(Gujarat)
16. KM VS
Kutch M ahi la
Bhuj-Kutch 1
17. IID
Institute of Integrated Development,
Nagpur.
Promotion of Primary Health Care
18. CHETNA
Centre for Health Education &
Nutrition Awareness, Ahmedabad.
Empowerment of women
education and awareness
19. NAV
Navsarjan, Ahmedabad
To organize Dalit communities in order to fight
in atrocities and injustice
ideology
Vikas
2.4
Oil,
Bhtij
Sangathan,
Rural Development and Environment
Empowerment of women through
literacy and economic self reliance
through
health,
health
INDICATOR
2.4.1 Ideological Orientation
This was measured using a scale devised for the purpose. Two contrasting ideological
orientations were conceptualized viz. ‘The status-quoist, charity’ orientation (Y-orientation)
and the 'Radical’ social change orientation (X-orientation).
Four pairs of statements were framed, with each statement in a pair being of contrasting
ideological position to the other; the respondents were required to agree or disagree with
these statements. Four of these statements were affirmative of X-orientation and hence
negative to Y-orienration, and the other 4 affirmative of Yr orientation (and hence negative
to X orientation). Hence ideological consistency demanded that die organisations agreeing
with statements affirmative of X would necessarily disagree with those affirmative of Y and
vice versa. A scheme for scoring the response was devised as follows.
8
Methodology
^Table 2.3
Ideological Orientation Scores
IDEOLOGICAL ORIENTATION
IDEOLOGICAL ORIENTATION
Statements
AHir.
!
Neg.
Response
consistent to X
Statements
Score
Amr.
Neg.
Response
consistent to Y
Score
A
Agree
+1
A
Disagree
-1
B
Agree
+1
B
Disagree
-1
C
Agree
4-1
C
Disagree
-1
D
Agree
4-1
D
Disagree
-1
E
Disagree
4-1
E
Agree
-1
F
Disagree
4-1
F
Agree
-1
G
Disagree
4-1
G
Agree
-1
H
Disagree
4-1
H
Agree
-1
AfFir. = Affirmative Neg. = Negative
‘Table 2.4
‘The Statements
A.
The disadvantaged, i.c. the disabled, the |xx)r,
the destitute, etc. need our care and
compassion. We as an organization must extent
all possible support and aim to make their lives
as comfortable as possible.
E.
Work with the disadvantaged i.c. the |xx>r,
the disabled, the destitute, etc. should lx*
aimed at enhancing their capacities and
feeling of self-worth to the maximum.
B.
As an organization, we provide training,
support and infrastructural facilities to those
F.
As an organisations we arc directly working
with our ultimate target group i.c. at the
organizations which
grassroots level.
arc
working
at
the
grassroots level.
C.
As an NGO, we try to serve all sections of
society regardless of whether they arc well-off or
not.
G.
As a NGO, we concentrate on serving the
jxx)r,
the
disadvantaged,
and
the
underprivileged sections of scxzicty.
D.
We have to accept society as it is today. Our
organization must try to solve the problems and
issues faced by society and its people within the
given social, political and legal framework.
H.
To solve the problems faced by society and its
people our organization must strike at the
root of social problems. For this, we arc
prepared to work for basic changes in the
stHi.if politu.il .uni leg,al fr.imcwork.
i
Score for Non-response to any statement
It is obvious from the above scheme that the maximum possible scores for fully consistent
responses arc 4-8 for X orientation and -8 for Y orientation. Any inconsistency in responses
would reduce the absolute value of the scores; to say 6 or 4 or 3, up to 0.
9
Methodology
The ideological orientation score of a particular organization would be obtained by adding
up the scores of each statement response. Subsequently a range of orientations with X and
Y at the extremities could be represented as follows:
r
-8
7
-6
“I
-4
i
-2
1
0
r
2
7
4
6
+8
The middle range from -4 to +4 signify a considerable extent of ideologically inconsistent
responses from both orientations. ^This indicates a tendency for gradual social change”
[Please note that the term 'inconsistent’ is used only with reference to the scale devised. It is
not a word used to qualify the respondent organisations. | In general, the middle range
would indicate reluctance of organisations to be associated with extreme ideological
positions and a tendency to combine attributes of both orientations in varying measures.
I
[Statements B and F denoting the opposing characteristics of 'distancing from’ and
immersion in’ the grassroots, on perusal of the responses, were found to be, perhaps not
sufficiently contrasting statement B need not necessarily mean a 'distance from the
grassroots; supporting other organisations at the grassroots could also enhance effectiveness
at that level. Hence analyses of the ideological orientation scale both with and without the
scores of these statements have been presented.]
2.4.2 Qualifications Preferred
A list of six qualifications likely to be looked for by NCiOs during recruitment were
presented to the respondents. They were asked to prioritize three of them in their order of
preference, giving 1 to denote 1st preference ‘2’ for 2nd and 3 for 3rd preferences. But
most of the respondents indicated without specifying preference, the qualifications they
would look for. Hence the analysis of this aspect has been done in two methods :
(>)
(ii)
Ranking of the qualifications based on the frequency of organisations citing each
qualification.
Ranking of qualification based on the priority given to each of them (although the
no. of respondents who have prioritized arc low.)
2.4.3 Competency Levels
The respondents were asked to rate certain selected competencies on a 5-point scale.
denoted excellent 2 - good 3 - satisfactory ‘4’ - insufficient and '5’ - poor, on this scale.
For analysis ‘excellent’ rating was attributed a score of 5 ‘good’ - 4 ‘satisfactory’ - 3
insufficient’ -2 and ‘poor’ - 1. The 7 competencies stated were rated both for the Managerial
and Operational level, of the respondent organisations. Subsequently competencies were
ranked according their overall average score; and the minimum and maximum composite
competency scores were worked out. I he minimum composite competency score would
therefore be 7 and the maximum 35.
io
Methodology
2.4.4 Career Advancement Indicators
PLach respondent was asked to state the extent to which career advancement could be
offered, by indicating it a 4-point scale (‘T indicating greatest extent and "4’ the least
extent.) Lour indicators of career advancement were developed viz. increased responsibility,
reasonable level of remuneration, opportunity for creative tasks and promotional avenues.
The scores were worked out on the basis of various parameters determining the possibility
of career advancement of staff within an organization. The score was not taken separately
for each parameter; rather the individual score for each parameter were summed up to give
an lliuiviuuai
individual UdlCCl
career «lUV<UlCClltL.HL
advancement dUUlC.
score. JLFor
extent was indicated on the scale. The
till
’Ul each the
111C CAI
greatest extent on the scale for each indicator was giveni a score 4, followed by score c3’ on
ihe scale and score 1 for 4 on the scale. 'The scores for all indicators were added up to obtain
a career advancement composite score. The indicators were also ranked according to their
individual score (added up across organisations.)
Score - classes
4-7
8-11
12-16
i
Extent of career advancement
Low
Satisfactory
High
An average composite career advancement score also could be computed.
2.4.5 Importance of the Proposed Course Modules
The respondents were required to rate the importance of each stated module on a 4 point
scale. The scale ranged as follows:
1 - very important
2 - important
3 - Not so important
4 - Not at all important
(scorc-4)
(score-3)
(score-2)
(score-1)
The modules were subsequently ranked on the basis of their aggregate ‘importance’ scores.
A high score therefore showed a higher importance for each module for the organization.
Apart from this composite score which was the summation of scores for each individual
module was also worked out. The limits for this composite score would therefore be
minimum 7 and maximum 28.
2.4.6 Representation of Priority Communities
A score was worked out for each priority community on the basis of its representation
within the NGO. The proportion of MS and OS level staff belonging to each community
were grouped into different percentage classes. Each class was attributed a primary score
value (PSV) with the increased in percentage value. Lach of these PSVs were given a
weighted score which was different for MS, OS and AS. In deciding the percentage classes,
I
11
i
Methodology
an implicit assumption was that representation of more than 50% to any one community in
any category (MS, OS or AS) has no added value. Therefore the last percentage class was
simply listed as c>50\ E.g. percentage classes for SC :
0
>()-< 10
>!()-< 15
>15-<20
>20-<30
>30- <50
>50
I
The maximum score for each priority community was worked out on the basis of the above
classes and the given weightage.
Apart from this an optimum score for each community representation was worked out on
the basis of the government policy of reservation, which is different for each community.
In the case of minorities, the optimum score were based on the population proportion of
minorities in India.
2.4.7 Training Friendliness of Organizations
The score was worked out on the basis of percentage classes depending on the proportion
of staff at each level (MS and OS) in the organization which were sent for training during
the specified time period. Training was divided into short term and long-term training.
Again the assumption was made that up to 40% training (sending 40% of the staff for
training) in the case of short term training and up to 10% staff sent for long term training is
practical and desirable for any organization. A composite score was also worked out which
was a total of staff sent for short-term training and those sent for long-term training.
12
CV/X'PTtESt^
ISSWS or ^O^-gO'UE.<R!XM(EW'JlL
0<ltgAMZJtTI0WS:
>? <g^.vi(E‘W or rrer
3.1
iw'k&dVcvion
NGOs have come to occupy a highly visible position today. While voluntary groups have
been active for several deqades, recent years have witnessed a marked escalation in NGO
activity. Much of this escalation has occurred due to the increased involvement of NGOs in
'development’ activities in the less developed countries. With this growth in the NGO
sector, there has been much discussion about the specific role of NGOs in society, their
relations with the state, their performance and their effectiveness.
Before we go on to discuss the findings of our study, it would be useful to briefly review
some of the current debates surrounding NGOs. The focus in this review is on what arc
commonly known as Southern NGOs, which differ from Northern NGOs in terms of their
activities, organizational features and modes of operation. The issues confronting the two
arc therefore quite distinctly different.
This chapter is organized as follows. The following section discusses the recent growth in
the NGO sector, and is followed by a section on the new roles envisaged for NGOs. Section
4 looks at the distinctive characteristics of NGOs and some typologies that have been used.
Section 5 examines the relationships between NGOs and other players in the field. Section
6 and 7 look at the strengths and weaknesses of NGOs and at some evaluations of NGO
performance. With this background, we finally move to Section 8, and discuss some central
issues pertaining to NGO management.
3.2
^qOsA^(D (R^CE^T gRO'WEJf
NGOs today command significant resources, arc growing rapidly in number, and have a
widening range of activities. By one estimate, funds channelled through NGOs to the
developing world amounted to $6 billion in 1991 (Riddell and Robinson, 1995). In terms
of reach, the 1993 World Development Report judges that approximately 250 million
people were being touched by NGOs, and that the number would continue to rise.
Garilao (1986) says that we can today rightfully talk of a NGO sector, which is
characterized by three distinct characteristics:
• layers of different types of organizations;
• development of horizontal linkages between NGOs, leading to a strengthened
identity^; and
• development of areas of expertise which arc strengthening their position in the
social system.
Issues oj NoH-doveinnicnkil Or^ainzations : A Review oj the 1 .itcrcilure
In India, an exact count of NGOs is difficult to establish. There arc 20,000 non-profit
organisations registered with the Ministry of Home Affairs for foreign funding, about half
of which arc engaged in development activity. The other half arc mainly religious
organisations, commercial bodies and a melange of other voluntary organisations. In
additions there arc many others which derive their financial support from domestic funding
sources. “A realistic estimate of the number of NGOs actively engaged in rural development
in India would be in the 15-20,000 range, including local and regional branches of national
organisations which operate as NGOs in their own right.” (Riddell and Robinson, 1995 :
138).
The NGO sector has grown dramatically in India in the last 10-15 years. According to a
survey done by FAIR in 1989, about half the NGOs arc less than 10 years old (Ghulati,
1995). Recent estimates suggest that the amount of foreign funds for Indian NGOs are
about Rs. 9 billion ($520 million), and another Rs.500-700 million are provided by the
government.
Several factors have contributed to the expansion of NGO activity worldwide. In part, the
failure of national governments to make significant dents in poverty has focused the
optimism of donors on NGOs (Bowden, 1990). NGOs arc increasingly being seen as
primary agents of democratic development, poverty alleviation and empowerment^ and even
as more efficient deliverers of government services. They are able to do this-because of their
strong presence in rural areas, intimate knowledge of the poor, their small scale and
flexibility (Farrington and Lewis, 1993 : 6). NGOs can build local people’s institutions to
enable their active participation in the war against poverty (Fernandez, 1987). The growth
has also been due to an impetus from within NGOs, because as Edwards and Hulme point
out, “All serious NGOs want to increase their impact and effectiveness, and to maximize
their own particular contribution to the development of people around the world” (1995).
Judging by current trends, this sector is expected to grow in the foreseeable future (Riddell
and Robinson, 1995).
3.3
TO^gOs
This rapid growth of the NGO sector has brought fresh focus on the role NGOs should
play in a society. Several persons have voiced the need for NGOs to play a more active role
in jx)licy formulation, through advocacy. (Ghulati, 1995; Kortcn, 1990; Fernandez, 1987).
It is increasingly being realized that policies at the macro level effect the interventions of
NGOs, and sometimes macro policies pertaining to trade, interest rates, militarisation etc.
can nullify the work done by a development organization at the micro level. NGOs arc
therefore beginning to redefine their role to have wider impact. Many NGOs have already
made the switch co becoming advocacy organisations; several others have incorporated the
advocacy function, while continuing to work directly with grassroots groups.
There is also a call from some quarteis for NGOs io play an active role in strengthening
civil society (Tandon, 1996). According to Lisa Vencklausen, '■‘’Development NGOs and
PVOs (Private Voluntary Organisations), like other voluntary associations, arc institutions
of civil society with the potential for creating social capital and fostering civic action”
14
Issues of Noti-Govenimenlal Organizations : A Review of the Literature
(1994: 4). She feels that there is a need for creating human infrastructure of a participatory
democracy, and NGOs can play a critical role in this regard.
3.4
(Disri^rcfri^E
otmjos
A variety of terms have been used to refer to the sector that is of concern to us here. Non
governmental organisations, not-for-profit organisations and voluntary agencies arc three
that are commonly used. What characterizes primarily this sector is its separation from the
state and die market. “NGOs arc institutions in neither the public nor the private sectors,
whose goals arc primarily value driven rather than profit driven.” (Salmen and Eaves,
1989).
Traditionally, NGOs have shared certain characteristics. uThc sector has a tradition of
working selectively with the poor (and has the ability to exclude the non-poor in ways that
the government - with more universal responsibilities- cannot); it has a relative emphasis
upon small-scale projects; and it has a tradition of voluntarism and ethics as a basis for its
activities” (Riddell and Robinson, 1995: vii.).
At the same time, we repognize that there is much variation among NGOs^
A basic
distinction is commonly made between membership or grassroots NGOs, and intermediary
NGOs. The latter act as support organisations for grassroots NGOs and often are the
conduits for funds. Besides this basic categorization, NGOs vary greatly in terms of other
criteria, and several typologies of NGOs are available in the literature. The criteria include
size (Robinson, 1993), stage of growth (Korten, 1990), ideological orientation (PRIA,
1991) and most commonly, type of activity carried out. Almost all the authors state that no
pure types exist, and often a single NGO has characteristics of more than one category.
Sometimes, tliough not always, there is a correlation between criteria, for example, age and
size tend to be positively correlated.
The majority of NGOs in India arc small in size and localized (Nadi, 1996). Two main
approaches characterize Indian NGOs. One is that of small scale integrated rural
development, which is premised on support for specific programmes and projects organized
scctorally and implemented through grass roots organisations. The other is a social action
approach, which concentrates on mobilizing the p<x)r to demand better services from the
government, tenurial reforms, and other common issues. Recently many NGOs have tried
to use both approaches in the belief that material improvement (achieved through
integrated rural development), and empowerment (achieved through the social action
approach) arc complementary. (Riddell and Robinson, 1995: 34).
3.5
Ng Os AND
Operating, as they do, in a socio-political context, the activities and modes of operating of
NGOs arc affected by other players in the field. Three important entities that influence the
functioning of an NCR) arc the State, the donor agencies, and other NGOs. In this section
we briefly examine some elements of the relationships of NGOs with these three types of
Organisations.
15
Issues ofNoti-Govertunenlal Organizations : A Review of the Literature
3.5.1 NGOs and the State
There has been much discussion on the relationship between the State and NGOs. Often
the developmental objectives of NGOs are shared by the governments, and relationships
between the two ranges from co-operation to conflict. There is significant overlap in the
types of development activities carried out by NGOs and by the government, and the
literature also discusses the relative strength of the two sectors in dealing with these
problems.
(a)
Type of relationship preferable between NGOs and the state
As mentioned above, the relations between NGOs and the State vary in different countries.
Even within a country, the relations may go through different phases, as in the case of
India. Irrespective of what the actual relations between these two sectors are, there is some
disagreement about what the type of relationship between the two sectors should be. One
group including persons from NGOs and the government feels that there should be no
formal collaboration by NGOs in government programs. They also feel that taking funds
from the government will compromise their autonomy (Fernandez, 1987).
There arc others, however, who feel that NGOs should actively co-operate with the
government in poverty eradication. Edwards and Hulme feel that NGOs need to work with
the government because the latter “remains the ultimate arbiter and determinant of the
wider political changes on which sustainable development dependsr>(1992:16).
(b)
Relative strength of the two sectors
Given the broad similarities in the objectives of development NGOs and the development
programs of the government, there is some discussion on the relative strength of the two
sectors in meeting these objectives. Fowler, based on his work in East Africa, feels that
“NGOs do not possess an innate comparative advantage over government institutions:
rather, they have a potential comparative advantage which can be realized only if they
consciously adopt management tools that arc appropriate to small-scale development
projects in an uncertain external environment.” (Riddell and Robinson, 1995:38).
(c)
NGOs and the state in India
Relations between the state and voluntary agencies in India have swung from one of
partnership to one of antagonism. The 7th and 8th five year plans, have accorded formal
recognition to NGOs in their development plans, and allotted funds for this sector. In the
mid-80’s, the relations between the two were marked by hostility. Much of this had to do
with a proposal that was put forth in 1986 with the support of the government to have a
code of conduct and norms for performance and accountability for NGOs (Poonam SmithSreen, 1995) While there was no concrete outcome of this proposal, it led to a lot of illfeeling between NGOs and the government. In March 1994, the Planning Commission met
100 NGOs, to facilitate co-operation between the state and voluntary organisations. One
may add that “...the latest influence in this relationship is the international aid agency, who
finds NGOs more effective conduits of sending aid to the poor11. (NCB Nath, 1996).
16
Issues of Non-Governmenlal Organizations : A Review oj lhe Literature
3.5.2
Southern NGOs and Northern Funding Agencies
A large share of NGO binding in the South come from Northern NGOs and state agencies.
For a long time, it was felt diat the NGO priorities were determined more by the funding
agencies’ agenda than by the NGOs and their target group. This resulted in a relationship of
paternalism and dependence between the two.
It is increasingly being felt that the relationship between Northern and Soudiern NGOs
should be one of partnership and not one of paternalism and mistrust. There should be
greater co-operation between the two on various fronts, such as information sharing,
educating the public and advocating against the anti-poor policies of the North. (Drabcck,
1987).
In India, ninety per cent of die funding comes from foreign sources. Like the country’s
government who is seen to impose restrictions when it provides financial support, foreign
funding agencies also appear to exert an influence on the activities of indigenous NGOs
while providing for their financial support.
3.5.3 NGOs among themselves
The general impression is that the record of co-operation and collaboration among NGOs is
poor. Co-operation between NGOs is often hampered by differences in organizational
ideologies and personality differences. The costs involved in maintaining active links
between NGOs, and die competition between different NGOs, also act as a deterrent to
building horizontal ties among them.
In India, Tandon notes that the most common type of collaboration between NGOs has
been in information-sharing and input exchange, and less in joint advocacy. PRIA’s study
reiterates the importance of forging links among NGOs and between NGOs and others
involved in the development process for NGOs to realize their full potential and have a
significant impact.
i
3.6
AND LIMITATIONS 0<F NQOs
NGOs, as distinct from private organisations and state agencies, are seen to possess certain
distinct features that give them an edge over other types of organisations. The strengths of
NGOs, i.e. their comparative advantage, arc often drawn from these unique characteristics:
(i)
(ii)
(Hi)
Flexibility. Unlike bureaucratic structures, which tend to operate with cumbersome
and inflexible systems, NGOs arc seen as non-rigid organisations. This quality also
enables them to be more innovative and adaptive in their approach.
Value-based organisations. NGOs arc value-driven organisations and arc thus able
to attract highly committed staff.
(Jose association with people at the grassroots. This enables them to successfully
win the trust of the people and to mobilize popular participation. Sheth sees the
emergence of community action groups as a response to the perceived failures of
17
Issues of Non-Cjovernmental Organizations : A Review of the Literature
(iv)
what he calls ‘modern politics’. “Just as die logic of the market-place leads to a
failure of the benefits of Western-style economic growth to ‘trickle-down’ to the
poor and the disadvantaged, so the growth of the modern state fails to extend
effective citizenship rights to the masses” (Eldridge, 1984-85: 402). According to
Cornea, the “organizational capacity that comes to life through NGOs and becomes
engaged in development action represents its fundamental strategic resource and
crucial contribution”. (1988:7) Cernea feels that NGOs are uniquely effective as
capacity building agents for local development.
Concentration on just a few activities and low operational costs. Even as NGOs are
recognized for the above-mentioned advantages, question has been raised about their
effectiveness. The limitations of NGOs discussed in the literature pertain mostly to
the nature and effectiveness of their interventions. Sheldon warns that what NGOs
consider their uniqueness and strength may well be their weakness. Thus, ““small
scale” can merely mean “insignificant”; politically independent can mean “powerless”
or “disconnected”; “low cost” can mean “under financed” or “poor quality”;
“innovative” can simply mean “temporary” or “unsustainable” (Sheldon, 1987).
One of the most commonly mentioned limitations of NGO interventions is their limited
impact. For instance, it is felt that there'is limited replicability of projects. NGO activities
are based on highly committed and sensitive staff which is hard to replicate. The challenge
for NGOs is to widen the impact of their work which is predominantly done on a small
scale. A study done by AID found that many NGO activities arc too narrow in reach to
have any regional or national impact. (Cernea, 1988). “Small scale NGO projects by
themselves will never be enough to secure lasting improvements in the lives of poor people”
(Edwards and Hulme, 1992:14) NGO projects are felt to lack a broad programming
context, and arc also unsuccessful at linking up of local projects with other programs.
It is also felt that NGO projects do not reach the poorest of the poor. “It is easier to work
with people who start assets, some confidence and some skills...”(Clark, 1990: 47) In
particular, too little attention is paid to the need of women.
In addition, some people state that most NGO interventions have limited sustainability
independent of the NGO s support. The activities arc not able to sustain themselves on
local resources.
Besides the limitations of interventions made by NGOs, some organizational weaknesses of
NGOs arc also discussed in the literature. According to some analysts, NGOs have limited
technical capacity. They also suffer from the limitations of inadequate feasibility analysis of
projects, a weak databases, and insufficient managerial or economic resources. Further,
there is insufficient learning from project experience in NGOs. Partly due to the genuine
difficulty in defining performance criteria, and also due to the lack of outside pressure,
NGOs do not give enough attention to evaluating projects and incorporating the learning
from these into future activities. Clark feels that it is one of the weaknesses of NGOs that
“... survival of NGOs has become delinked from their performance” (1990:61). Lack of
attention to leadership training in NGOs is another concern. There arc some who feel that
while leadership can often be crucial to NGO impact, fostering of leadership skills is not
18
issues of Non-Governmental Organizations : A Review of the Literature
given enough importance. This is partly due to the leader’s focus on activities outside the
organization, viz. the programmes of the NCR) (BRIA, 1991). Another reason for NGOs
not developing leadership potential within the organization is because they arc poor at
delegation. (Riddell and Robinson, 1995:38).
While NGOs arc credited for their participatory style of functioning, Clark feels that NGOs
which favour the participatory method of decision making, “ ... arc prone to slow response
resulting from cumbersome decision making, are susceptible to paralysis arising from power
struggles between competing factions, and can evolve conflicting aims as different
departments perceive a freedom to interpret their own role without reference to a strongly
defined overall mission.” (1990: 57).
3.7
OT NQOs
An issue closely related to the strengths and limitations of NGOs is die more specific issue
of programme effectiveness. In this section we discuss three evaluations of NGOs that were
carried out recently. There is no easy way to measure the success of NGO programmes. As
Drabeck points out, both donors and recipients arc struggling with criteria of effectiveness
of activities carried out by NGOs. The problem of measuring effectiveness is further
compounded by the immense variety in the types of NGOs, in their activities and in the
environments in which they function (Edwards and Hulme, 1992). However, despite this
difficulty, we feel that the following discussion will be useful in giving us some indication
about factors that contribute to success in NGO interventions.
Based on their evaluation of 16 poverty alleviation programmes in several developing
countries, Riddell and Robinson discuss the factors that led to programme efficacy. The
three factors most important for project success were, beneficiary participation, effective
management and leadership, and skilled and committed staff. A favourable external
environment, in terms of expanding local economy, plentiful resources and a supportive
local elite, was found to be conducive to project success. Also, projects designed with care
were among the more successful ones.
Jain conducted a study of 11 ‘successful’ Asian NGOs to understand their organization
design and management practices. He finds that a critical determinant of the success of
development programs is the organisation’s concern with its operational performance,
which prompts it to adopt certain management practices. Some of the important practices
adopted by these successful NGOs were:
• defined and specific systems for eliciting beneficiary participation;
• information management systems;
• routinization of procedures;
• regular and frequent review of field activities;
• ongoing training of staff on strategic and ideological dimensions.
In his study of Indian NGOs, Darta (1996) identifies a variety of features that contribute to
improved performance. The first 4 pertain to the goals of the NG(\ the Sth to its structure
and the 6-13 io its functioning.
19
Issues of Non-Cjovertimental OrganizalioHS : A Review oj the Literature
The important ones arc:
• having clear objectives and being aware of the objectives’ limitations;
• having standard operating procedures for carrying out tasks to meet their
objectives while remaining cautious about bureaucratization;
• having wider public support for the NGO’s objectives;
• providing physical inputs instead of process inputs, (i) and (ii) were made easier
if (his was (he objective;
• having specific systems and fora lor participation of representatives of
beneficiaries rather than non-specific open participation;
• learning from one’s own experience and incorporating that learning in the
functioning;
• getting regular input from staff for decision-making;
• including intensive interaction among team members and volunteers as part of
the design;
• well developed system of regular monitoring;
• well developed system for documenting relevant information;
• long range planning;
• considerable time spent by the leadership in inducting new members into the
culture and mission of the organization.
Based on the evaluations cited above, four broad factors that are important to NGO
effectiveness emerge. One is participation of beneficiaries in the programme process.
Second is the presence of committed staff. Both of these have been recognized as traditional
strengths of NGOs, as mentioned above. Two other factors arc a supportive external
environment including wider public support and the adoption of certain systems to enhance
'efficiency in organizational functioning. To gain wider public support, it is being
increasingly felt that NCiOs need to step up their advocacy and networking activities.
Finally, the above evaluations underline an increasingly felt need for NGOs : The adoption
of improved management practices and systems.
NGOs need to develop more
professionalism, which “...essentially implies a more efficient and productive utilization of
resources in pursuit of the mission set by organisations themselves” (Tandon, 1996:12).
This brings us to the final section, where we discuss some central issues in the debate on
management in NGOs.
3.8
ffCfO
There is much discussion in the recent NGO literature pertaining to NGO management. It
is being increasingly realized that capital and technology is not enough for development to
happen, and that there is a need for effective institutions to manage sustainable
development (Billis and McKeith, 1993). It is felt that “the management implications of
organisational growth have been overlooked because of the assumption that nobility of the
organisation’s objectives and individual commitment will ensure that management factors
do not become an obstacle” (Hodson, 1987).
Kortcn says that the increased role of NGOs requires them to enhance their technical and
strategic competence. Traditionally NGOs have relied upon moral purpose, good will, hard
20
Lssues of Non-GovenimetUal Organizations : A Review oj the Literature
work and common sense to carry out their work; diis can be described as a prc-bureaucratic
stage where the organization lacked basic management systems and procedures.
The increasing pressure on these organisations to provide sustained and large scale service
delivery has also necessitated a closer look at the management of NGOs (Korten, 1991 in
Datta, 1996: 4). The management of NGOs is critical also because as NGOs scale-up dieir
operations, “the challenge for NGOs is to maintain, and even improve the quality of their
interventions while at die same time scaling-up the impact of such interventions” (Edwards
and Hulmc, 1992:38).
In the case of India, Datta feels diat in the last 10 years or so, the growdi in NGO activity
has been accompanied by a ‘plebianization’ of such activity, whereby many persons of
ordinary competence have joined the field. At die same time the tasks of die voluntary
sector have increased in complexity, resulting in a situation where cc... a much more complex
task remains to be handled by people of less managerial abilities. This necessitates
strengthening of the management systems of these organisations much more today than
when they were manned by a handful of people with high levels of competence” (1996: 3).
Though the need for enhancing management competence in NGOs has been recognized for
a long time, the emphasis has been on evaluating the development efforts of these
organisations rather than on their functioning, as organisations.
NGO numagement and specific characteristics ofNGOs
While there is a generally shared feeling of the need to enhance the management skills of
NGOs, it is also recognized diat NGOs have certain distinct characteristics, and
management practices of the corporate sector may need to be modified for these
organisations (Oster, 199f>).
Paton and Cornforth list six characteristics which are considered distinctive about non
profits. These arc:
(i)
(ii)
(iii)
(iv)
(v)
(vi)
Non-profits have social goals that are not always easy to measure. In non-profits,
objectives arc set in terms of values and not in terms of profits, which often leads to
ambiguous criteria of success (Oster, 1995:12 ) .
Non-profits have different pattern of resource acquisition. Unlike trading
organisations, they arc not forced to maintain a balance between inputs and outputs
These organisations have a complex system of stakeholders. There are multiple
stakeholders including die staff, the clients, the funders and the board. Control of
the organization can become a tussle between the various stakeholders in the absence
of shareholders.
Often, non-profit organisations are marked by a distinctive culture. The difference is
not always in what they do but how they do it. There is an emphasis on
participatory decision-making and on certain values.
The scale of operations in most non-profits is small or medium sized. Even large
NGOs operate through modest units.
Non-profit organisations arc usually people-centered and work in the absence of
complex technological systems.
21
Issues of Nori-Govennnental Organizations : A Review of the Literature
i
Further, Oster feels that human resource management is especially important in non-profit
organisations, because they arc labour intensive organisations (1995:7). Datta mentions
one feature that is especially pertinent to development NGOs. There is no technology of
development, “...which can assure that if certain steps are followed, development with
equality and growth will take place”. (Datta, 1996:24).
Because of these distinctive features of NGOs, even as there is enthusiasm for enhancing the
management skills in the NGO sector, there arc concerns about the infusion of
management techniques without adequate thought to the particularities of NGOs and to
their existing strengths.
Brown and Kortcn feel that in their concern for strategy and impact, NGOs may lose sight
of their human concern for other individuals (Brown and Korten, 1989). According to
Darrington, voluntary organisations already have many strengths for effective management
and these must be taken into account when planning management inputs into NGOs. “The
voluntary sector is complex and many voluntary sector managers are more experienced in
the complexity of representation in a context of multiple accountability more than they are
in the nuts and bolts of ‘management’. Exposure of voluntary sector managers to issues of
autonomy and accountability occurs early in their careers compared to other sectors where
such areas arc considered strategic and of concern to senior management. This should be
recognized and acknowledged instead of simply their lack of knowledge about the nuts and
bolts of management.”
Similarly, “group leadership is a traditional strength of much voluntary sector management.
This should not be neglected in favour of the recent emphasis on leadership”. Comparing
two Indian NGOs, Gupta observes that one is characterized by systematic planning,
professional competence and technical expertise, the other by an ability to work with (as
against manage) the rcsourcclcss and landless persons in the target group. “When a
voluntary agency seeks to professionalise itself without a clear vision of the people it wishes
to serve and develop, the approach changes, wittingly or otherwise, from developing the
people to ‘managing them’.
3.9
CONCISION
Clearly, there has been a dramatic growth in the NGO sector in the last 10-15 years. The
failure of the state to successfully deal with poverty and its associated problems, has directed
attention to NGOs to address these problems. This growth has also been accompanied by a
discussion of the strengths and limitations of NGOs. The flexibility and value-orientation of
NGOs arc seen as important strengths, as is their ability to mobilize popular participation.
It is felt however, that the interventions of NGOs are limited in scope and are not always
sustainable independent of the NGO.
burther, NGOs generally lack systems and
procedures, which hampers both programme success and organizational efficiently.
Increasingly, concerned persons arc cautiously voicing the need for the adoption of
management systems and procedures to improve NGO performance.
i
22
CJ/X<PTfE^, 4
giE^eES(J/l£. <P‘RO‘FI£,‘E O<F ‘TJ^E
4.1
im^VCTION
This chapter provides
following aspects :
(i)
(ii)
(iii)
(iv)
(v)
(vi)
a general picture of the ‘average’ NGO in India. It examines the
Age of the organizations
Size of the organizations
Area of operation
Target groups covered
Activities taken up
Ideological orientation
This information is important to understand the development of the NGO sector in India
during the past 40 years as well as to cllarify die profile of the clientele for the new course.
4.2
j4(j‘E 0‘FTJf‘E
This aspect deals with tire year of establishment of the organization. Based on the ‘age’ of
organizations, we have introduced 4 phases viz. initial, growdr-oriented, consolidative and
renova rive phases1.
The average age of the NGOs which have responded is 16.98 years. There arc not many
organ rations much younger or much older than this. The most frequent respondent of this
smdy is one which h.is crossed the iiiiccit.iinties of the initial phase (3 years) and has
entered the growth phase (4-10 years), or the ‘consolidation’ phase (11-20 years). 'Hits is
obvious from the table 4.1 below.
__ I
' Hie first 3 years of an NGO are fraught with uncertainties; Hie ensuring 6 years (4-10 years) is the phase of growth (in
activities functions stall iukI so on). Hie next phase is one of consolidation (11-20 years) of organizational learning an
achievements, which is communicated to the outside world through traming. jrubhcalion. consuhancy■ elu ^,C
(21-30 & above) is the phase where the danger of extreme mstilutionalizution and stagnation is the highest, lienee it c.ill.
creative organizational change or ‘renovation’.
tlabfe 4.1
Classification of9fQOs intoj4ge groups
NUMBER & PERCENTAGE OF
ORGANISATIONS
AGE GROUP (YRS)
11-20
24
(4-0)
180
(30.1)
254
(42.5)
21 - 30
74
(12.4)
UP TO 3
4-10
34
(5.7)
12
(2.0)
20
(3.3)
598
31 - 40
41 -50
51-1-
TOTAL
o
ALB
Figures in brackets indicate percentage to total respondents.
CLzXSSIFICATION OF NGOs ACCORDING TO AGE GROUPS
□ 6%
□ 2%
□ 3%
□ 4%
Ji
□ 12%
. ' . L.. ■
□ 43%
24
□ 30%
□ UPTO3
0 4 to 10
□ 11 to 20
□ 21 to 30
031 to 40
□ 41 to 50
□ 51 .+•
Getieral Profile of the Organizations
T
About a third (30.1%) of the respondents arc in the ‘growth’ phase and 42.5%, in the
‘consolidation’ phase. Combined, the two phases encapsulate 72.6% of the respondents.
If wc consider the decade of establishment, it is observed that a majority of the
organizations were founded during the 70’s and the 80’s. This is in keeping with the general
understanding that the year immediately preceding and succeeding the emergency period
saw the formation of a large number of NGOs; the NGO-fricndly policy environment of
the 1980-90 decade also encouraged a high rate of formation of NGOs. As Fig. 4.1 shows,
42.5% of the organizations were established in the eighties, and 12.4% in the 70’s. This
means that over half (54.6%) of the total respondent organizations, were founded during
the two decades 1970-90.
4.3
OT O^^AHO^HS
The majority of respondent organizations work in rural areas. While 59.9% of the
organizations work exclusively in rural areas, only 5.87% work exclusively in Urban areas.
About a third (34.23%) of the organizations work both in rural and urban areas. If we
incorporate organizations having this dual presence in rural and urban areas, the rural
presence of NGOs rises to 94.13%, while the urban presence rises to 40.1%.
Analyzing table 4.2 there appears to be remarkable difference in the area of operation of
NGOs in the various zones. The cast zone, appears to have one of the lowest number of
NGOs working in urban areas. It has only 2 NGOs working exclusively in urban areas
while central zone has none, hi the other hand, the west zone seems to have the highest
number of NGOs working exclusively in urban areas. The north zone boasts of highest
number of NGOs operating in both rural and urban areas i.c. 48.08 percent of the total
NGOs in north. If wc add this figure to the figure for rural and urban NGOs respectively
(i.c. 48.08 + 48.08 and 3.85 4-48.08) it is revealed that in terms of area of operation only
about half of NGOs concentrate on urban areas (52.93) as compared to rural areas (96.16).
The south 'zone maintains the trend of concentrating more on rural areas and so docs north
cast. The central zone however has the highest percentage of NGOs concentrating
exclusively in the rural areas in comparison with all other zones, almost 80%. However
none of the respondent NGOs worked exclusively in urban area. Thus the central zone is
the epitome of the trend of preference and concentration of NGOs in rural areas. (For a
state wise analysis of the area of operations, see appendix table 4.2).
25
I
General Profile of the Organizations
Tabfe 4.2
Classification offfQOs fry J4rea of Operation & Zone
OPERATIONAL AREA
ZONE
TOTAL
EAST
WEST
NORTH
SOUTH
NE
CENTRAL,
U rban
Both
101
(68.71)
2
(1.36)
TL
(29.93)
147
(100)
46
(36.02)
25
(48.08)
161
(67.36)
16
(59.26)
8
21
(17.36)
2
(3.85)
9
(3.76)
1
(3.7)
54
(44.63)
25
(48.08)
69
(28.87)
10
(37.04)
2
(20)
204
(34.23)
121
(100)
52
(100)
239
(100)
27
(100)
10
(100)
596
0
(«0)
357
(59.9)
TOTAL
o
Rural
35
(5.87)
(iop)
Figures in brackets arc percentage of respondents from each zone.
Classification of NGOs by Area of Operation &
Zone
90 -]
80
80
70
60
50
40
o
o
z
30
20
<u
bO
cd
5
67.36
I
59.26
ffc
I
44.63
29.93
48.0848.08
£^7
36.02
7
H
Ki
fez
la#
® 28.87
I
,
uj
36
0
EAST
I
I
te
LW.36
H)
u
CD
CU
68.71
.76
.85
isi
i -
WEST
NORTH
I
37.04
I
i
0
r rn
SOUTH
Zones
26
20
NE
CENTRAL
B Rural
HU rban
Both
General Profile of the Organizations
4.4
sizt, or the o^gfiffizfmoffs
The data do not show any decisive pattern as regards the size of NGOs. The average staff
strength is 57.39. However the size of the organizations varies greatly, indicated by the
high degree of dispersion (S.E. = 226.21) in the data. Table 4.3 has classified organization
into ‘very small’, ‘small’, ‘medium’, ‘large’ and ‘very large’ types. About two thirds of the
NGOs (64.8%) is more or less uniformly distributed among the small and medium types.
Qable 4.3
Classification ofNQOs According to Size
________ OPERATIONAL AREA
RURAL
I
URBAN
SIZE OF THE NGO
wry?
UP TO 5 (Very Small)
6 - 15 (Small)
16-40 (Medium)
41 - 100 (Large)
101 - 500 (Very Large)
501 + (Very Large)
TOTAL
•
I
ft
'' 1''<
J T»TV"''
27
(7.7)
108
(30.8)
130
(37)
50
(14-2)
32
(9.1)
4
(1-1)
351
(100)
.’- V"
* > J
1
8
(24.2)
10
(30-3)
7
(21.2)
4
(12.1)
4
(12.1)
0
33
(100)
BOTH
TOTAL
“"Fl
11
(5.5)
65
(32.7)
59
(29.6)
33
(16.6)
29
(14-6)
2
(i.Q)
199
(100)
46
(7.9)
183
(31.4)
196
(33.6)
87
(14.9)
65
(H-1)
6
(1-0)
583
(100)
Figures in brackets are percentage of total respondents in each area of operation.
The table shows some differences in the size of the organisations with respect to their area
of operations. Of the organisations working purely in rural areas, more than a third (37%)
arc medium sized ones, while only 21% of the purely urban based organizations fall into
this category. In general, it appears that urban based NGOs have a smaller staff than rural
based ones. Almost a fourth (24%) arc Cvcry smalP while this category makes 8% of the
purely rural based organizations. On working out the average (65 + 59/199) it was found
that 62% of NGOs working in both rural and urban areas together are of ‘small’ or
'medium’ size.
27
General Profile of the Organizations
4.5
ststotAcnvims
The percentage of organisations which have cited ‘general’ and ‘non-controvcrsial’ activities
is much higher than those which have cited ‘specialized’ or ‘controversial’ activities.
Activities such as health, environmental issues, basic amenities, institutional care for
vulnerable groups, educational/ vocational training, co-operative and cottage industries arc
considered to be ‘general’ or non controversial activities. On the other hand provision of
training and research support, countering injustice, advocacy, gender issues, local self
government are activities which we have considered as ‘specialized’ or ‘controversial’.
Education and vocational training (73.96%), health (73.49%), environmental action
(66.67%) and alleviation of poverty (61.19%) are die ‘general’ and cnon-controversiaT
activities that engage the highest number of NGOs. When it comes to ‘controversial’
activities like countering injustice and atrocities, gender issue-based action or advocacy, the
percentage of organisations reduces. This same trend is visible in specialized activities like,
training & support, co-operatives & cottage industries, promotion of local self-government
and provision of basic amenities. Many of the activities included in ‘others’ are also
specialized - drug abuse prevention, youth development.
An analysis of the activities taken up by organisations working in rural and urban areas do
however reveal some differences (see table 4.4).
28
General Profile of the Organizations
Table 4.4
Types ofActivities in ^[ation to A^ea of Operation oftfie Organisations
OPERATIONAL AREA
ACTIVITY
Alleviation of poverty
Providing training, research,
infrastructural support to NGOs
evaluation
and
Countering injustice
Advocacy
Health
Gender issues
Environmental issues
Basic amenities
Institutional care for vulnerable groups
Local self-government schemes
Educational and vocational training
Co-operativc/cottage industries
Other titan these
TOTAL
•
TOTAL
Rural
U rban
Both
241
10
118
369
(68.66)
(30.3)
(59.3)
(61.19)
140
(39.89)
10
111
261
(30.3)
(55.78)
(43.28)
143
(40.74)
11
(33.33)
71
(35.68)
225
(37.31)
124
13
97
234
(35.32)
(39.39)
(48.74)
(38.81)
272
15
156
443
(77.49)
(45.45)
(78.39)
(73.49)
144
10
86
240
(41.02)
(30.3)
(43.21)
(39.80)
264
9
129
402
(75.21)
(27.27)
(34.17)
(66.67)
107
4
66
177
(30.48)
(12.12)
(33.17)
(29.35)
80
9
68
157
(22.79)
(27.27)
(34.17)
(26.03)
151
4
70
225
(43.01)
(12.12)
(35.18)
(37.31)
273
21
152
446
(67.52)
(63.63)
(76.38)
(73.96)
131
5
68
204
(37.32)
(15.15)
(34.17)
(33.83)
90
60
(25.64)
11
(33.33)
(30.15)
161
(26.70)
357
35
207
596
(100)
(100)
(100)
(100)
Figures in brackets are^ percentage of total respondents in each operational area - rural,
urban or both.
29
General Profile of the Organizations
Purely urban-based organizations arc mostly concentrated in activities like education/
vocational training (63.63%) and health (45.45%). They arc least involved in specialized
areas like local self-government and basic amenities (12.12% each), and co-operative
industries (15.15%). Among the purely rural based organizations 43% work for local selfgovernment and about a diird each (30.48% and 37.32% respectively) arc involved in the
other two activities viz. provision of basic amenities and co-operatives/ cottage industries. A
slightly higher proportion of purely rural based organizations (41.02%) than those working
only in urban areas (30.3%) are involved in gender issues; similarly 40.74% rural based as
against 33.33% urban based organization work for countering injustice. However about the
same proportion of exclusively rural and exclusively urban organizations work in die field of
advocacy.
The trend indicates that specialized activities arc leased indulged in by die urban based
NGOs. Also individual rural based organizations have diversified their activities much more
than those NGOs working exclusively in urban areas. A number of questions could arise in
relation to the classification of activities according to the areas of work of NGOs viz. rural
urban or Ixith.
(i)
(ii)
(iii)
Arc activities decided according to particular need of the rural environment?
Docs the above trend mean that taking up specialized or controversial issues finds
more support in the rural populace in comparison to the urban populace?
Is it that NGOs tend to categorize operational area in terms of activities?
30
I
(icnenil Profile oj the Orgaiiizalions
4.6
Hu* N(X>s work for a mult iplicity of target groups.
Tabte 4.5
(Distribution ofNQOsRecording to Target group
TARGET
GROUP
The poor
Disabled
Women
Children
Schedule tribes
‘minorities’
Scheduled caste
Other
Castes
Backward
Others
TOTAL
•
OPERATIONAL AREA
TOTAL
Rural
Urban
Both
290
18
162
470
(82.6)
(54.55)
(81.41)
(77.94)
101
11
77
189
(28.77)
(33.33)
(38.69)
(31.34)
302
22
160
484
(86.04)
(66.67)
(80.4)
(80.23)
237
18
138
393
(67.52)
(54.55)
(69.35)
(65.17)
187
2
100
289
(53.27)
(6.06)
(50.25)
(47.93)
78
5
56
139
(22.2)
(12.12)
(28.14)
(23.05)
256
4
114
374
(72.93)
(12.12)
(57.29)
(62.02)
183
3
91
277
(52.13)
(6.06)
(45.73)
(45.95)
83
16
79
178
(23.65)
(48.48)
(39.7)
(29.52)
351
33
199
583
(100)
(100)
(100)
(100)
Figures in brackets arc percentage of total respondents f rom each operational area.
31
^jenerai Projile oj lhe Organizations
DISTRIBUTION OF NGOs BY TARGET GROUP &
OPERATIONAL AREA
Others
Other Backward Castes
Scheduled caste
Both
p
0
CD
cs
H
Minorities
Urban
a Rural
Schedule tribes
Children
Women
Disabled
The poor
0
10
20
30
40
50
60
70
80
90
100
Percentage of NGOs
(1)
(ii)
(ill)
(iv)
(v)
A very high percentage (80.23%) of the organisations work with the women the
poor (77.49%) and children (65.17%).
The proportion of organisations which have opted to focus on the SC, ST, OBC &
'minorities’2 are much lower in comparison to the groups in (i) above (see Fig. 4.4).
SC (62.02%) ST (47.93%) OBC (45.95%).
31.34% of the organisations work with the disabled.
'minorities’ as a target group has been taken up by the lowest proportion of NGOs
(23.05%)
The organisations have predominantly opted for target groups with 'general’ labels
like the 'women’, the children and the poor; The specific communities like 'SC’ 'ST
'OBC’ and 'minorities’ have been comparatively opted for by lesser number of
NGOs.
Again, target groups for rural and urban-based organisations are different. More than 80%
each of rural based organizations and those working in both areas work with the poor as
2 The term ‘minorities’ includes religious communities forming a relatively small proportion of the Indian population. In general
all religious communities except Hindus are included under this category. Muslims and Christians consist the two largest
religious ‘minorities’ in India. This is not a term legally recognized in the Constitution of India.
32
(general Profile of the Organizations
their target group. However only about half (54.55%) of urban organizations work with
the poor. Again work with scheduled castes and tribes is much less for urban based
organizations (12.12% and 6.06% respectively) than for purely rural based organizations
(72.93% and 53.27% respectively). However a slightly higher proportion (33.33%) of
urban based than rural based (28.77%) organizations work with the disabled. About half
(48.48%) of die purely urban based organizations state with ‘other’ target groups.
4.7
IWEOLCXjICM.
The methodology and the scale devised for the purpose of measuring ideological orientation
of an organization has been explained in section (2.4.1) of Chapter-2. The scale has been
devised with two contrasting orientations at the two extremities. While ideological
orientation could have different dimensions, this scale has assumed only two opposing
dimensions to define the orientation of any organization. And these opposing dimensions
have been related to any organization’s approach to ‘social change’. While one extreme
position could be stated as ‘status-quo-isf, the other extreme could be ‘Radical social
change’. The ‘status-quo-isf position has the following characteristics:
(i)
(ii)
(iii)
(iv)
A charity orientation
Distancing from the grassroots
Lack of specificity in target groups/ issues.
Unquestioning acceptance of the given socio-political context.
The ‘radical social change’ orientation, has characteristics which are diametrically opposed
to the above.
(i)
(H)
(iii)
(iv)
Empowerment, justice orientation
Full immersion in issues and communities at grassroots.
Specific target groups as emerging from contextual analysis.
Commitment to change the existing socio-political framework.
Based on the above assumptions regarding the opposing dimensions of 'social change’ and
their defining characteristics, a set of eight statements was prepared. The respondents were
administered these statements to agree on disagree with them, the responses were scored
according to the scale as explained in section (2.4.1) of Chapter-2 (Methodology).
33
Oeneral Profile of the Organizations
The analysis has revealed the following pattern of ideological orientation.
(a)
Analysis considering all the 8 Statements
The overwhelming majority of the respondent organisations has adopted a gradual social
change orientation. As shown in table 3.5 below, 90% of the organisations arc clustered in
the interval between -4 and 4-4, which means that most of their responses have not been
consistent enough to qualify for either extreme orientation. At the same time, the interval
from -4 to -8 being totally unpopulated shows that the organisations have steered clear of
the status quo-charity orientation; and have certainly opted for a "change’ orientation.
<Ta6k 4.6
Classification of Organisations on the (Basis of Ideo(ogica( Orientation
IDEOLOGICAL ORIENTATION
NUMBER & PERCENTAGE OF
ORGANISATIONS
2
Charity - Status Quo Orientation (Scores -8 to -7 and -6 to -5)
(0-4)
534
Gradual Social Change Orientation (Scores -4 to +4)
(91-3)
42
Tendency towards Radical Social Change (Scores +5 to +6)
(7.2)
7
Radical Social Change (Scores +7 to +8)
(1.2)
•
Figures in brackets are percentage of total respondents.
Only 1.2% of the organisations have a clear "radical social change’ orientation (with score of
7-8) while 7.2% show a clear tendency towards radical change (scores 5-6).
A cross-tabulation of the ideological orientation scores of organization and their decade of
establishment shows that the radical social change orientation has been a post-1970
phenomenon see table 4.7 below.
34
General Profile of the Organizations
iMfe 4.7
Idea fogicaC Orientation of Organisations in station to tfie
(Period ofcEsta6(isFiment
I
YEAR OF ESTABLISHMENT
IDEOLOGICAL ORIENTATION
Charity - Status Quo Orientation (Scores 8.to -7 and -6 to -5)
Gradual Social Change Orientation (Scores
-4 to +4)
Tendency towards Radical Social Change
(Scores +5 to +6)
Before
1948
194870
0
0
22
(3.83)
0
197180
0
60
(10.43)
121
(21.04)
3
(0.52)
8
(0.52)
198190
After
1991
TOTAL j
1
1
2
(0.17)
(0.17)
(0.34)
253
68
(11.83)
524
8
(1-39)
101
(44.0)
23
(4.00)
5
Radical Social Change (Scores +7 to +8)
•
0
0
0
(0.87)
J
(17.56)
7
(1-22)
Figures in brackets are percentage of total respondents.
The seems to coincide with the slow demise of the Gandhian rural constructive work
(Sarvodaya) model which was less confrontationist and the rise of a more Marxian
Liberation Theology-based or Neo-Gandhian (inspired by J.P.) ethos in certain quarters of
the NGO sector.
Analysis considering only 6 statements (i.e. excluding statements B & F)
Removal of two statements in relation to grassroots involvement of organisations has
caused a perceptible change in the inclusion of organisations in the Tadical social change’
sphere. Whereas on the -8 to +8 scale only 5% of the organisations fell in the radial social
change orientation, on the +6 to -6 scale this has increased to 17.6% (combining the scores
from +4 to 4-6). This is shown in the following table 4.8 below.
35
8
-----------1
2
(0.35)
Pre-1970 organisations are 100% in the ‘gradual social change’ slot score (-4 to +4). All
the 10 organisations (3 with a clear radical orientation and 7 with a tendencies towards
radical change) with scores between 5 and 8 are post 1970 orientation.
(b)
I
I
(icncrm / rojilc oj inc ur^iiiicaiioii.s
Table 4.8
Classification of Organizations on the <Basis of Idea CogicabOrientation
(-6 to +6 Scale)
NUMBER & PERCENTAGE
OF ORGANISATIONS
IDEOLOGICAL ORIENTATION
7
Charity - Status Quo Orientation (Scores -8 to -7 and -6 to -5)
(1-5)
442
Gradual Social Change Orientation (Scores -4 to +4)
(75.6)
102
Tendency towards Radical Social Change (Scores +5 to +6)
(17.6)
32
Radical Social Change (Scores +7 to +8)
(5-5)
•
Figures in brackets are percentage of total respondents.
Based on thus analysis we may conclude many of the organisations professing a radical social
change orientation do not necessarily work at the grassroots level. They may be support
organisations.
Table 4.9
Ideological Orientation of Organisations in Relation to tbe
TeriodofT,stab(isfiment(-6 to +6Scale)
YEAR OF ESTABLISHMENT
IDEOLOGICAL ORIENTATION
Charity - Status Quo Orientation
(Scores -8 to -7 and -6 to -5)
Gradual Social Change
(Scores -4 to +4)
Orientation
Tendency towards
Radical
Change (Scores 4-5 to 4-6)
0
19
(3.30)
Social
Radical Social Change (Scores 4-7 to
+8)
•
Before
1948
3
(0.52)
0
1948 70
1971 80
1981 90
After
1991
TOTAL
2
2
4
1
9
(0.35)
(0.34)
(0-7)
(0-17)
(1-57)
52
(9.04)
96
(16.70)
208
(36.17)
58
433
(10.09)
(75.3)
8
(1-39)
27
(4.70)
53
(9.22)
10
101
(1-74)
(17.56)
1
(0.17)
4
(0.70)
17
(2.96)
10
32
(1-74)
(5.57)
Figures in brackets are percentage of total respondents.
36
There is a difference in pattern of ideological orientation in relation to period of
establishment, in this analysis. While the highest number of organisations fall into the
gradual social change orientation, unlike in the earlier analysis there is a small percentage of
organisations established before 1947 which do fall into "tendency towards radical social
change5. This is not extremely significant. Otherwise the analysis follows the same line as
the earlier one in that there are the highest number of organisations in the "radical change5
section with the period of establishment 1971 to 1980 and 1981 to 1990. There is also
sizeable percentage of organisations established after 1990 which fall into the extreme
category (i.e. score +5 to +6).
Target Groups & Ideological Orientation
The relation between ideological orientation and the target groups has been analyzed in two
ways:
Target groups of NGOs following each ideology
Various ideological orientations of NGOs working with each target group
(i)
(n)
4.10
Target groups ofNQOs in each Ideofogicaf Orientation (group
1
IDEOLOGICAL GROUP
TARGET
GROUP
The poor
Disabled
Women
Children
Schedule tribes
‘minorities’
Scheduled caste
Other
(Pastes
Backward
TOTAL
•
Gradual Change
Tendency To Radical
Change
Radical
Change
422
(79.03)
182
(34.08)
430
(80.52)
358
(67.04)
260
(48.69)
124
(23.22)
339
(63.48)
225
(47.75)
534
(100)
31
(73.81)
2
(4-76)
34
(80.95)
24
(57.14)
16
(38.09)
10
(23.8)
26
(61-9)
14
(33.33)
42
(100)
4
(57.14)
0
6
(85.71)
4
(57.14)
5
(71.42)
1
(14.29)
3
(42.86)
3
(42.86)
7
(100)
TOTAL
457
(38.39)
184
(31.56)
_ 470
(80.62)
386
(66.21)
281
(48.2)
135
(23.16)
368
(63.12)
272
(46.66)
583
(100)
Figures in brackets arc percentage of organizations in each ideological orientation.
37
(icncml i'rojilc oj the Or^amzalions
Ixioking at the target groups of various NGOs in each ideological orientation, the most
popular target group for NGOs of the ‘gradual change’ orientation is ‘the poor’ (79.03%)
support this target group), while the least popular arc the ‘minorities’ (23%). On the other
hand most of the respondents with a radical orientation target women (85.7%) and 71%
target scheduled tribes. Only 14% target ‘minorities’, while none of them work with the
disabled.
‘Tabb 4.11
IdeologicabOrientations ofNQOs having (Different Target groups
IDEOLOGICAL GROUP
TARGET GROUP
The poor
Disabled
Women
Children
Schedule tribes
‘minorities’
Scheduled caste
Other Backward Castes
TOTAL
•
Gradual Change
Tendency To
Radical Change
Radical
Change
TOTAL
422
31
457
(92.34)
(6.78)
4
(0.88)
182
(98.9)
2
0
(100)
184
(1.1)
34
6
(100)
470
358
(7-2)
24
(1.3)
4
(100)
386
(92.74)
(6-2)
260
16
(1-03)
5
(100)
281
(92.5)
(5.7)
(1-77)
124
10
1
(100)
135
(91.85)
(7-41)
(0-74)
339
26
3
(92.11)
(7.1)
(0.86)
225
14
3
(82.72)
(5-14)
(1-1)
534
42
7
(100)
583
(91-6)
(7.2)
(1.2)
(100)
430
(91.49)
(100)
368
(100)
272
Figures in brackets are percentage of organizations having each target group.
Analyzing the ideological orientation of organizations involved with various target groups,
there does not seem to be any major difference from the general trend i.e. the vast majority
(at least over 80%) working with each of the target groups are of the ‘gradual social change’
orientation. The proportion of organizations showing a tendency to radical change is quite
38
(iciictcil I i o/uc u/ inc ( 7/
low, bur the largest proportion of them (7.4%) works with the ‘minorities’ and the
minimum (1%) with the disabled. Radical change oriented organizations arc less than 2%
for all the target groups.
For purposes of further analysis, target groups were classed into various categories using the
contingency approach. This method clubs together those organizations which arc the most
close to each other in terms of ideological orientation. The method gave the following main
categories of target groups.
• A = women, children and the poor
• B = SC&ST
• C = ‘minorities5 and OBC
This grouping shows that these activities would generally go together. Category A above,
for example, shows that organizations working with women, those working with children
and those working with the poor are the nearest to each other in terms of their ideological
orientation scores. This means that NGOs working with women are also the most likely to
be working with children and / or the poor. The same logic applies to categories B and C.
The analysis comprised a statistical comparison between the average of the ideological
orientation scores of all organizations working with each of the target groups. The
comparisons were done in two ways :
• General Comparisions : between organizations working with different target
group categories (A, B, C above)
• Between organizations working with individual target groups.
General Comparisions
The comparisons were between target group categories in pairs or follows :
• A and A* (those organizations not working with women, children or the poor,
but dealing with the rest of the target groups);
• B and B* (the rest working uith groups other than SC & ST);
• C and C* (working with groups other than ‘minorities5 and OBC).
There was found to be no satisfically significant difference between the average ideological
orientation scores of B (1.6) and B* (1.3), as also of C (1.5) and C* (1.54). This means
that organizations working with SC & ST are not ideologically different from the rest; the
same applies to those working with ‘minorities5 and OBC.
However, the difference between the average scores of A (1.6) and A* (0.6) is statistically
highly significant, showing a significant ideological difference between organizations
working with women, children and the poor, and the rest. This may be due to the fact that
the proportion of organizations in the ‘rest5 is very small.
39
Particular Taiget Groups
Qimparisons were made between organizations working with the disabled and those
working with the poor, women, children, ST, ‘minorities’ and OBC. For each of these, the
difference in the average ideological orientation scores with the average score of
organizations working with the disabled is statistically significant. Appendix 4.3 shows the
mean ideological scores for NGOs working with each target group, as well as the degree of
dispersion given by the standard error (SE) values.
There is some difference in the results obtained in the rural and urban NGOs. In the rural
areas, the difference with NGOs working with STs and OBCs is highly significant, while it
is only moderately significant for urban areas. Ideology gaps seem to be more marked in
rural rather than urban areas.
The figures below compare mean ideological scores for NGOs working with different target
groups. The horizontal axis shows all target groups and the lines in the chart denote mean
scores of NGOs working with other target groups as compared to the NGO group which is
used as the base for comparison.
Tabfe 4.12
(Differences in Iifeohgicaf Orientation Scores ofNCjOs having Specific
‘Target Qroups with. Other NQOs — <Rura[fireas
PRIMARY
TARGET
GROUP
DIFFERENCES IN IDEOLOGICAL ORIENTATION SCORE WITH
NGOs HAVING OTHER TARGET GROUPS
MEAN
IDEOLOGICAL
SCORE
Poor
Disabled
Women
1.64
-0.11
-0.92
0
Disabled
0.72
0.81
0
Poor
1.52
0
-0.81
ST
‘minoritie
s’
SC
OBC
-0.12
-0.17
-0.45
-0.8
-0.17
0.92
0.8
0.75
0.47
0.12
0.75
0.11
-0.01
-0.06
-0.34
-0.69
-0.06
Women I Children
The above table shows the differences between ideological orientation scores of NGOs
having particular target groups (which are taken as primary target groups) with NGOs
having other target groups. Column 2 lists the mean ideological orientation scores of
NGOs with the primary’ target groups viz. women, the disabled and the poor. Column 3
shows the differences of these scores with the scores of NGOs having other target groups.
E.g. the mean ideological score for NGOs with the target group ‘women’ is 1.64, while that
of NGOs with target group poor’ is 1.53. The first cell in column 3 shows the difference
between the two (i.e. 1.53 - 1.64 = -0.11).
40
; icucrdi Pro/tie of (he Oi^unizalions
RURAL NGOs - DIFFERENCES IN IDEOLOGICAL
ORIENTATION
1.5 -]—
1 -I
0.5
<
5
>- o
0
< ^-0.5 <
s
-1
i
-1.5 J
TARGET GROUPS COMPARED WITH
I X Poor —O— Disabled—A— Women
In rural areas, organizations working with women seem to be more radically oriented (score
1.64) than those working with 'minorities’ (1-19) and with SCs (0.84); the difference is
statistically moderately significant. Again, organizations working with the poor claim to be
more radically oriented (1.53) than those working with SCs; the latter target group would
perhaps be politically more volatile, so that NGOs prefer to have a more conventional
approach.
Tabfe 4.13
differences in IdeofogicatOrientation Scores ofNQOs Having Specific
darget Qroups -with OtherNQOs - Urban jdreas
PRIMARY
TARGET
GROUP
xMEAN
IDEOLOGICAL
SCORE
Disabled
0.45
DIFFERENCES IN IDEOLOGICAL ORIENTATION SCORE WITH
NGOs HAVING OTHER TARGET GROUPS
Poor
Disabled
Women
Children
ST
‘minorities’
SC
OBv
0.88
0
0.78
0.85
0.63
0.57
0.73
0.6.
41
General Profile of (he Or^unizalioi is
Table 4.13 shows the differences between ideological orientation scores of NGOs in urban
areas having particular target groups (which as in table 4.12, are taken as primary target
groups) with NGOs having other target groups. As in tabic 4.12, here also, column 2 lists
die mean ideological orientation scores of NGOs with die primary target groups viz. die
disabled. Column 3 shows die differences of diese scores widi the scores of NGOs having
other target groups. E.g. die mean ideological score for NGOs widi die target group cdie
disabled’ is 0.45, while diat of NGOs widi target group ‘poor’ is 1.33. The first cell in
column 3 shows die difference between the two (i.e. 1.33 - 0.45 = 0.88).
URBAN NGOs - DIFFERENCES IN IDEOLOGICAL
ORIENTATION
1 -|
H
O
0.9
0.8 0.70.6 J
> o 0.5 -!
u 0.4 -I
I
E
0.3 -j
0.2 J
0.1 ]
o4
X
<3
cT
TARGET GROOTS COMPARED WITEI
Between rural and urban areas, these is a moderate difference between the ideological
orientadon scores of organizations working with women the rural based NGOs are more
radical in their approach (1.64) than urban based ones (1.23).
Ideological Orientation &Activities of Organizations
Ideological orientation also influences the activities under taken by the organization. Table
4.12 below analyses the impact of ideological orientation on the organisation's activities.
42
Activities of WQOs in each IdeofogicaCOrientation Qroup
IDEOLOGICAL GROUP
ACTIVITIES
Alleviation of poverty’
Providing training research, evaluation and
infrastructural support to NGO
Countering injustice
Advocacy
Health
Gender issues
Environmental issues
Basic amenities
Institutional care for vulnerable group
Local self-government schemes
Education/ vocational training
Co-operative/ cottage industries
TOTAL
•
TOTAL
Gradual
Change
Tendency
Radical
Change
Radical
Change
341
18
7
366
(63.86)
(42.86)
(100.0)
(62.78)
248
14
463
(46.44)
(33.33)
1
(14.29)
(45.11)
194
4
220
(36.33)
22
(52.38)
(57.14)
(37.34)
201
22
3
226
(37.64)
(52.38)
(42.86)
(38.76)
395
28
430
(73.97)
(66.67)
7
(100.0)
(73.76)
206
23
4
233
(38.58)
(54.76)
(57.14)
(39.97)
358
26
7
391
(67.04)
(61.90)
(100.0)
(66.07)
167
7
1
175
(31.27)
(16.67)
(14.29)
(30.01)
152
6
(28.46)
(14.29)
201
19
4
224
(37.64)
(46.23)
(57.14)
(38.42)
407
27
5
439
(76.22)
(64.29)
(71.43)
(75.30)
176
18
5
199
(32.96)
(42.86)
(71.43)
(34.13)
534
42
7
583
(100)
(100)
(100)
(100)
0
158
(27.10)
Figures in brackets are percentages of total organizations with each ideological
orientation.
43
The majority of the organizations of the 'gradual change’ ideology arc involved in activities
like health (73.97%; and education (76.22%). A little less than two thirds of the
respondents of this orientation arc involved in poverty alleviation. The activities where such
organizations are the least involved arc those of provision of basic amenities and the
running of co-operative/ cottage industries. On the other hand all the respondents of the
'radical change’ orientation are involved in the alleviation of poverty, health and
environmental issues. More than half (57% each) arc involved in activities like countering
injustice and local self-government schemes and about three fourths (71%) in education and
vocational training. Only 14% are involved in support activities to NGOs. Appendix 4.4
looks at ideological orientation of NGOs involved in each activity.
It appears therefore that organizations with opposing ideological orientations have common
activities; however there are also certain activities (like environmental issues, countering
injustice and local self-government), specific to organizations with a radical bent of
thinking. A comparison of the average ideological scores of various organizations involved
in different activities was also made. As with the target groups, the comparison was done in
two ways :
(i)
General comparison by groups of activities • Group A (poverty alleviation, health, education, environment) with A* (all other
activities)
• Group B (countering injustice advocacy & gender) with B* (all other activities)
• Group C (basic amenities, co-operative college industries) with C* (all others)
(ii)
Comparisons of ideological orientation of NGOs with specific activities
The following figure shows differences in ideological orientations of NGOs in rural areas,
urban areas and both, involved in different activities.
44
General Profile of the Organizations
I(D(EOLO(jIC^L O^fN^^IO^OT(ffgOs
2
2
L.29-* CI (MS)
2
1.9'
2
CI (HS
1.8X C (I-T^
1.72 LG( I
.L6£- A (M^)
1.52 <
1.5
1.5
1.5
1.5
1.2
1
1
1
0.97^ IC (MS)
1
T
PA
2
2
2
1.99
2
1.88, C
<7:
LGfHS
.67- AC'S)
ENV(MS)
v 1:55 ‘ G (MS)
■X5" H (MS)
1;4^ E (HS)
1.42 BA(MS)
1.5
1
0.97
1
IC (HS)
1.5
Gk S)
A^' H TS)
.•r-’is-* E (iviS)
1
1
0.97
IC
CI
45
< icncral / 'rojilc o/ /he ( /i^lihizciiiohs
2
2
1.8S- C (MS)
1.5
1.43
1.5
1
1
MS = Moderately significant
HS = Highly significant
PA
= Poverty' Alleviation
H
= Health
E
= Education
ESV = Environment
A
= Advocacy
CI
= Countering Injustice
G
= Gender
BA = Basic Amenities
C
= Co-operatives
T
= Training
LG = Local Self Government
IC = Institutional Care
E
RURAL
URBAN
1.5
1.47
1.5
CI (HS)
1.36
1.34
A (MS)
C(HS)
1.28
1.2
LG (MS)
PA (MS)
URBAN
2
2
1.55 .G
1.5
1.43 •E
1
1
1.5
’•x G (MS)’
0.57
0.5
0.5
1
IC
46
1.1
1
0.93
E (MS)-
(ieneral I’fo/ile <>J ihe tir^aiuzaiion.'-
General Comparisions
There is no significant difference3 in the ideological orientation of the groups A and A*, as
well as C 8c C*. However, organizations in group B 8c B* have a significant difference with
each other. Not surprisingly, the NGOs in category B are found to be more radically
oriented (1.8) than the rest (B*, scorc=l).
Comparisons of Specific Activities
The details of mean ideological scores for NGOs involved in each activity are given in
Appendix 4.5. The NGOs, working for ‘countering injustice’ have the most radical
orientation (1.99). There seems to be a highly significant difference between this activity
and others like training and research support (1.2), institutional care for vulnerable groups
(0.97). There is also a moderably significant difference with activities like alleviation of
poverty (1.152), health (1.5), gender (1.55), environment (1.57) and basic amenities
(1.42), all of which show organizations with a less radical orientation.
NGOs undertaking activities of providing training and research support have a less radical
orientation (1.2) than those working with co-operatives (1.88 - highly significant
difference) and local self government (1.72 - moderate difference), as well as those working
with gender issues (1.55).
Organizations working in urban areas appear to be more on the conventional side than
rural organizations : ideology scores are lower for all NGOs (though not significantly so in
all cases) for NGOs involved in the same activities is urban than in rural areas. There is a
moderately significant difference between ideology score of urban and rural based
organizations working on gender issues (rural 1.55 vs. urban 1.10) and education (rural 1.43 vs. urban 0.93).
NGOs in the urban areas involved in institutional care for vulnerable sections, seem to be
even more conventional than those in rural areas (score = 0.57). Again, urban-based NGOs
working for issues like advocacy and local self government are only moderately more
radically oriented than those working for institutional care (mean score for advocacy' - 1.36,
for local self government = 1.28).
3 The above groups were compared using the method of statistical significance at 5% level. Organization groups which, w'hen
statistically compared, showed a high level of difference in mean ideological orientation scores, are considered to have a highly
significant difference. Those organization groups which, when statistically compared, show' a moderate difference in their mean
ideological orientation scores, are considered to have a moderately significant difference.
47
(j?neral i'rojile oj Hie Ui^atULciiiot^
Ideological Orientation and Age of Organization
Appendix tables 4.6 and 4.8 classify NGOs by their ideological orientation and year of
establishment, taking into consideration all 8 statements and 6 statements respectively. The
following analysis considers all the 8 statements.
About 42% of the respondents fall into the age group 11-20 years. The majority of them,
forming 37% of the total, are of the ‘gradual change’ ideology. This forms the largest single
sing c
group of organizations.
Of the ‘radical change’ oriented organizations, the majority (85.7%) fall in the age group
between 4 & 20 years. A significant finding is that all organizations above 40 years of age
fall into the ‘gradual change’ category, while the ‘radical change’ group has no respondents
of over 20 years.
Appendix 4.6 yields two important conclusions :
(i)
(ii)
One can see a steady change in the ideological orientation : it was about 40 years
ago (1950-60) that organizations with a ‘tendency to radical change’ and about 20
years ago (1970-80) that those clearly oriented towards ‘radical change’ first came
into existence.
The proportion of ‘gradual change’ oriented organisations is still the highest;
however the rano of these organisations to those oriented to ‘tendency for radical
change’ and those with a clear ‘radical change’ orientation, taken together, has
decreased (from 17.25 in 1960-70, to 10.63 between 1970-90, to 4.25 in the
1990s).
Table 4.15
cflanges in Ideology: ^tio of Radical to Won KgdicalWQOs
NGOs WITH TENDENCY TO
RADICAL CHANGE +
RADICALLY ORIENTED NGOs
GRADUAL SOCIAL
CHANGE
ORIENTED NGOs
RATIO
G)
(2)
(2)/(I)
21-30
4
69
17.25
4-20
39
474
10.63
UPTO 3
4
17
4.25
AGE IN
YEARS
48
Ideological Orientation & Size of the Organization
Appendix 4.7 and 4.9 give details of ideological orientation and size groups of NGOs. The
largest proportion of respondents fall into the two size groups 6-15 and 16-40. These two
categories together comprise about 65% of die total respondents.
It seems, however, that the less radical organizations are smaller - 31% of the 'gradual
social change’ oriented organizations have 6-15 staff members, while 21.95% of
organizations with a 'tendency to radical change’ and only 14.29% of'radical’ organizations
are of this size. More than half the radical organizations (57%) have between 16 and 40
staff members.
49
C7/X<PT£^.5
cha^cte^is^cs or
Ngos IN INDIA
I^^aDVCTlO^f
5.1
This chapter analyses the organizational characteristics of NGOs in India. It is based on the
interviews of 17 NGOs spread over most of the states in India. It starts by exploring the
areas in an organization that provide it with meaning, direction and vision. Some of these
topics (ideological orientation) have been analyzed in chapter 3 on the basis of the
responses received from the mailed questionnaire. From the area of meaning we move into
the managerial functions of organisations. The last section deals with the organizational or
HKD aspects.
0<F MTJWflNg
5.2
5.2.1 Mission
Except for a couple of NGOs, all the others have their mission stated in some form or the
other: brochure, document, and annual report. DPG does not feel the need of a welldefined mission statement. DPG, CONCERN and SKIP do not have a well-defined and
stated mission.
‘laite 5.1
Mission Statement ofsome NQOs
NGO
MISSION STATEMENT
1. IID
Promotion of primary health cares.
2. BMA
Comprehensive rehabilitation of the disabled to reach as many disabled as possible.
Sustainability, encouraging local action, improving quality of services, self-reliance.
3. NAV
To organize the Dalit communities in order to counter atrocities and injustice
4. PHD
Industry cannot progress if people are not satisfied so help labourers
to help themselves and improve the quality of life of masses
5. DPG
Commitment to the poor and facilitating development of weaker communities in rural,
urban and tribal areas in Southern state of India”. But they do not see the need of a well
framed mission.
Uf ^imsai
NGO
6. CHETNA
MISSION STATEMENT
To contnbutc towards the empowerment of disadvantaged women and children so thacy become capable of gaining control over themselves, their
families and community health
7. KMVS
Women become self-reliant and gain self-respect.
8. NSK
To improve the attitude of people towards pre and postnatal care and to bnng people
together and make them socially and moral aware.
™ ?
9. SEARCH
To promote and support people organisations and networking of people’s
10. SKIP
Empowerment of marginalised youth through income earning skills.
11. TRU
To work for the health of the poor people, especially women and children.
12. CRY
Strength to the under privileged, the suffering, the children and to make
them
understand
aclatllem
°f
°f Mln
chnd
™
activate them. To make each person responsible.
• .
organisations.
Rippen Kapoor “Cry aims to provide comprehensive support to development efforts for
j socially and economically deprived children. Women and communities.”
13. CONCERN
Helping jk-ople to help themselves, reaching out to people.
14. CHC
Community health, awareness, research and action
15. AWAG
Empowering women and protesting against image of women in media.
16. DEEPA
Empower the slum poor by creating their community based organisations which will take
are of the community. Establish new socioeconomical-political peaceful society so as to
develop the underprivileged especially the children.
™
17. ASTHA
To help people to organize, expand their capacity and equip themselves for the
struggle
they must fight to over come the various deprivations under which they live.
There are some characteristics we may point out.
(i)
Most mission statements gtve a clear idea of the main thrust of the NGO: a support
(ii)
1 he vague statement is the exception (PHD).
Among those NGOs involved in medical work, it is possible to discern through the
(iii)
Var'OUS
m aPPro^h. Some are very specffic in
terms of the age of the target group (8), and others are general (11 and 14)
NGOs dealing with women’s problems present some interesting features. They all
W^b0) “empOWCTmene’
t meaning o7t^
51
1
I
5.2.2 The Role of Charisma
In most organisations, an individual or a group was mainly responsible for its formation.
There arc, even a few, where a wife and husband started and arc still involved (TRU,
/CHC). They occupy a pivotal position in the organization and they arc also in charge of
finances. CRY appeared to be emerging from the sole inspiration of an individual and his
effort. What people were inspired to begin with eventually took practical form. For
example, AWAG started with protesting against the image of women as portrayed in the
media and eventually it took up programmes at the grassroots. This has become lately their
major concern.
5.2.3 The Role of Ideology
,
Very few interviewees talked about an ideology which had influenced them except CHC
and TRU. The latter were influenced by JP Narayan movement of total transformation.
_zCHC speaks also of other influencing ideologies like Christian liberation theology,
.x^cRuddhist, BJP, Gandhian, Marxian and Island. But these two organisations eventually have
‘ evolved and moved away from total transformation ideology into integral development.
^/CHC clearly stated that rather than follow one rigid ideology it would rather learn from
different ideologies and accommodate them into its vision.
xWAG was one organization which stated that they were following a feminist ideology.
DEEP is inspired by a national cause (educate slum children to become the citizens of
tomorrow) and by a strong church influence. All the organisations interviewed had aspects
of altruism in them, with the idea of contributing to society in some specific areas like
health, women development, deprived children, training, and welfare.
More than ideology, concrete experience, and situations have led people to feel frustrated
with the existing systems and practices. CHC and TRU experience this with medical
practices that are highly technical and capital intensive. CHC, was initiated as a studyreflection-action experiment in Bangalore as an informal resource cell. For NAV, the
Golana incident in the Bhal provided the raison-d’etre. It believes that the Dalits and
marginalised are systematically exploited and development programmes do not a answer all
the wrongs done to them. Therefore the legal option is a must.
Most of these NGOs initially started with one or few activities and they increased and
diversified the activities as time passed. ASTHA had gone through a process along with the
GB, the staff and the people they were working with to evolve their mission. Their mission
52
^EALT^
NCr|O
-i- • 100
0 5814
'lS(
\ V t»c
4/
7^,-
Organisational C.haraclenstics of NCiOs in India
is “to help people to organize, expand their capacities, and equip themselves for the struggle
they must fight to overcome the various deprivations under which they live.” The staff of
the various organisations shares a general understanding of the organisation’s mission.
5.2.4 Vision and the Social Context
The inspirations of the organisations visited were not borne out of any socio-political
analysis or from a theory to remedy the situation. The interviewees believed in an integrated
approach to the issue they were involved in. For example, their focus could be health but
they would also encourage income generation, awareness, education and advocacy. The
assumption is that development takes into account various aspects of society: educational,
social, political, gender. They have, therefore, tried to integrate as many aspects as possible
into their vision and strategy.
5.2.5 Values
Talking to different staff members at different management levels one gets the expected
confirmation that values are very important to NGOs. By and large, the staff had an
adequate understanding of the organisation’s values.
It may be interesting to highlight the values chosen by our interviewed NGOs. Looking at
the mapping of the organisation’s field as a set of four concentric circles or perspectives we
could distinguish values that are linked to relations within the organization, to relations
with the customers or the “target group”, relations with other NGOs, and relations with
the external environment at large.
VLQ&E 5.2
^Cations oftfie NQOs
RELATION OF THE NGO WITH
ITSELF
•
•
•
•
•
•
•
Democracy’
minimum expenditure,
simplicity, and
sustainability
efficiency,
professionalism
discipline
punctuality
respect for authority
confidentiality
•
•
•
•
EXTERNAL
ENVIRONMENT
OTHER NGOs
CUSTOMERS
holistic, integrated
approach
participative approach
sensitivity
gender sensitivity
•
respect for donors
•
•
•
•
•
53
non-violence,
satyagraha
democracy
allegiance to the
Indian constitution
harmony
political alliance
Or^aniscilioncd ( 'harcK lei
o/ A ( >O.\ m India
One may note that most of the values arc related to the relationships within the
organization and to the relations with the target group. This aspect confirms the nature of
the NGOs as organisations supposedly oriented towards the other. There is hardly any
value regarding the relationships of NGOs with similar or affiliated organisations. In the
Indian context this may explain the competitiveness surrounding these relationships. One
misses the confrontational values which were more popular two decades ago. This also may
be an accurate reflection of the ideological shift that has taken place in the NGO world.
5.2.6 Gender approach
Almost all NGOs stated that they are sensitive to gender issues in the organization.
Egalitarianism is one of their values. There are a few whose main focus are women:
CHETNA, KMVS, AWAG. These three organisations have a woman as their CEO, and a
number of women as head of departments, and as core team members. A number of
relevant comments were made.
SKIP stated that the difficulty with appointing women as project heads was that they find
difficult to travel. SEARCH consciously is trying to recruit women faculty but without
much success. They have incorporated gender sensitivity issues in their OB (Organisational
Behaviour) training exercises. CONCERN, NSK and APA have almost all staff women.
AWAG and NSK had all women on their governing board. Almost all NGO mentioned
that they preferred women on the staff.
CONCERN explain the reasons for having only women in the staff as follows:
• women are empathetic to people;
• women are willing to accept low salaries.
No organization had special gender policies except ASTHA which has paternity leave; it
also mentioned that they do not compromise the safety of a woman. The projects and
activities have become more women focused in a few NGOs. IID stated that they were not
aware of gender related thinking. Most of their staff are women, but more out of
convenience than choice. CHETNA and NAV mentioned that gender sensitivity does not
mean that the organization has to stop taking up some risky activities. AWAG has adopted
a time schedule in order to suit women: office time starts at 11.30. In CHC, the couple
experiments with gender equality in professional and personal life. They also experimented
with equal salaries for all the staff but it did not work and later on they had to accept the
equity principle.
54
(Jr^atusaiioikil ( '/laraclenMics oj A( /(Zs m India
5.2.7 Strategy
From the interviews it is not easy to define strategy. Often strategy and objectives, and
objective and activities share a thin divide. The strategics appeared more evolved and
worked out. The approach an organization took, changed over the years as external and
internal environment changed. At times, strategics and activities were seen as one and the
same thing. For example, BMA said that activities include rehabilitation, education,
vocational training, while talking of strategies the same points were repeated.
The strategy reflects the mission statement. We also notice that with similar mission
statement the strategy differs. For example, AWAG and KMVS share the mission of
empowerment women through self-reliance, but one emphasizes advocacy and dialogue,
while the other creating a self-reliant women’s group.
It may be useful to present the strategies mentioned under a few headings in the following
table.
ruble 5.3
Strategies ofNQOs
SERVICE
RESOURCE
EDUCATION
AWARENESS
•
•
•
•
•
l.
Improvement
of
economic
standards
by
education
promoting and
sponsoring
rural experts to
achieve
their
objcctives(e.g.
water
harvesting,
animal
husbandry,
horticulture)
generating
awareness
entrepreneur
ship
capacity
building(in
decision
making)_______
•
•
•
•
promote
and
support people’s
organisations
mediator role to
associate
membcrs(SKIP)
fund raising to
support
small
NGOs involved
in development
publicity and PR
for fund raising
and
donation
from corporate
sector
research
and
documentation
of
atrocities
taken place and
judicial
outcomes
campaigning
•
•
•
•
•
55
ECONOMIC
WELFARE
MOBILISING
ADVOCACY
empowering
women
through
campaigning,
litigation,
dialogue
community
organization,
lobbying
issue based
organizing and
networking
•
•
•
welfare services
empowering
women through
health,
environment and
activities
of
handicrafts
integrated
rehabilitation of
the disabled
improving living
standards
by
economic
empowerment
economic
selfreliance
()r( ikiraclcrisiK. ({/ A( /(Zs m main
The new thrust of the eighties is clear in the adoption of new strategics like support and
advocacy
5.3
SWfl ^ffl gftMENl (P^fl CHOES
5.3.1 General Observations
Management practices arc not very well defined. Informal system exists like reporting,
supervision, and weekly or monthly meeting to plan, report and review what has been done.
Evaluation of programmes is done with a frequency ranging from one to three years either
by internal or external sources.
Some of the aspects emphasized by the NGOs were,
♦ setting yearly targets, and calendar;
♦ formulation of budget statement;
♦ monitoring of field based projects is done through written monthly/quarterly
reports.
There are important elements pointed out by individual NGOs. BMA had an informal
system but they have introduced a formal structure. CHC has a very participative, and
decentralized way of functioning, every one learns the basic skills and roles are periodically
changed. Management styles are experimented upon, as every three years the co-ordinator
changes and has a free hand to develop new administrative and managing practices. CRY
has a HQ and branches and therefore people from the branches relate among themselves
not only as belonging to different branches but as coming from various departments
(marketing department relates to marketing HQ). In NSK besides a monthly meeting of
the field and social workers, they have meetings every month or so with the parents of the
children co elicit suggestions, needs, and thus evaluate the impact of their work.
No NGO follows any particular managing theory. Most stated that the management system
was democratic. In most organisations decisions .were taken consultatively and there was a
fairly good degree of autonomy. In some cases the target groups were consulted in deciding
on certain matters.
Different organization has various divisions called units, departments or projects. To some
extent these units are independent to decide and operate. In ASTHA there is a programme
decision making group of seven persons including the director. This is the core decision
making group. In KMVS the heads of the units form a core group for many decisions
together with the executive secretary.
56
Organisational Characteristics of NGOs in India
It is interesting to note that one may find various levels of participation within one NGO.
In the community based programme at BMA participating in decision making has increased
recently because of higher levels of education. At the institutional level, the director feels
that participation of the target group is less than what it ought to be. At the programme
level the feeling was that participation in decisions affecting the beneficiaries was
satisfactory. The concerned team has a major say in preparing project proposals and the
budget. It is however, the board and the executive secretary in particular, that are
responsible for all the financial decisions.
5.3.2 Project management
The concept of 'project5 is different for different organisations: one would consider a
training programme a project, other would consider a rural programme a project. There is,
however, an accepted system to decide on accepting a project. For training or consultancy,
the request is scrutinized by the person heading the concerned department and then
submitted to the project director, if there is any, and finally to the CEO who puts it to the
board if big finance is involved.
In SEARCH the requests for training are scrutinized and finalized in the month of
December. The yearly work schedule is prepared by the end of the same month. December
becomes a planning and evaluating time for the organization.
New projects are always discussed with the staff concerned before they are accepted and
latter are involved at the planning level. In some organisations, the client’s (target group s)
suggestions are considered. In most NGOs there is freedom in conceiving a project,
planning it and executing it. This could be one of the reasons why NGOs may appear as
attractive organisations where personal development is possible.
5.3.3 Managing Information
Most NGOs have adopted formal and informal systems of communication. The common
ones mentioned by all are : periodic meetings, written and oral reporting, notice boards,
report files, and some sort of an inventory system in the office. Some like CONCERN and
CHETNA are using a lot of graphics, and designs of various kinds.
Computers are used in all the NGOs, though in varying intensity. The exception was NSK
which says it cannot afford one. Computers are mainly used for report writing, keeping
correspondence, accounts, data collection (land and soil, legal, crime, health), research and
analysis (JEC). NAV gives great importance to the maintenance of records of atrocities,
crime, and land distribution in the villages where they work. This is extremely useful in
tackling a concrete case. Computers are also used for library work, and for scanning the
57
i
I
, vl / t /A lil i ! iaiLi
Hill <
literature while preparing training material. TRU feels that computer packages are not
NGO friendly since they arc mainly designed for the corporate sector. DEEP is the only
NGO visited which had developed its own Management Information Systems; AWAG
keeps track of sexist advertisements, movies, and printouts to protest against them.
5.3.4 Managing People - HRD
(a)
HKD as a Separate Function
None of the NGOs reported in the interviews the existence of a separate HRD department.
Most of them, however, claim to have an HRD function in the organization. Most of these
functions are managed by the CEO (CHETNA, TRU). CHETNA wants a HR person but
from within the organization and not from outside. CRY has a HR function at the HQ but
not at the branches; the HQ looks after the HRD needs of the branches. All of them
asserted the need for HR functions in the organization. This is an important area where the
proposed course could have a real impact.
There are various ways in which the HRD needs are met. BMA calls outside consultants.
The salary and the increments are linked to performance. ASTHA has also the same
arrangements. DEEP is badly looking for an HR person but due to the high salary
demanded has not been able to get one. In KMVS and JEC, the core team along with the
CEO looks after the HR functions. In CHC there is a movement from unstructured,
informal to formal and structured personnel policies. In SEARCH the senior staff, the dean
of faculty and the dean of programmes, look after the HR functions. PHD has a HRD
department. One gets the impression that there is an important lacuna in this area. No
NGO was able to show a very clear-cut system to assess performance and motivate staff.
This may be one of the reasons for the great turnover of personnel in the NGO sector. All
have expressed the need for a HR person or for a separate department because they want to
avoid the high turnover, retain competent people and motivate the staff.
(b)
Recruitment Policy and Practice
Some of the information regarding recruitment policy and practices may have an important
bearing on the future of the course. Having this in mind,.we have divided them into
favourable and unfavourable aspects.
Unfavourable Aspects
(i)
Adoption of informal and personal channels of recruitment. Most NGOs follow this
method because advertising brings persons who are not ready to adjust culturally or
to find permanent accommodation. It is also very expensive and beyond the budget.
58
()ixamsaiiiHiiM ( i/ci/ck ic/ i.sucs o/ .\(/(7.s /// IncUci
(H)
(iii)
(iv)
The latter reason may not be entirely true given the annual financial turnover of
many NGOs. There seems to be a preference for a selection procedure that is more
open to influence and nepotism than to professionalism.
High qualifications are looked with suspicion. NGOs feel that they have recruited
qualified (in social sciences, with MSW degrees and even from IRMA) staff. They
had, however, to be grilled into the NGO culture and way of proceeding.
High qualifications are related to high salary expectations. Most NGOs mentioned
that the demand for high salaries not being fulfilled, is one of the reasons for leaving
the organization. This trend may be stressed by sending qualified personnel.
The factors responsible for people leaving the organisation may militate against
candidates coming with a formal training. The most common reasons cited are
personal, marriage, children, family pressure, transfers, and better job opportunities.
Favourable Aspects
(i)
(ii)
(Hi)
Great need to recruit professional, and technical people (engineers, agriculturist). It
is also difficult to get an all-rounder who can manage various functions at the
administrative and other levels, since the NGO cannot afford people for each
function.
Great need to recruit women. It is difficult to recruit them for work at the field level.
The “target communities” for whom the course is planned are not sources of
recruitment. This is a conclusion from some of the remarks made by various NGOs.
Certain NGOs recruit people from the area but for functions at the community
organizing level and not so much for executive positions in the NGO staff. Note, for
example, that BMA is not able to recruit people from their own clientele and that
too because of lack of competent people and BMA has not done much about
improving their competencies.
Open recruitment: A few NGOs have campus interviews. CHETNA has a very formal
selection procedure involving a written test, group discussion and interview. In almost all
NGOs the selection of candidates is done by the CEO in consultation with the programme
head for which the person was recruited. In CRY the HQ HRD department has to approve
the selection. All these procedures point out to formal and objective practices which will
enhance the chances of well prepared candidates. Astha has three months probation period
(testing period) for new personnel.
59
()r^aiiisaiional ( hciraclcristics oj A(/(Zs /// hkiia
(C)
Opinions about MBA1 and MSW2 Graduates
We deal with this point scparatclv because it is directly related to the type of course
proposed. We may distinguish the following attitudes.
(')
(li)
(iii)
Mixed feelings: PHD and BMA were happy with them while others like KMVS,
TRU, and JEC did not sound very pleased with MSW. MSWs were also perceived as
people wanting high salaries, not willing to work at the field level. They are
recognized as useful people in the NGO field in some aspects but their salary
expectations far exceed what the NGO can afford. The MBA culture was looked
down by the interviewed NGOs as too formal, structured, arrogant, with little room
for a human element. CRY has recruited some MBAs who left them after sometime.
Recruitment of qualified people has taken place: BMA has two directors having
MBA degrees. A couple of NGOs mentioned that a healthy mixture of MBA and
MSW competencies would be ideal for an NGO. CRY, DEEP, PHD, ASTHA have
people from XISS3. There seems to be a desire to hire people who are MSW, BSW4,
and graduates from TISS5, Gujarat Vidyapith and IRMA6 if they are ready to come.
Corporate managers would make good NGO managers if they scale down their
salary and improve their motivation and commitment. MBAs are useful to the
organization because of their ability to innovate, for the management inputs and for
their outstanding intellectual capacity (mentioned by one NGO).
The most desired background or qualifications are:
• rural based graduates so that they are willing to work in the field;
• MA7 in sociology and psychology;
• relevant experience of the NGO world as well as in a specific discipline;
• field involvement because it is only through it that you learn to feel the pulse of
ground reality.
We have recorded separately the preferred qualities in the candidates. This will provide an
interesting reference to outline the expected output from the planned course.
1 Masters in Business Administration
2 Masters in Social Welfare
3 Xavier Institute of Social Senice
4 Bachelor in Social Welfare
5 Tata Institute of Social Science
6 Institute of Rural Management
7 Masters in Arts
60
Organisational ( 'haraclensticw oj A(/(Zy in India
‘Table 5.4
(profile of the (Ejected Characteristics in the new p^cruits
•
•
•
•
•
•
•
•
•
APPROACH
MOTIVATION
INTELLECTUAL
ABILITIES
Commitment
Sensitivity
Empathy
Gender sensitivity
ability to go beyond
caste and class barriers
devotion to work and
to the cause of the
NGO
make
willing
to
sacrifices
patient
pro-poor
•
•
•
ORGANISATI
ONAL
ABILITIES
to •
ability
the
analyse
and
situation
;
the •
identify
critical issues
to •
willingness
learn
knowledge
of •
contemporary
issues
ability’ to take
up different
tasks and roles
inter-personal
skills
organizing
and leadership
ability’
to
initiate
•
•
•
SPECIFIC
SKILLS
PERSONAL
QUALITIES
communicano
n and writing
skills,
proficiency’ in
language
familiarity7 with
the culture of
the area
•
•
•
willingness
to
travel
and be in
the field;
married
and
settled(K
MVS)
ready
to
do menial
task
We may note the emphasis on the first group (motivational and inspirational qualities).
This is summed up in one comment made by the director of CHETNA:
“I am ready to conipromise on qualification but not on conipetcnce and commitment”.
5.3.5 In-service Training: Sources and Content
All the NGO valued training for their staff and all of them have sent people in various
degrees for some training or the other.
(a)
Assessing Training Needs
The methods to assess training needs are, by and large informal. There are NGOs using
performance appraisal methods to identify training needs. CHC has five days a year
allocated for assessing the training needs for each member where the person can choose the
kind of training available within the available resources. Other methods mentioned were self
evaluation and evaluation by senior staff and Strength-Weakness-Opportunities-Threats
(SWOT) analysis. Staff meetings are also used as means to voice one’s training needs and to
identify the persons to be sent for training.
61
(b)
Content
Training has been mainly skill-oriented, non-theoretical and it has generally taken into
consideration the needs of the trainee. Theoretical understanding of the NGOs, and of the
specific aspects of NGO management do not figure in the content of most NGO’s training.
ASTHA is more task-oriented, but that alone is not enough. What they need is to be
equipped with relevant competencies and skills.
Some of the themes chosen for the training programmes are computers, adininistrative
skills, communication, documentation, report writing, health, gender sensitivity,
Organisational Development (OD), finance, fund raising, evaluation, accounts, time
management, budgeting, self-development, NGO management, value workshop, leadership
training, urban development, planning, OB, street plays, programme management.
(C)
Duration
The training duration has varied from 3 days to 15 days. There are few cases of people sent
for a six-month training. In the latter case, die trainee was working in the organization for
some time during the course. CHETNA has sent a person for 18 months training, an MA
course in gender and development. Some NGOs voiced clearly a few apprehensions
regarding long training. It represents a loss of time to the organization, and there are
doubts about the likelihood of the person returning to the organization. In other words, the
risk involved is too high.
(d)
Sources of Trainers
Internal in-service training is done by the staff members themselves. Among the external
agencies there are academic institutions (IRMA, UM8, B.K. School of Management, XISS),
training institutions (ISABS9, PRIA10, ISI11, BSC12, Janvikas, VHAI13, Abhivyakti,
NCERT14, AFRO15) and government training institutes (NIRD16). Many NGOs remark
that academic institutions are not very useful for training. People are sent for training in
their own region, for example, South Indian NGOs send them mainly to the South, while
NGOs in the Western region tend to send people to places in that same region.
3 Indian Institute of Management
9 Indian Society for Applied Behavioural Sciences
10 Participatory Research in Asia
11 Indian Social Institute
12 Behavioural Science Centre
13 Voluntary' Health Association of India
14 National Centre for Education, Research and Training
15 Action for Food Production
16 National Institute of Rural Development
62
(e)
Other Aspects
(i)
BMA has not paid for any training. It was always sponsored or voluntary services
were offered.
Training opportunities are offered but the staff is unwilling to make use of them due
to personal reasons.
AWAG’s experience in contracting an outside expert to give OB inputs was
expensive and therefore it was finally not called. It has developed expertise within the
organization and now the CEO is in charge.
The medium of training is mainly English. Many NGOs would like to use the
vernacular so that people at the grassroots are empowered.
In DEEP the project director and another employee working on a project mentioned
that though DEEP is in favour of training, the latter is not directly related to need or
performance. The consequence is that the objective of training is not achieved and its
relevance for application and implementation is minimal.
NAV provides in-house training for new recruits over a period of one year. The
recruits have to pass the examination with 60 percent marks or they have to reappear
in the examination. The exams cover topics like law, land revenue, self-defense, and
self-development. This NGO very clearly stated that it does not need any external
training.
(U)
(Hi)
(iv)
(V)
(vi)
5.4
5.4.1 Staff profile
‘TabCe 5.5
(Distribution ofStaff
NO. OF STAFF
MEMBERS
NAME
BMA
SKIP
DPG
SEARCH
APANALAYA
Men Women
___ L
120
44
Total
(73)
(27)
7
6
(100)
13
(54)
(46)
40
45
(47)
(53)
33
23
(100)
56
(59)
13
(41)
57
(100)
70
(19)
(81)
(100)
COMMUNITIES
SC
ST
OBC
Minorities
ORGANISATIONAL
LEVELS
Managerial
staff
Operational
staff
164
Break up was not available
13
3
7
(100)
85
Break up was not available
17
Break up was not available
2
2
2
9
57
1
63
16
()rganisdiic-nal ( haracierislics of A( /().\ in India
NO. OF STAFF
MEMBERS
ORGANISATIONAL
LEVELS
COMMUNITIES
NAME
CONCERN
TRU
NSK
AWAG
DEPALAYA
JEC
KMVS
CHETNA
NAVSARJAN
•
Men
Women
Tot.il
4
25
29
(14)
(86)
(100)
25
9
34
(74)
(26)
(100)
14
33
47
(30)
(70)
(100)
3
62
65
(5)
(95)
(100)
62
78
140
(44)
(56)
(100)
7
7
14
(50)
(50)
(100)
4
21
25
(16)
(84)
(100)
13
26
39
(33)
(67)
(100)
76
16
92
(83)
(17)
(100)
SC
ST
4
OBC
Minorities
Managerial
staft
Operational
staff
12
10
28
19
66
6
6
22
57
Break up was not available
7
50
1
5
8
10
5
17
35
17
1
2
7
1
1
Break up was not available
1
88
98
Figures in brackets are percentage of total staff in that organization.
5.4.2 Board of Trustees
All the organisations we interviewed were registered under either the Trust Act or the
SocietVs Act except CHETNA which is part of the Nehru Foundation. As per the legal
requirements of the Trust and Society Acts, the organization is supposed to have trustees.
All of them have trustees, the number varies for different organisations. A summary of the
main features of the board is presented below.
64
()rganixatiotiai (. 'haraclenstics oj A (/(Zs m India
(Ta6fe 5.6
(Details ofNQOs Interviewed
N°
TRUSTEE
MALE/
FEM
YEAR
OF
REG.
1. AWG
9
9/-
1983
Housewife, professor social activists, doctor
counselors
2. NSK
7
7/-
1988
Nuns-nurse, social work,
3. RAWS
8
3/4
1991
NGO functionaries, Govt. Bureaucrat, social
worker,
4. CONCERN
3
1/2
5. CHC
20
6/14 ?
14 Al-
6. DEEP
14
4/10
7. SEARCH
7
2/5
8. PHD
5"
9. ASTHA
11
2^
Founder
architect
10. DPG
9
4/5
Scientist, ex-di rector of state resource
Centre, lecturer, banker, teacher, pastor,
NGO functionary,
11. APANALAY
15
12/3
12. SKIP
7
13. BMA
32
6/28
14. CRY
5
1/4
15. NAVSARJAN
7
3/4
6 of some are from various NGOs
16. hd
7
3/4
2 journalists, a pig farmer, school teacher, a
lecturer, 2 doctors, scientist
(part
of
Nehru
Foundation)
13/26
NAME
/
17. CHETNA
18. JEC
COMPOSITION
Businessman, social workers,
1991
Doctors,
development
professionals,
management experts, finance specialist
Lawyers,
accountants,
accountants,
generalist, surgeon
1975
ex-bureaucrats,
Professionals,
Businessmen,
7/7
members
(7),
solar
scientist,
social
1972
Doctor, counselor,
workers,
1969
Directors of different associated institutions,
educationalist,
Professionals, businessmen, philanthropist.
1980
(not
yet
registered)
65
Consultant to UNICEF, ex-CEO of Lintas,
lawyer, financial consultant, architect/
designer. The president and she started CRY
in Delhi in 1980
Or^anisalional (Jiaraclerislics dJ Ni}()s m India
(a)
Functions/ role of the board members
All NGOs state that the main function of the board is to formulate policy^ The board deals
also with financial matters (salary package), and takes decisions concerning die acceptance
of new projects and ventures. In certain cases, the board is involved in the selection of
personnel at higher levels. KMVS has government persons on the board because it is easy to
draw resources from the government. In the initial stage of the organization the board
members were more involved in the organization than in later years.
(b)
Length of service
A board member is normally for three years. Yet the turnover on the Boards is low.
Changes occur because members move geographically to other areas. In CRY and APNA
none of the founder members are at present in the board: one died and the rest left. SKIP
keeps on changing 50% of the members every year.
(C)
Frequency of meetings
The board members meet between two to four times a year as a board. There are few
instances when the GB members have strong differences of opinion on certain policy
matters like taking up a new activity. In BMA, the CEO meets tuzo GB members every-day
informally. The board is very much involved in the decision making process. It acts as a
motivator for the organization. In DEEP, CHETNA, CHC, BMA, CRY the GB members
are contacted through phone by the CEO often to brief them or consult them before taking
some decisions. In CONCERN there is a weekly meeting with the managing trustee.
(d)
Operating mechanisms
There are Executive Committees besides the governing board. The EC meets often and it
works closely with the CEO. Some of the GB members are on the EC as well as some
senior staff members of the organization. There is a general feeling among all the NGOs
that the GB does not interfere with the running of the organization. The relationship
between the CEO and the GB is by and large cordial. The CEO’s position in almost all the
NGOs is a very important one. In PHD the CEO has always to bargain with the GB as the
latter does not understand the problems of the field and the needs of NGOs. They have
come from industry. In PHD the difference of opinions in the board is very7 strong because
some members are industrialist and other social workers.
5.4.3 Organizational structure
NGOs have generally very few hierarchical layers. Most of them have various department
either based on functions, areas, projects or on a mixture of them.
66
y ^^(.Ull.SclIIDIlUl ; .liUMCiCKISlICS O]
/(zV /// h idin
The typical NGO would be structured as follows:
GOVERNING BOARD
CEO
______ y
Various units/
Departments
Initially the structure ris loose but over the years they have become formal,
departmentalized. The line of command is pretty7’ well defined and roles and responsibilities
take formal shape and are sufficiently defined. In CRY there is HQ and branch structure
and a matrix system exists. Organisations have been flexible in restructuring themselves
according to change in activities, priorities, areas and functions.
CO^LICTA^D
5.5.1
Conflict
(a)
Reasons
Conflicts are accepted as part of the organisation’s life. It is interesting to note the main
reasons for these conflicts:
• interpersonal difficulties, this is also called^ by the termsJpersonality clashes’, and
'staff conflicts’, and ccego hassles”;
• inter-departmental rivalries; AWAG experienced a conflict of power between the
senior staff and the board as well as between the senior and junior staff; it
resulted in some resignations;
• salary inadequacy; the fact that senior and experienced^ as well as junior and
qualified personnel receive an honorarium;
• man-woman relationships;
• Catholic and Protestant diride (SKIP);
67
(y/y^. .. \uii()nal ( haracicriMic.s oj .\ir()s in India
improper behaviour: misappropriation of funds has lead to conflict and closing
of the project (NSK), responsibility shirking, misuse of power, over doing
things, differences in commitment levels, lack of accountability;
• external environment: government officials' attitude, vested interests in the area
(money lenders for ASTHA), non acceptance of target group; the Church is also
a source of conflict because it does not understand the concept of management
and its policy and practices are not in consonance with the NGO philosophy;
• personal reasons: time pressures, stress, ideological conflicts, a dilemma between
a personal preference for field work and the management responsibility which
has been given(CHETNA);
• union problems;
• ideological conflicts: difference in approaches and understanding the role of a
social worker and a professional leading to problems of prioritizing objectives
and tasks; on the one hand, wanting to pay higher salaries but being an NGO
working with the poor there is a moral responsibility that goes against it.
•
(b)
Resolution
Conflicts are resolved in the group through dialogue among people and departments. Other
ways for conflict resolution include openness in dealing with others, learning to accept
differences, co-operation, vigilance, discussion, feedback, and group processes. One can
notice the lack of formal methods. SKIP follows a prayer method: it encourages people to
express their grievances and then resolve them in a prayerful climate.
Conflicts have not become dvsfunctional. There are exceptions, and some have taken a toll
on the organization. In 1981, BM experienced a strike, demonstrations, a “gherao”, and
had a court case. The management took a positive view, remained reasonable, and kept
their word and, therefore, the problem was solved.
DEEP decided to phase out some activities. There was a feeling of job insecurity which
resulted in a strike. The strategy to resolve it was to explain the phase-out strategy. This,
however, was not accepted. A proposal was made to the effect that (i) the staff devotes 25
per of time to identify a new project, and (ii) to start new NGOs supported by DEEP.
During the phasing out stage one person was terminated and 20 left. In CHETNA, because
of the great number of women, more personal problems have arisen: people cannot go for
training programmes because they have family problem. In the same organization there is a
clear contradiction between the values (gender equality) preached and the values practiced
at home. The experience is that calling outsiders to help is useful but it is very time
consuming and expensive.
68
Or^amsalional ( '/i(U\k icnslic.s (>/
m India
5.5.2 Change
(a)
Nature of the change
Most NGOs have scaled up their operations, have diversified their activities, projects, and
have widened their target group. They have moved from mono or homogeneous to multi
or heterogeneous groups. NGOs have also moved from individual to community approach.
Examples of these changes are the BMA which started only with the blind and deals now
with people having all disabilities. Others were dealing only with health but now they deal
with offer issues. For offers it has been a change from dealing only with women and to
relating now to both women and men. The change has also resulted in increasing the
coverage to offer regions and states. The opposite has also taken place: better targeting tries
to avoid thinning of resources in too many areas and in too many activities. Many NGOs
have moved from a charity to a development approach.
The way changes have occurred differs: in some cases it has been planned, in others it has
evolved according to the demands of changing circumstances, while in a few it has been
through trial and error.
The change has evolved in an integrated manner, for example, taking into account the entire
community and various factors affecting development (health, education, economic, social
aspects, and legal). The thinking and understanding of development has changed : from
providing a few basic sendees to enabling, and empowering the entire community through
various means. From top-down to a more participative approach. NGOs have evolved from
being grassroots organisations to becoming support or intermediate organisations.
The change has also affected the relationship of the NGOs with their clients. Some of them
(NSK and DEEP) have finally handed over the projects to the local groups and they have
eventually withdrawn from the project area.
There have also been organizational changes. Some have been pointed out before. NGOs
have become more formal (rules and regulations) and a higher degree of hierarchy has been
introduced. Projects have become more women focused, having more women staff and
these changes have been attributed to the conditions imposed by donor agencies. Staff has
increased over the years. There have also been changes in strategy and bigger budgets
(CRY). NGOs have diversified their sources of funds. Employment patterns have changed:
employees have been asked to become consultants. This has been done to punish under
performance and resulted at the start in resistance but later the experiment succeeded.
69
{ h^uusdiional ( tuuuuict imk
(b)
ui
. . didki
Factors responsible for change
A variety' of reasons have been adduced: funding agencies, external factors, government
policies (SKIP changed from informal to ITI training because a change in government
policy, which made the ITI course very popular and job oriented). Apart from this change
in leadership, change in the environment of the NGO world, new perspective and
approaches to development introduced by funding agencies and studies in the field are also
some of the factors responsible for change.
We may sum up the NGO attitude to change in the following quote:
cc.
Change is a must ifwe want to respond to the changing situatwri” (NAV).
5.6
5.6.1 Salary Differentials
Most NGOs accept the fact that their salary package is not adequate and does not
correspond to the qualifications and competencies of theirjtaff. Their preference for female
staff is related to their willingness to work for lower pay.
The differences in salary varied from 3 to 12 times. PHD did not state the difference, it
only said that it was too high but it is paid by the corporate sector. SKIP has a 12-time
difference. In AWAG the difference is 3 times and the highest salary is Rs.3,000. This is in
keeping with their Gandhian simplicity. In NSK the highest salary is Rs.2100 and the
lowest is 900. They could not raise the salary because the financial provision of the project
does not allow for it. NSK did a survey to study the NGO salary structure so as to adjust
their salary package (1990). HD Nagpur pays the doctors a salary of Rs. 1000-1500. These
are the highest salaries, and they are paid as honorarium.
5.6.2 Staff Turnover
The average is of about 7 persons in 3 years. AWAG said that experience indicates that if a
person sticks around for ten days or so then they generally stay on. Turnover is higher
among the field staff. DEEP and BMA had strikes by the staff. In the former the turnover
has been of 80 in ten years: about 8 per year!
The most important reason for this high turnover is personal difficulties like marriage,
children, transfers, family pressure, husband’s transfer, and illness. This may be a result of
the difficulties involved in the work. Better opportunities, higher salary are also common
reasons. In two cases, NGO personnel moved into the corporate sector (CRY and BMA).
CRY and DEEP have lost people to Action Aid (funding agency). Comparing women and
70
Organisational Characteristics of .\(j()s in India
men it looks as if the former has left mainly because of personal and family reasons while
men have mainly left for better opportunities.
The general complain of the CEOs is that they train people and then they leave the
organization. Retaining qualified staff is difficult. There is higher turnover among people
joining from different cities and from far off places as they have to face cultural, and
financial problems.
The turnover is high during the initial years because the staff is still raw and has no proper
orientation and understanding (NAV). It is interesting to note that a couple of people from
the corporate sector were asked to leave because they did not fit into the NGO climate and
into a non-hierarchical structure.
The following table provides a quick view of the various funding sources available to the
interviewed NGOs.
TaBkS.T
Sources of ‘Funds
saaa ^.faaasasas^ssaB
DOMESTIC
CHC_______
CONCERN
CRY_______
DEPALAYA
AWAG
APANALAYA
ASTHA
BMA
CHETNA
PPG_______
JEC________
IIP_________
KMVS
NSK_______
NAVSARJAN
PHD_______
SEARCH
SKIP_______
TRU
7
FOREIGN
GOVERNMENT
OWN SALE
DONATIONS
Y
jr
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y^
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
Y
71
Y
Y_
Y
Y_
Y
Y
Y
Y^
Y_
Y
Y
Y
Y
Y
Organisational ( haraclensiics o) A( /(Zs in nidiu
It is evident from the above table that the main sources arc foreign donors and the
government. Assuming the information to be accurate one is surprised at the number of
NGOs that arc able to tap domestic resources. The tabic obviously does not give any
information about the proportions of various sources in total funding.
The following table provides more information on the same topic.
‘Tabb 5.8
<Fund (Raising
REMARKS
NAME
SKIP
It has membership fee plus the building rent.
BMA
Charges fees for training programmes
Organization’s fund-raising drives.
Director mobilizes the funds
Board members helped substantially in resource mobilization._________________________
Charges fees for training programmes
Rents their training institute______________________________________________________
Gets some remuneration for consultancy done for other groups________________________
It does not accept funds from tobacco and liquor industries and Union Carbide type of
companies.
Previously 90% of revenue was from the sale of products i.c. cards, calendars etc. They
decided to reduce their dependence on this source when the government passed a
notification that no funding agency will get income from sale of greeting cards. Present
share is 60% of the revenue.
Organization’s fund-raising drives.
Get funds for sponsoring children.
There is a separate department of corporate funding which mobilizes the corporate funds.
Board members helped substantially in resource mobilization._________________________
It feels that it does not need govt, funding but it is good to be associated with govt.
Director mobilizes the funds______________________________________________________
Organization’s fund-raising drives.
Funds small NGOs in India.
Board members helped substantially in resource mobilization.__________________________
Get funds for sponsoring children._________________________________________________
Charges die client Rs.5/- as contribution for any ailment treated and the fund raised in this
manner is sufficient to meet all costs.
Director mobilizes the funds
The CEO would have welcomed a helping hand from the board members for resource
generation.____________________
It clearly stated that self-sufficiency is not priority to them as they regularly get funds.
It docs not receive govt, funds despite trying for it desperately.
SEARCH
CHC
CRY
I
CHETNA
CONCERN
DEEP
IID
PPG________
NSK________
TRU, KMVS,
PHD,
Board members helped substantially in resource mobilization.
SB
72
Organisational ( 'haraclcnslics oj A (/(A in India
NGOs have mentioned a number of common problems regarding funding.
Government funding is not easy to come because of bureaucratic delay.
Financial support from foreign funding agencies is reduemg funding to Indian
(i>)
NGOs and they are being affected.
(iii) Funding agencies pay for projects but are not very willing to pay for infrastructure
and salaries.
Founders do not recognize the need for professionals and therefore reluctant to fund
(iv)
salaries, and infrastructure (CRY).
The existence of bogus NGOs spoils the credibility of good ones.
(V)
Investment restriction by charity commissioner, restriction by funding agencies
(vi)
(BMA).
(vii) Lack of voluntarism (BMA).
(viii) Discriminated against, (also by the Government) for being Christi;ans (NSK).
(i)
73
CH'A‘Pr‘E‘K.6
VlfifRILlVY0<F TWE tpiKOcPOSE® COll^E
6.1
i^T^o^vario^r
This chapter examines the viability of the proposed course in terms of its relevance for
NGO management, its suitability to the present scenario of developmental sector and its
acceptability1. The information has been collected from the questionnaire and the issue of
the suitability of the course is discussed by analyzing the following factors :
The extent of representation of members of certain communities (which are of high
priority to the BSC) in the organizations under study.
The extent of representation of women in the organizations under study.
(ii)
Perception of the degree of competence in certain selected professional spheres in
(iii)
the NGOs.
The importance given by these organizations to long term training.
(iv)
(v) - The constraints in providing such long term training.
Professional qualifications preferred by organizations.
(vd)
(vii) Possibility of "career advancement5 in these organization
(viii) Acceptability of the content and mode of delivery of the proposed course.
(0
6.2
<f^E<P<l^ES(EfNrTAeriO!N' OT (P^IO^rTY Cj^OV^S
In absolute numbers, the strength of managerial staff, operational staff and administrative
staff belonging to the priority communities is sufficiently high to form a 'clientele' or a
'market' for the proposed course.
The average representation of STs, SCs, OBCs, Women and Minorities at the M. S. and O.
S. level together is 8.84%, 17.73%, 26.87%, 37.63% and 8.2% respectively. These
percentages are from 490 organizations. Although methodology limitations reduce the
confidence with which we may extrapolate this to the universe of NGOs in India, we may
safely assume that the number of 'clientele' (at MS and OS levels) is many times the
numbers in the table below.
The following table (table 6.1) gives a picture of the total representation of priority
communities (managerial and operational levels taken together) in the staff of NGOs. The
analysis which follows compares the actual representation of priority communities in the
organization with "optimum5 levels shown by the government reservation policy for each
priority community.
1 This course is proposed to be accredited by the Open University, Milton Keynes U.K.
i lability oj the Proposed ( Onrsc
cTa6[e 6.1
Kepresentation of (priority Communities in UCQOs
REPRESENTATION IN NGOs
P RIO Rm'
COMMUNITY
0
0.01-10
10.01-20
20.01-30
30.01-40
40.01-50
50.01 +
300
63
57
24
15
7
24
(61.2)
(12.9)
(U-6)
(4-9)
(3.1)
(1.4)
(4.9)
185
72
80
52
34
16
51
(37.8)
(14.7)
(16.3)
(10.6)
(6.9)
(3.3)
(10.4)
179
60
76
37
40
19
79
(36.5)
(12.5)
(15.5)
(7.6)
(8.2)
(3.9)
(16T)
311
80
37
18
16
8
20
(63.5)
(16.3)
(7-6)
(3.7)
(3.3)
(1-6)
(4.1)
48
37
70
57
79
67
132
(9.8)
(7.6)
(14.3)
(11-6)
(16.1)
(13-7)
(26.9)
ST
SC
OBC
MINORITIES
WOMEN
«
o
Figures in brackets are percentage of total NGOs responding.
The term "representation in NGOs’ refers to percentage classes of priority communities
in the staff of die NGOs.
REPRESENTATION OF PRIORITY COMMUNITIES IN
NGOs
70
60
I
-1
'Z)
o 50
□ ST .........
g
o
- •■sc.
40 - /
□ OBC
.
...
O Minorities
W)
30 f - I
■■
a
<y
u
aj
20
10
-■
0.01-10
10.01-20 20.01-30 30.01-40 40.01-50
Percentage Representation in NGOs
50.01 +
i latiiiiiy (jj Hie i't opoycu ( out sc
i
I
Women (for data see Appendix 6.1)
I
In absolute numbers, the strength of women staff (without community wise break up) is
sufficiently high to form a 'clientele' group for the proposed course. There is only a very
small proportion of NGOs (9.8%) which don’t recruit women. About a fourth (26.9%) of
NGOs (132) have more than 50% women staff and another 21.9% of the NGOs have up
to 20% women staff. At the managerial level, 41.6% (204) of NGOs provide no
representation to women. Only 13.5% (66 NGOs) have more than 50% of their
managerial staff comprised of women. At the operational level, 21.6% (106) of NGOs
have no representation of women, 32.4%(159) have more than 50% women as their
operational staff.
e
*
♦
i
♦
Only 16.1% of NGOs can be regarded as optimal ones as their women staff is between 30
to 40% of their total personnel, proportionate to the proposed reservation policy of the
central government for women (33%).
♦
Scheduled Tribes
The average proportion of ST$ in all the NGOs is 8.84%. Only 12.9% of NGOs can be
regarded as optimal ones as their ST staff is between 1-10% of their total personnel,
commensurate with the central government reservation policy (8.33%). Scheduled Tribes
were not at all represented in 61.2% of NGOs (300 out of 490). There were just 4.9% of
NGOs (24) with more than 50% staff belonging to scheduled tribes. At the managerial
level, 85.5% (419) of NGOs provide no representation to STs. Only 2.2% (11 NGOs)
have more than half of their managerial staff comprised of the ST community. At the
operational levels 67.6%(330) of NGOs have no representation of STs, 5.9% (29) have
more than 50% of their operational staff from the ST community^. At the administrative
level, STs don’t figure in 85.7%(420) NGOs. Only 1.2%(6) have more than 50% of their
administrative staff from the STs.
Scheduled Castes
»
The average proportion of SCs in all the NGOs is 17.73%. Only 16.3% of NGOs can be
regarded as optimal ones as their SC staff is between 10 to 20% of their total personnel,
proportionate to the central government reservation policy (15%). Scheduled castes were
not represented in 37.8% of NGOs (185 out of 490). There were 10.4% of NGOs (51)
with more than 50% of their staff from the SCs. About one third (31%) of the NGOs have
up to 20% of their staff belonging to the SC community. At the managerial level, 69%
(338) of NGOs provide no representation to SCs. 8% (39 NGOs) have more than 50% of
their managerial staff comprised of the SC community. At the operational level,
44.9%(220) of NGOs have no representation of SCs, 12%(59) have more than 50% of
their operational staff from the ST community. At the administrative level, SCs don’t figure
in 68.4%(335) NGOs. 8%(39) have more than 50% of their administrative staff from the
SCs.
I lability oj i/ie rroposcd ( (juf .sc
I
4
At the managerial level, the average competence scores are between 3 and 4 (between
satisfactory and good) for all the areas of expertise. The higher scores are in the areas of
leadership (3.84), understanding of the context of NGO (3.83), and human resources
management (3.66), followed by strategic planning (3.6), human resources management
(3.51) advocacy and networking (3.44) and resource mobilization (3.3). At the
operational level, the average scores were between 2 and 3 (between the ratings of
insufficient and satisfactory) for all areas of expertise. The higher scores are in the areas of
leadership skill (3.21), project management and service (3.2) and understanding of the
context of NGO (3.19), which has been traditionally the strength of NGOs.
I
I
f
I
I
Expectedly, the competence level of the operational staff is lower than that of the
managerial staff. The composite scores, taken by adding all individual scores across all
competency areas, show the same pattern (25.17 for MS and 20.96 for OS). But there is
no area where managerial staff has a decisive and specific edge over rhe operational staff.
This indicates that the staff who are generally more competent assume the role of
managers, and those less competent are at the operational level. The table also shows the
degree of variation in individual scores (SE), which is nowhere to high.
The competency levels were also analyzed according to activity for NGOs working in rural
and urban areas. Appendix tables 6.2 and 6.3 show the managerial and operational level
competencies (composite score) classified by activity, for rural and urban organizations.
There does not seen to be any major difference in the composite mean score for MS
working in rural and urban areas. However, there is a marginal difference : the highest
score for urban based organizations is 27.08 (for organizations involved in gender issues)
while the same for rural based ones is 26.29 (NGOs involved in support to other
organizations). The lowest score for the urban NGOs (involved in countering injustice 26.57) is still higher than the rural NGOs’ highest, which is significant.
The same pattern is seen for the OS groups : most scores for urban NGOs are higher than
22 and in activities like local self government and institutional care, higher than 23, while
the highest score in urban based NGOs is 21.97, for organizations involved in advocacy.
Variations in scores (see SEs) are also somewhat higher (both for MS and OS) in urban
than in rural areas.
Mean scores of competency were used to determine relationship of competency with size
and activity of the organization.
(a)
Size of the Organization & MS Level Competency
NGOs with staff strength of 101-200 person have the highest mean competency score
(26.3) which is very close to ‘good’ (28). The score for organizations having staff of over
200 (25.8) is significantly larger than die 0-5 score (22.7). The organisation’s size makes a
difference to the level of managerial competency achieved. The highest competency level is
achieved for organization fairly large (101-200 persons). Small organisations (0-5) have
the lowest score and it is significantly different from the other scores. Management at this
level is non-existent. The difference in the competency scores between the intermediate size
groups of 16-40 (medium) and the 41-100 (large) group is not significant.
81
t
t
t
•
♦
9
e
♦
Viability of the Proposed (. 'ourse
Looking at competencies at the OS level the sunc pattern is found : the lowest
competencies is seen in very large organizations with staff over 500 (17.4) and very small
organizations with staff less than 5 (19.43). Again the highest score is seen for fairly large
organizations with staff between 100 and 200 (21.92).
(b)
Activities & Competency
Managerial Competency^ score for urban organisations engaged in poverty alleviation,
health, environmental issues and education is moderately significantly higher than the score
for rural organisations engaged in the same activities. These are “general”, “non
con troversial” activities.
The score in not significantly different among urban and rural organisations when the
activities they are engaged in are research and evaluation, countering injustice, advocacy
and gender issues. In the matter of this “radical activities “ the urban-rural divide does not
make any significant difference in the level of managerial competence.
At the operational level, competency^ score is (moderately) significantly higher for urban
organisations engaged in environmental issues than for those in the rural areas engaged in
the same activity. For organisations working in the rural areas, the competency level score
for those engaged in training/research is moderately significantly higher than those engaged
in cooperation/cottage. This probably means that rural organizations engaged in training
have been able to develop more operational competence than those engaged in more
conventional activities like cooperatives and cottage
6.4
STA TT ST,^
TWINING
The following tables (table 6.4 & 6.5) show the proportion of managerial and operational
level staff sent for training (long term and short term) by various NGOs.
82
Viability of the Proposed Course
Table 6.4
‘MS sent for Training
SHORT TERM TRAINING
i PROPORTION
OF STAFF
Less
than 1
Month
y
0.1-10
10.01-20
20.01-30
30.01-40
40.01-50
50.01-60
1
60.01-70
70.01-80
80.01-90
4
90.01-100
I
TOTAL
L
a
1-3
. Months
3-6
Months
8
15
1
(F7)
14
(3-5)
18
(4.5)
24
(5-9)
34
(8.4)
10
(2.5)
19
(4.7)
9
(2.2)
3
(0.7)
72
(2.0)
18
(4.5)
6
(1-5)
6
(1.5)
4
(17.8)
(1.7)
51
(0-7)
79
(19.55)
261
(12.62)
(64.6)
210
(51.98)
LONG TERM TRAINING
Total
Sending for
ST Trg.
0
2
(0.5)
0
0
7
2
(0-2)
6
(1-5)
4
(3-71)
32
(7.92)
24
(5.94)
30
(7-42)
38
(9.4)
10
(2-47)
21
(5.19)
9
(2.2)
(1-0)
6-12 ;
12
Months , Months-r
Total
Sending for
LT Trg.
3
6
(0-5)
2
(0-7)
9
(0.5;
(2.2)
0
0
(1-49)
17
(4-2)
4
(0.99)
6
(1.49)
3
(0-74)
1
(0-2)
1
(1.0)
4
2
(1-0)
2
(0-5;
1
(0-5)
(0.2;
0
0
1
(0.2)
0
0
0
0
0
0
0
0
0
0
0
0
4
4
18
(4.46)
7
(1.73)
(1-0)
17
(0.99)
42
(4.21)
(10.4)
1
(0.2)
0
0
(0.2)
Figures in brackets are percentage of total respondents.
MS SENT FOR TRAINING
60
■
.
g
M
..)
50
1cn
§
40
i-i
.1
30
■i
'o
£
20
10
0
■
.....................■"
i
T
I-
I
■
--------------->1 Mouth
--------------------------------------- f-
1-3 Months
3-6 Months
6-12 Months
Training Duration
83
12 M o n th s +
I
I 'icibilily of!he Proposed ('oursc
TabCe 6.5
OS sent for Training
SHORT TERM TRAINING
PROPORTION
OF STAFF
Less
than 1
Month
0.1-10
10.01-20
20.01-30
30.01-40
40.01-50
13
13
9
(3-2)
(3.2)
(2-2)
34
9
43
4
3
4
(8-4)
(2.2)
(10.64)
(0.7)
(1-0)
19
8
(4.7)
(1-0)
0
0
22
(2-0)
7
26
(6.68)
(TO)
4
29
2
(5.4)
(L7)
(7.18)
0
0
28
4
32
(0-5)
2
(6-9)
(TO)
2
(7.92)
(0.5)
0
0
(0.5)
(4.46)
0
0
0
0
13
(3.22)
0
0
0
1
(0.2)
13
(3.22)
0
0
0
0
0
0
18
7
0
(L7)
(L73)
Total
Sending for
LT Trg.
(8.7.6)
(2."2)
(1.24)
(0.49)
(0.49)
4
64
1
2
1
(TO)
(15.84)
(0.5)
(0.2)
(QT-9)
241
58
(14.36) I
18
(4.46)
14
(59.65)
299
(74.0)
(0-2)
26
(3-47)
59
(14.6)
60
(14.9)
90.01-100
9
53
(13.12)
(3-0)
7
TOTAL
12
Months
+
23
12
80.01-90
6-12
Months
(5.7)
(3.2)
70.01-80
3-6
Months
30
(4-0)
13
60.01-70
Total
Sending for
ST Trg.
(7.4)
16
50.01-60
I
1-3
Months
1
LONG TERM TRAINING
(6.44)
Figures in brackets are percentage of total respondents
PERCENTAGE OF NGOs SENDING OS FOR TRAINING
,
59.65
60 -
—
Hi
50
yj
o
o
z
-SiJ
40
K A
s
s
30 -
I
'o
20 -
10
0
I5
pl
?•? ’. 5' ?.
14.36
I ■ .
< 1 M onth
■
.■>
V
---------- --- —
J;
1 B
-
'•' "■“ A-
1 -3 M onths
3-6 Months 6-12 Months
D uration of Training
84
.
—
■■■
12 Months -r
. .
1'iahihiy of the Proposed ('ourse
Managerial Staff
Substantially larger proportions of NGOs have sent their staff for short-term (65%) than
long term (10%) training. About 20% NGOs state that they have sent 90% or more of
their managerial staff for short term training (including training of up to one month and 3
months); the corresponding proportion for long-term training (3-6 months, 6-12 months
and over 1 year taken together) is less than 1%. About 6% respondents state that they have
sent 20% or less of their managerial staff for long-term training. The total proportion of
NGOs who have sent more than 20% of their MS level staff for long-term training is only
4.7%.
Operational Staff
The same patterns are seen in OS training also. While 74% NGOs send their staff for short
term training, only 14% send them for long-term training. More than 15% NGOs send
90% or more operational staff for short term training; the corresponding proportion for
long term training is again less than 1%.
A little more than 3% NGOs state that they have sent more than 20% of their OS for LT
training, expectedly this is lower than the corresponding data for the MS. However, a
larger proportion of NGOs send their OS than their MS for short term training while
50.25% NGOs state that they have sent a fifth or more of their OS for ST training, the
corresponding fig. For MS is 45.48%. The same pattern emerges for overall long-term
training (14.6% NGOs send OS while 10.4% send MS).
This analysis deals with the number of NGOs sending staff for training. Let us now look at
the number and proportion of staff at the MS & OS level actually sent for training.
‘Table 6.6
‘Training of ManagerialStaff
LONG TERM TRAINING
SHORT TERM TRAINING
Duration
Duration
No. of staff
No. of staff
37
658
Less than 1 Month
3-6 months
(43.46)
(20.67)
17
104
6-12 months
1-3 months
(14.05)
(19.37)
43
Above 1 year
(16.93)
97
762
TOTAL
TOTAL
(62.83)
•
(51.65)
Figures in brackets are percentage of total staff in MS of all respondents.
85
I lability of the Proposed ('oursc
rfabte 6.8
Staff Intended to fie sent for Training - (Regions "Wise Analysis
REGION
NORTH
SOUTH
EAST
WEST
CENTRAL
NORTH
EAST
TOTAL
•
NUMBER &
PERCENTAGE OF
TOTAL MS IN EACH
REGION
NUMBER &
PERCENTAGE OF
TOTAL OS IN EACH
REGION
NUMBER &
PERCENTAGE OF
TOTAL STAFF IN
EACH REGION
45
112
157
(31)
(12.9)
(15.54)
147
449
596
(29.2)
(19.6)
(21.32)
223
487
710
(37)
(16.5)
(19.97)
82
231
313
(42.3)
(27.5)
'-(28.79)
11
35
46
(16.2)
(2.6)
(3.28)
27
63
90
(60.0)
(32.3)
(37.5)
535
1377
1912
(34.3)
(16.3)
(19.05)
Figures in brackets are percentage of MS, OS and total staff respectively in each region.
This shows that organisations would like to provide long term training opportunities more
than 3 times the number that is being provided at the moment. However, 186(31.85%)
did not believe in providing long-term training opportunities to more members of their
staff. Of this 186 NGOs, 119(63.9%) were urban based, 10(5.3%) were rural based and
57(36.02%) NGOs with both rural and urban base. Zone -wise, southern zone (143)
dominated in the number of NGOs who wanted to provide long-term training
opportunities to their members of staff, followed by Eastern zone. The central zone NGOs
showed the least interest in training programmes for their staff. The number of NGOs
which did not want to send people for training were also the highest in the southern zone,
followed by the Western Region.
Viability oj the Proposed ( (nirsc
6.7
Training of OperationalStaff
SHORT TERM TRAINING
Duration
No. of staff
LONG TERM TRAINING
Duration
No. of staff
■
3158
Less than 1 Month
129
3-6 months
(33.18)
53
368
6-12 months
1-3 months
(8.15)
(13.9)
(4.22)
27
Above 1 year
209
3526
TOTAL
TOTAL
(47.08)
•
(3.57)
(15.94)
Figures in brackets are percentage of total staff of OS in all respondents.
Table 6.6 & 6.7 above show the proportion of MS & OS sent for long term and short
term training.
While there is a substantial difference (as seen above) in the proportion of NGOs sending
staff for short term training and those sending staff for long term training, the difference is
substantially reduced when we look at the proportion of staff sent. For the managerial staff,
against 62.83% sent for short-term training, 51.65% of the total number of MS have been
sent for long-term training. Since the proportion of NGOs sending MS for long-term
training is only about 10%, we can conclude that these 10% NGOs account for the
51.65% MS sent for long-term training. Thus, for these NGOs the average number of MS
sent for long term training is 2.3%. Again, the average number of OS sent for long-term
training is higher 3.54.
Lack of finance is the main reason for the majority (68.09%) of all respondents not
providing long-term training to their staff. More than a third each does not provide
training because of lack of time (38.42%) and non-availability of training courses
(36.19%). Only 16% sec a lack of motivation for training.
Looking at the area of operations, finance is seen to be a constraint for about three fourths
(72.36%) purely rural based NGOs, while only half (57.57%) purely urban based NGOs
face this problem. However ‘lack of time’ seems to be a problem faced by more urban based
(45.45%) than rural based NGOs (32.19%).
The issue of non-availability of training courses seems to be a fairly common problems for
NGOs in all operational areas : more than a third of each category face these problem.
(P^O^SSIO^ALS
NECE/D
6.5
A great number of NGOs (80.23%) envisage expansion in the number of their staff in the
coming nvo years.
Tabfe 6.10
Expansion <P[ans : (Region-wise (Proportion ofWQOs
r
REGION
EAST
WEST
NORTH
SOUTH
NORTH EAST
CENTRAI.
TOTAL
(Expansion Rptio
NO OF ADDITIONAL STAFF REQUIRED &
PERCENTAGE EXPANSION ENVISAGED
NUMBER &
PROPORTION OF
NGOs ENVISAGING
EXPANSION
Managerial Level
Operational Level
Overall
116
(80.55)
95
(81-2)
43
(81.13)
63
(27.63)
65
(29.41)
35
(68.63)
443
(31.31)
314
(30.43)
153
()44.22
184
(78.63)
60
(37.04)
380
(32.01)
249
(30.7)
118
(40)
229
(36.82)
23
(82.14)
10
(90.91)
471
(80.23)
7
(87.5)
5
(14.71)
235
(33.88)
89
8
(30.77)
24
(1-97)
1006
(24.23)
289
(36.86)
15
(44.12)
29
(2.31)
1241
(25.51)
I iutility oj the Proposed ('oursc
cTa6te 6.9
CFactors (preventing Long ‘Term ‘Training
OPERATIONAL AREA
FACTORS
TOTAL
Rural
U rban
Both
254
19
124
397
(72.36)
(57.57)
(62.31)
(68.09)
113
15
96
224
(32.19)
(45.45)
(48.24)
(38.42)
128
12
71
211
(36.47)
(36.36)
(35.67)
(36.19)
69
7
21
97
(19.66)
(21.21)
(0.55)
(16.63)
351
33
199
583
(100)
(100)
(100)
(100)
Lack of finance
Lack of time
Ij
| Non-availability of training course
Lack of motivation
TOTAL
• Figures in brackets are percentage of NGOs in each operational area.
FACTORS I^EVEWING LONG TERMTEAINING
30-
i
706075
o
u
z
SOT
i
40-
3 Hranct?
O
I OTuib
30-
□ Training
■
□ Motivation
,q
20-
w
I ■ <
10
0
RURAL
URBAN
BOTH
Operational Area
TOTAL
/
()J iitc ! ‘lOfHf.SCa I
Expansion envisaged by operational area is analyzed in the following table.
Tabfe 6.11
Operationalfl rea 9^QOs requiring ^.xpansion
OPERATIONAL AREA
TOTAL
EXPANSION
Rural
Urban
Both
YES
270
(76.27)
24
(75)
179
(88.61)
473
(80.44)
NO
84
(23.73)
8
(25)
23
(11.39)
115
(19.56)
TOTAL
354
(WO)
32
(100)
202
(100)
588
(100)
•
Figures in brackets are percentage of total NGOs in each operational area.
The maximum proportion of expansion is needed (88.61%) by NGOs working in both
rural and urban areas. However, at least three-fourths of the NGOs working in purely rural
and purely urban areas also need expansion.
6,6
S<rA<F<F
Of all the degrees listed, Post Graduate degree in NGO Management has the largest
proportion of respondents giving it the first priority 61.81% of the respondents have
marked this degree. Out of this, 41.59 have given it the first priority and 33.64% have
marked it with a simple tick. Among the other degrees over 20% respondents have given
first priority to an MBA, MSW and a bachelors degree. It is clear that the Post Graduate in
NGO Management degree is highly popular as a qualification that organizations would
look for while recruiting new staff. Among the NGOs who list this as a qualification
required, more than half (59.94%)are NGOs working in purely rural areas, while another
one third work in both rural and urban areas. Therefore the client groups for the proposed
course would be mainly based in rural areas.
91
ViabilHy oj (he Proposed Course
EXPANSION PLANS
Total
25.51
■7-
Central
' —T...
- •'
—
K-.
■■Mi
~~]80.23
'
■ '
T
_____
■'
North-East
o
N
82.14
--.aw
co
South
[78.63
W>--
North
-
r.— -^y-
;81.13
J .
West
^30.43
East
J31.31
\
~
/
181.2
% NGOs & % Expansion
□ % ofNC^^O^Expansion
The percentage expansion envisaged is the ratio of existing staff to new staff required at MS
& OS levels. The highest proportion of NGOs that call for expansion (90.91%) falls into
die Central region. The lowest proportion (78.63%) in die Soudi, is still high. However,
the Central regions NGOs call for only 2% expansion; die highest percentage of expansion
is seen in the North (44.22%) and die North East.
In these two regions, (as in other regions) the expansion is mainly (68.63% & 87.5%
respectively) envisaged in the managerial staff. In the East and West, there is not much
difference in the proportion of MS level and OS level expansion envisaged; in all other
regions the proportion of expansion of MS is required to be substantially higher than that
of OS.
I 'icibilily oj the Proposed ( 'ourse
Ce 6.12
(preference in P^cruitment
~
DEGREES
Post Graduate in Social Management
MBA
MSW
Post Graduate in Social Science
! Prof. Degree
|j Bachelor degree in any Discipline
■ f-—x-—■■
FIRST
SECOND
THIRD
SIMPLE TICK
TOTAL 1
136
46
45
110
327
(41.59)
(14.06)
(13.76)
(33.64)
(1QQ)
15
15
17
20
67
(22.39)
(22.39)
(25.37)
(29.85)
(1QQ)
74
88
40
95
297
(24.92)
(29.63)
(13.47)
(31.99)
(100)
35
61
70
91
257
(13.62)
(23.74)
(27.24)
(35.41)
(100)
34
29
34
77
144
(19.54)
(16.67)
(19.54)
(44.25)
(100)
49
20
56
86 _
211
(23.22)
(9.48)
(26.54)
(40.76)
(100)
Figures in brackets are percentages of total respondents marking each degree (indicated
in die last column).
PREFERENCE IN RECRUITMENT
50 :
45
u 40 •
35 i
30 i-
bJO
a
25
li
F
A;
■■
20
o0
z
?
is
i;
15
Z
10
5
0 -
I J
cd
VS
8
81
PG in Soc.
Mgt.
11
MBA
zJ
PG in Soc. Sc. Prof. Degree
MSW
Degrees
!□ First lai Second E3 FTiird El Tick |
Bach. Degree
!
J
I klhliilV ()J 1/lC
( (Jll/.W
6.7
labte 6.13
Satisfaction of Recruitment Need
OPEATIONAL AREA
TOTAL
RESPONSE
Satisfied
Unsatisfied
TOTAL
•
RURAL
URBAN
BOTH
137
15
92
244
(23.10)
(2.53)
(15.51)
(41-15)
221
18
110
349
(37.27)
(3-04)
(18.55)
(58.85)
358
33
202
593
(60.37)
(5.56)
(34.06)
(100)
Figures in brackets are percentage of total respondents.
More than half of the respondents (58.85%) feels that their recruitment needs have not
been satisfied. Most of these (37.27% of the total respondents) are from rural areas and
another 18% are organizations that work in rural and urban areas. Looking at the various
zones, the southern zone seems to have the highest proportion of organizations which are
dissatisfied with their recruitment. They form about a fifth (21.11%) of die total
respondents (see appendix 6.11).
6.14
(Reasonsfor Non-Satisfaction of Recruitment Needs
OPEATIONAL AREA
REASON
Lack of competency
Lack of experience
Lack of motivation
•
TOTAL
RURAL
URBAN
BOTH
122
8
66
196
(35.06)
(2.3)
(18.97)
(56.32)
65
6
42
113
(18.68)
(1-72)
(12.07)
(32.47)
118
15
56
189
(33.91)
(4.31)
(16.09)
(44.31)
Figures in brackets are percentage of total respondents.
Table 6.14 shows the percentage of organizations attributing different reasons to the non
satisfaction of their recruitment needs. Of the total respondents more than half (o6.32% &
54.31% respectively) attribute die non-satisfaction of their recruitment needs to a lack of
competency and a lack of motivation of possible candidates. In the rural areas a large
proportion of die total respondents state that these 2 reasons have been the major factors
in their recruitment needs not been satisfaction. In organizations working purely in the
urban areas, the most important reasons (cited by 42.86% of urban respondents) is a lack
of motivation. Lack of experience is not seen to be very important as only 18% of rural
93
/ uiniiHy oj (he i ’roposcd < our.se
respondents and 17% of urban respondents find it to be an important reason for nonsatisfaction of recruitment needs.
A specific question was asked about the recruitment of staff from die priority communities.
I he following table indicates the degree of satisfaction of respondents regarding die
proportion of recruitment made from the priority communities.
tfabCe 6.15
Recruitment ofcpeopte befonging to (priority Communities
OPEATIONAL AREA
RESPONSE
1
TOTAL
RURAL
URBAN
BOTH
161
5
86
252
(27.33)
(0.85)
(14.60)
(42.78)
109
8
46
163
(18.51)
(1-36)
(7.81)
(27.67)
J Do not recruit on these consideration
84
19
71
174
I-----------------------
(18.51)
(L36)
(7-81)
(27.67)
354
32
203
589
(60.10)
(5.43)
(34.47)
(100)
! Satisfied
5 Dissatisfied
;TOTAL
I
9
Figures in brackets are percentage of total respondents.
RECRUITMENT OF PRIORITY
COMMUNITIES
30%
□ Satisfied
□ Dissatisfied
□ Not a cortsideratio n
28%
42%
Above 27% Oi total respondents feel diat they do not recruit their staff on the
consideration Oi belonging to priority communities. However, there are differences
according to operational area : only 24% of all rural organization state that they do not
recruit staff on considerations of their belonging to priority communities, while for urban
based organizations, 59% do not recruit on these considerations.
I kiDiniy <>J inc i
( oh/
Of the remaining 70%, more than half (42.78% of the total respondents) arc satisfied with
their recruitment of priority community staff. Thus, a little more than a fourth (27.67%)
of the total respondents arc not satisfied with their recruitment of the priority
communities. Two-thirds of these dissatisfied organizations worked purely in the rural
areas. Looking at the degree of satisfaction from the point of view of operational area,
about a third (30.8%) of all purely rural based organizations are dissatisfied, while only
25% of urban based organizations fall into this category.
6.16
Jasons Citedfor Non-Satisfaction of Recruitment Needs
J
OPEATIONAL AREA
TOTAL
REASON
Lack of competency
Lack of experience
Lack of motivation
TOTAL
•
RURAL
URBAN
BOTH
54
6
24
84
(64.28)
(31.58)
(33.8)
(51.53)
34
1
18
52
(42.48)
(5.26)
(25.35)
(33.12)
32
4
17
53
(38.09)
(21.05)
(33.94)
(32.52)
84
19
71
174
(100)
(100)
(100)
(100)
Figures in brackets are percentage of total staff in each operational area stating that they
are not satisfied.
A little more than half of all organizations responding state that their needs for recruiting
staff for priority communities is not met because these staff arc not competent. One-third
each of the respondents cites the other two reasons (33.12% and 32.52% respectively).
More than half of the rural organizations who are not satisfied with the priority
community recruitment (50%) state that the reason is lack of competency of these staff. On
the other hand 75% of urban-based organizations state this reason. About 31% of rural
based organizations as against half of urban based organizations who are dissatisfied feel
that they cannot make recruitment from priority communities because the staff lack
motivation. The reason of lack of experience is cited by about 31% of the rural based
organizations, while only 12.5% urban-based organization gives these reason.
6.8
Career advancement was defined in terms of four indicators:
• Increased responsibility;
• Reasonable level of remuneration and other benefits;
• Opportunity for creative challenging tasks;
• Promotional avenues.
Each indicator was rated and scored from 1 to 4 showing the extent to which it was
perceived in the organization.
95
I'icibi!ity oj the Proposed ( On/sc
QabCe 6.17
NCjOs - Career advancement Score e£firea of Operation
CAREER ADVANCEMENT
SCORE
Low (4-7)
Satisfactory’ (8-11)
High (12-16)
TOTAL
•
OPERATIONAL AREA
TOTAL
RURAL
URBAN
BOTH
99
12
78
189
(33.33)
(48)
(44.8)
(38.1)
146
12
77
235
(49.15)
(48)
(44.2)
(47.38)
52
1
19
72
(17.51)
(4)
(10-9)
(14.15)
297
25
174
496
(100)
(100)
(100)
(100)
Figures in brackets are percentage of total respondents in each operational area.
‘Tafite 6.18
NgOs - C^eeradvancement Score & Zone
CAREER
ADVANCEMENT
________SCORE
ZONE
TOTAL
East
West
North
South
N-E
Central
40
(33.3)
40
(41.24)
17
(38.64)
80
9
(39.8)
(34.6)
3
(42.9)
(38.18)
Satisfactory (8-11)
53
(44.2)
46
(47.42)
19
(43.18)
102
(50.7)
11
(42.3)
3
(42.9)
234
(47.27)
High (12-16)
27
(22.5)
120
11
(11-34)
8
(18.18)
72
(14.55)
44
(100)
(100)
7
(100)
495
(100)
6
(23.1)
26
(100)
1
(14.29)
97
19
(9-4)
201
(100)
Low (4-7)
TOTAL
•
189
(100)
Figures in brackets are percentage of total respondents in each zone.
More than one-third (38.1% that is 189) organisations have a low score (4-7). A little less
than half the organizations (47.38%) say that they find career advancement opportunities
satisfactory^. Only 14% have high career advancement opportunities.
Looking at the operational areas, there is some difference in urban based organizations
from the overall proportion seen above. About 48% each of the urban based NGOs find
career advancement opportunities low and medium respectively. As against this, only a
third of rural based NGOs feel that there career advancement opportunities are low.
Table 6.18 looks arc differences in career advancement scores in different zones. The largest
proportion of NGOs stating that they have high career advancement opportunities is found
in the cast zone (22.5%) and in tire north east (23.1%). In the west zone and in the central
i'in hi lily of ihc Proposed ( 'o/irsc
zone more than 40% state that career advancement opportunity arc low. In the south also
nearly 40% have the same opinion.
6.9
COV^^ES
0<F
1
The content acceptability of the course was measured in terms of die importance given by
die respondents to die proposed modules of die course. The respondents rated die
importance of each proposed course module on a 4-point scale.
I
?5
23.
Not at all Important
(score-1)
Not so Important
(score-2)
3
Important
(score-4)
4
Very important
(score-3)
The average score for all die respondents taken together, are given in the following table:
9
6.19
Importance of'Modules
AVERAGE
SCORE
RANK OF
IMPORTANCE
1. Understanding the context of the NGO sector
3.60
1
2. iVfanagement of NGO
3.46
3
3.57
2
3.38
5
3.41
4
6. Information Management
3.16
6
7. Marketing and Resource Mobilization
3.16
6
MODULES
3. Human Resource Management
v
4. Operations Management
5. Finance Management
L.
IMPORTANCE
OF MODULES
K
3.6 |-
i3-sa'
3.5 - X
3.57
^3-463
^3.38
3.4o
o
tn
/-V;
9
&
3.3-
5
a
.7.,
3.2
BOB
Bl
3.1 -
i
2.9-;^
Und.
Context
Mgt. of NGO
HRM
»-
i
Op. Mgt.
M odule
I
Fin. Mgt.
3.16
3.16
Inf. Mgt.
Mkt.S Res.
Mob.
1
All the modules have been rated between 'Important' and 'very important’. The preference
of the NGO sector for topics like social analysis and people-oriented courses is reflected in
the top ranking given to modules 1 and 3. It is interesting to note the lowering of ranks as
we move from general to more specific management modules (like modules 4,5,6,8c 7).
Yet, these arc the very areas (Operation, Finance, Information and Marketing) in which the
NGO's are generally understood to be weak.
(a)
Rural
In rural areas there seems to be a higher importance given to understanding the context of
NGOs. This module has got the highest score (3.6). Comparatively, modules related to
management have got lower scores (Management of NGOs = 3.45, Operations
Management = 3.4, Information Management = 3.25, Resource Mobilization = 3.18).
Human Resource Management is the module which has got the next highest score (HRM
= 3.53). Finance management (3.52) has also received some importance. The main need
in rural areas is therefore related to understanding of the situation and managing finances
and human resources. Other aspects of management do not receive an equal amount of
weightage.
(b)
Urban
In the urban areas again, the aspect of understanding the context has received the highest
importance (3.66). The same pattern as in rural areas is seen here. However, aspects of
management do receive some importance for urban NGOs (Management of NGOs =
3.51). Information management (3.32) is seen to be slightly more important in urban than
in rural NGOs. Finance management is also somewhat more important (3.57) in urban
than in rural areas.
6.10 STO^S0^19/g SVITT
^abte 6.20
'Willingness to Sponsor Staff
OPERTIONAL AREA
SPONSORSHIP
TOTAL
Rural
Urban
Both
Fullv
18
(5-2)
2
9
Partially
295
(85.3)
27
(79.4)
162
(81.41)
(5.0)
484
(83.59)
33
(9-5)
5
(14.7)
28
(14.07)
66
(11.40)
346
34
199
579
(100)
(100)
(100)
(100)
Nil
TOTAL
•
(5-8)_________
(4.52)
29
Figures in brackets are percentage of total respondents in each operational area.
Most organisations are willing to sponsor their staff for the proposed courses. But
83.5%(484) NGOs would only partially bear die costs. Only 5% (29) NGOs were willing
98
/ 'lability oj i/ic Proposed ( Purse
to sponsor their staff' fully. Sponsoring may depend also on o thcr non - fi nanci al
considerations.
A good number (85.06%) of the respondents are willing to invest upto 4-6 six months for
training their staff.
6.21
lAlitfingness to Invest T/ime
DURATION
NUMBER & PERCENTAGE OF RESPONDENT
ORGANISATIONS
63
4-6 Months
6-9 Months
(87.50)
__________________
2
______________________(2.78)______________________
7
9-12 Months
•
(9.72)
Figures-in brackets indicate percentage to total respondents.
Appendix 6.13 has classified organizations into their area of operations and analyzed the
willingness to invest time. Rural organizations who wished to invest 4-6 months for the
course form more than 50% of the total respondents. Urban organizations form only 3%
of the total. However, of the total urban respondents (19 organizations) more than 89%
are willing to invest 4-6 months in the course while for rural based organizations, the
proportion is slightly less that is 84%. About 11% rural based organizations and 10%
urban-based organizations are willing to invest 9-12 months for the course.
As regards the continuity of the course, the majority seem to favour a more continuous
pattern: 55.56% of the organisations favour a 4-5 months continued mode of course
delivery, while 44.56% prefer spacing out intensive modules over a period of 12 months
(see appendix 6.15). The appendix also shows differences in operational areas : a lower
proportion (40%) of rural based NGOs than urban based NGOs (55%) prefer spacing out
of modules.
6.11
MCXD<E 0<F
Responses (see appendix 6.14) indicate that the existing NGOs would prefer to give
qualifications at the lower level rather than going straight for the highest qualification:
68.16% of the respondents prefer recognition at the ’Certificate’ Level, while 31.33% have
indicated a preference for a degree/diploma mode of recognition. This conclusion is
intuitive, as most organisations are willing to send their staff for training for 4-6 months
duration, they prefer a certificate course. University degree would require much longer
time, which the organisations are not willing to spend.
A look at the differences in different operational areas shows that a higher proportion of
urban based NGOs (34.5%) than rural based NGOs (25%) prefer the university degree as
a mode of recognition.
99
CHA(PT‘ECR^ 7
CO^CL'VSIO^'
7.1
ffEMEVUtf. EEJlTUtfES OtWEfTgOs.
After having scanned about 600 NGOs, utilizing various statistical tools and available
literature on them, we can safely conclude that the NGOs form a separate sector. They may
not be on par with the corporate or public sector in terms of financial turnover but their
reach and contribution in social development is immense. For a general picture of the
'average’ NGO in India, aspects like age, size, area of operation, target groups, activities and
ideological orientation are important parameters that help in reaching a concrete
conclusions.
The average age of respondent NGOs was 16.98 years. There are not many organizations
much younger or much older than this. The most frequent respondent for this study is the
one which has crossed the uncertainties of initial phase (3 years) and has entered growth
phase (4-10 years) or the 'consolidation’ phase (11-20 years). About 30.1% of respondents
are in the growth phase and 42.5%, in the consolidation’ phase. It is possible to say that the
NGO movement has entered the phase of consolidation where it may be open to consider
new entrants or job seekers with a greater professional outlook.
About two thirds of the NGOs have been born after 1970. This year marks a clear
departure for the NGO sector in India. It signals the emergence of 'not-for-profitorganizations’ that are independent of the Gandhian understanding of service and
community reconstruction. The decade of the 80s may have helped NGOs to expand. The
7th and 8th five-year plans accorded formal recognition to the NGOs in their developmental
plans and allotted funds for this sector.
Over the years, initial loose organizational structures have become formal and
departmentalized. The average staff strength of the NGOs is 57.39. However the size of
NGOs varies greatly, indicated by the high degree of dispersion. About 60% of NGOs have
more than 16 staff members and about 12% have more than 100. Also about 2/3of
NGOs (64.8%) are more or less uniformly distributed among small and medium types
(small are those which have staff size varying between 6-15 and medium between 16-40).
There have been changes commensurate with times but their priority for work in rural areas
has remained unchanged. Almost 60% of the NGOs work exclusively in rural areas while
only 6% are exclusively engaged in urban areas. A good number (34%) however work
both in rural and-urban areas. This is a sign of increasing diversification that has taken place
in recent years.
Expansion in size and diversification has led NGOs to move to what may be called ‘non
controversial’, areas of operation like 'education’ and 'health’. The percentage of
( onchision
organizations which have cited general or non-controvcrsial activities1 is much higher that
these which have cited ‘specialized’ or controversial activities. Education and vocational
training (73.96%), health (73.49%), alleviation of poverty (61.19%) andI environment
action "(66.67%) are the ‘general’ and ‘non controversial’ activities that engage the highest
number of NGOs. When it comes to controversial activities like countering injustice and
atrocities, gender issue based action or advocacy, the percentage of organizations is reduced.
The same trend is visible in specialized activities like training arid support, co-operatives and
cottage industries, promotion of local self-government and provision of basic amemnes.
Many of the activities included in ‘others’ are also specialized - drug abuse prevention,
youth development.
About one third of NGOs in urban areas are countering injustice. The proportion is
slighdy higher for NGOs operating in rural areas. This shows that despite the prevalent
stress on ‘general’ or ‘non controversial’ activities there is an indication of an ideological
shift that has taken place in the NGO sector over the last 20 years. Most organis it
wanting radical change were established between 1971 to 1980 and 1981 to 1990.
NGOs today command significant resources, are growing rapidly in number and hax^
widening range of activities. By one estimate, funds channeled through NGOs to dx
developing world amounted to $ 6 billion in 1991 (Bddell and Robinson, 1995). In
of reach, the 1993 World development Report judges that approximately 250 million
people were being touched by NGOs and that the number would continue to rise.
As far as target group is considered a very high percentage (80.23%) of organizations work
with women, the poor (77.49%) and children (65.17%). The proportion of organizations
which have opted to focus on the SC, ST, OBC and minorities are much lower in
comparison to preceding groups. ‘Minorities’ as a target group has been taken up i ■, t
lowest proportion of NGOs (23.05%)
The ideological orientation of the organizations helps in emergence of clearer picture of
NGOs in India2. It turned out that for 90% of the organizations most of their responses
have not been consistent enough quality for either extreme orientation. At the same time,
the NGOs have steered clear of status-quo-charity orientation; and have certainly opted for
a change orientation.
or Ngos
7.2
An organisation comprises group of individuals working towards a common purpose. ■ nc
NGOs fit into this highly generalized and broad based definition of organization. While
the goals are well defined, the roles of different components of organization may not be all
that well defined. NGOs, more often than not, reflect the general thrust of their goals in
1 Activities such as health, environmental issues, basic amenities, institutional care for vulnerable groups, educational/vocational
training, co operative and cottage industries are considered to be general or non-controversial activities. On the other han
provision of training and research support, countering injustice, advocacy, gender issues and local self government are activeaes
which we have considered as ‘specialized’ or ‘controversial’.
. ,
v ■’T'Tx ideological orientation is determined by a statistical tool devised on a scale of score from -8 to 8. The scoring
'•f; the-basis of 4 pairs of statements, each pair of which consists of 2 contrasting statements.
101
( 'inclusion
their mission statement. Talking of their mission statements, the term ‘empowerment is
one of the most frequently used, and it is applied to the poor in general and to women in
particular. ‘Organizing5 and ‘Networking’ are two recent additions to the vocabulary of
mission statements. They are related to growth of support organizations.
OTNQOs
7.3
Interestingly NGOs do not seem to be bom out of any socio political analysis or a theory to
remedy the situation. In most organizations an individual or a group was mainly
responsible for its formation. More than ideology, concrete experience and situations have
led people to feel frustrated with the existing systems and practices and move into the NGO
sector. Consequent to this, they have adopted an integrated approach towards various
aspects, drawing from various ideologies rather than following any single one. Their effort
to diversify has been translated into a process of enlarging their vision to include new
activities.
It appears that the process of diversification has led to widening of goals. This implies that
there is a practical orientation working very strongly within the NGO sector. This
practicality however, does not in any way undermine the values which characterize the
NGOs. Most of the values preferred by NGOs are related to the relationships within the
organization and with the target group. This aspect confirms the nature of NGOs or as
organizations oriented towards the other. However there is hardly any value regarding
relationships vith similar or affiliated organizations.
7.4
One issue that is a universal characteristic of NGO world is their gender approach. Almost
all NGOs stated that they are sensitive to gender issues in the organization. However the
increased presence of women in staff of many NGOs is due, in a good number of cases, to
the fact that they are ready to work for lower salaries. The differences in salaries between
men and women in NGO staff vary from 3 to 12 times.
7.5
S^S^TEMS
(P^CTICES
The new thrust of NGOs is clear : NGOs have increasingly adapted the new strategies of
becoming support and advocacy organizations. Also, managing practices have been slowly
introduced and participative and democratic methods have become the rule. Yet the degree
of participation varies. It is interesting to note that one may find various level of
participation within one NGO. Generally there appears to be substantial freedom in
conceiving planning and executing a project. Thus NGOs appear more attractive
organizations to those looking for personal development. Crucial to this particular aspect,
are systems of communication. NGOs have adopted various formal and informal means of
communication. Computer technology is widely used by all NGOs for administrative
purposes; however it has not become an effective instrument at other levels like
documentation, networking and information sharing.
<5%
102
)j
fMG\O I0O
03814
4
k
oO°
> OUClUMOll
XCJO (PE^EECTri^E
C
7.6
Turning to the human resource aspect in NGOs, it is surprising to note that none of the
NGOs reported the existence of a separate HKD department. Most of them however claim
to have an HKD function in the organization. Human resources find a high priori tv in
their value list. NGOs arc coping in this area but there is a great need for more formal
approaches.
Talking about formal and informal approaches of recruitment, NGOs still seem to follow
informal and personal channels. Most NGOs follow this method because advertising brings
persons who are not ready to adjust culturally or to fmd permanent accommodation. It is
also very expensive and beyond their financial possibilities. The latter reason may not be
entirely true given the annual financial turnover of many NGOs. There seems to be a
preference for a selection procedure that is more open to influence and nepotism than to
professionalism. This is related to the fact that high qualifications are looked vsith
suspicion. On the positive side, all recognize the difficulty in attracting processionals and
specially all-rounders. Apart from this the crises in moral values is reflected in me insistence
on part of NGOs to choose as preferred candidates these having value stressing
commitment and empathy for people. However the realization has finally come that
competence is equally important. Related to this realization is that NGOs have been
choosing training course that are mainly skill oriented. In a way this answers their need to
increased competencies but underscores the poverty of solutions to solve the moral impasse.
7.7
O^gWAIZATlONAE (DVMIMICS O<F NQOs
Regarding the organizational structure of NGOs, there has been increasing formalization as
the expansion of NGOs has taken place. Generally the board of trustees has become a more
active feature in most NGOs. Along with this there are the usual inter-personal conflicts.
Many NGOs think of this in terms of ego clashes. Big NGOs are not immune to the
dangers of unionism. On the positive side, these conflicts have resulted in the growth of
organization. Many NGOs have scaled up their operations, diversified their activities and
also widened their target group. They have moved from being a mono or homogeneous to
a multi or heterogeneous group.. They have shifted their approach form individual to
community. The former charity approach has given way to a development attitude.
7.8
SOV<K£(ES OE EV^I^Q
The funds for NGOs come from foreign donors and government. Assuming the
information to be correct, one is surprised at the number of NGOs that are unable to tap
domestic resources. Government funding is not easy to come by because of bureaucratic
delays. Financial support from foreign funding agencies is reducing funding to Indian
NGOs and they are being affected. Funding agencies pay for projects but are not ver}7
willing to pay for infrastructures and salaries.
103
('onehision
7.9
VlJKBILmOTA Wl^Ag(EM(E^(BAS(E(D QOV^E
Analysis of the observations revealed that the clientele for die proposed marftjgcmcnt based
course is sufficiently high. The average representation of STs, SCs, OBCs women and
minorities at the Managerial and Staff level together is 8.84%, 17.3%, 26.87%, 37.63%
and 8.2% respectively. This is sufficiendy high to form a ‘clientele’ group for the proposed
course.
7.9.1 Professional Competencies
The professional competence in 7 important areas of expertise was rated by the respondents
in a 5 point scale.
Mean scores of the competency both at managerial and operational level were worked out.
At the managerial level, the average competence scores are between 3 and 4 (between
satisfactory and good for all the areas of expertise). Expectedly the competence level of the
operational staff is lower than that of managerial staff. This is indicative of a scope where a
cutting edge could be provided. All these factors enhance the viability of the proposed
management based course.
7.9.2 Need for Trained Professionals
A large number of NGOs (80.23%) envisage expansion in the number of their staff in the
coming two years. Another derivative of the statistical analysis is that the maximum
proportion of expansion is needed (88.61%) by NGOs working in both rural and urban
areas. At least three-fourths of the NGOs working in purely rural and purely urban areas
also need expansion. This augurs well for the viability of the proposed course. In fact the
need is direcdy proportional to the relevance and viability of the course.
7.9.3 Staff Qualifications Preferred
A postgraduate degree in NGO Management is highly popular as a qualification that
organization look for while recruiting new staff. Among the NGOs who list this as a
qualification required, more than half (59.94%) are NGOs working in purely rural areas,
while another one third work in both rural and urban areas. Therefore, the client groups for
the proposed course would be mainly based in rural areas.
7.9.4 Recruitment
More than half of the respondents feel (58.85%) that their recruitment needs have not been
satisfied. Most of the (37.27%) total respondents are from rural areas and another 18%
are organizations that work in rural and urban areas. Also, a litde more than half of all
organizations responding state that their needs for recruiting staff for priority communities
is not met because these staff are not competent. Thus there is dearth of competent staff,
the very purpose which the course states to serve.
104
( oncluxion
7.9.5 Acceptability of the Course
Acceptability of the course was measured in terms of the importance given by the
respondents to the proposed modules of the course. All tire modules have been rated
between 'Important’ and 'Very important’. The preference of the NGO sector for topics
like social analysis and people oriented courses is reflected in the top ranking given to
modules 1 and 3. Also organizations are willing to sponsor their staff for die proposed
courses. However 83.5% (484) NGOs would only partially bear the costs. Only 5/6 •.•••)
NGOs were willing to sponsor their staff fully. Sponsoring may depend also on other nonfinancial considerations. A good number (85.66%) of the respondents is vailing to i..
upto 4-6 months for training their staff.
Thus we can safely conclude that course emerges as highly viable. In fact going by analysis
based on statistics, this course appears as the panacea for an NGO sector suffering from
competency-related ailments.
■w
105
Q.7.
J-
Provision of basic amenities
k.
Ix)cal Self-Government / Government Schemes
1.
Cooperatives / Cottage Industries
m
Any other :
Given below are some statements indicating possible ideological orientations of your
organization. If you agree with the statement mark
in box A and if you disagree, mark
similarly in box B.
a.
The disadvantaged, i.e. the disabled, poor, destitute, etc. need our care and
compassion. We as an organization must extent all possible support and aim to make
their lives as comfortable as possible.
a|
r~i
b.
As an organization, we provide training, support and infrastructural facilities to those
organizations which are working at the grassroots level.
A "Bl |
.
.....
c.
As an NGO, we try to serve all sections of society regardLess of whether they are
well-off or not.
A
B
d.
We have to accept society as it is today. Our organization must try to solve the
problems and issues faced by society and its people within the given social, political
and legal framework.
A
B
e.
Work with the disadvantaged i.e. the poor, disabled, the destitute, etc. Should be
aimed at enhancing their capacities and feeling of self-wordi to the maximum
A
B
f.
As an organization we are directi}7 working with our ultimate target group i.e. at the
grassroots level.
A
B
g-
As a NGO, we concentrate on serving the poor, disadvantaged.
underprivileged sections of society.
A
B
h.
To solve the problems faced by society and its people our organization must strike
at the root of social problems. For this we are prepared to work for basic changes in
the social, political and legal framework.
A
”
Q.8.
b
and
B
For the sake of simplicity, we assume that there are three levels of staff in all
organizations viz.
Managerial staff - who have the ultimate responsibility of planning, controlling
policy level functions, heading projects/departments.
ii. Operational staff - who actually implement the tasks at the project/field level.
i.
107
and
the
Q.l.
Name and address of your Organization :
Q.2.
Year of establishment:
Q.3.
Total Number of staff members :
|
| |~ '] [
a. Total:
Q.4.
j [ J
b. Men:
O
Rural Areas
b.
Urban Areas
(Tick the appropriate box as for e.g. : a.
Q.6.
| |
| |
|
Your organization operates in :
a.
Q.5.
c. Women: |
c.
Both
Rural areas)
Indicate in the appropriate box the target group/s with whom your organization works:
a. |
| The poor
b.
The disabled
c. |
| Women
d.
Children
e. |
| Scheduled Tribes
f.
Minorities
g-
Scheduled Castes and Other Backward Communities
h.
Any others :
Indicate the areas of activities your organization is engaged in :
a. |
| Alleviation of poverty
b. |
| Countering injustice/atrocities
c. |
| Health related services
Environmental issues
e. |
| Institutional care for vulnerable groups (disabled, orphans, the aged etc.)
f. |
| Education/Vocational training
g. |
| Providing training, research, evaluation and infrastructural support to NGOs
h.
i. |
Advocacy i.e. legal aid, influencing policy, etc.
| Gender issues
!O6
iii. Administrative staff - who perform the administrative, clerical, book-keeping and
accounting functions.
Indicate in die following table, the distribution of (i) Total number of staff at each
organizational level and (ii) The number of staff belonging to the various given categories at
each organizational leve
Organiza don al
level
Total
Managerial Staff
Operational Staff
Administrative Staff
1.
11.
Categories of staff
SC&OBCs
ST
Women
Minorities
In the next two years do you envisage an expansion of your organization?
No
a.
Yes
b.
If yes, indicate how many more personnel would you require in each of the following
organizational levels?_____________
No. OfPersonnel Required
Organizational level
Managerial Staff_______
Operational Staff
Q.10.
The following is a list of qualifications NGOs are likely to look for. If you were to recruit
personnel for the Managerial level in your organization, what priorities would you give to
each of the following? (Indicate only three priorities 1 being the highest and 3 being the
lowest.
Post Graduate specialization in NGO management
a.
b.
MBA
MS\Xr
d.
Post Graduation in Social Sciences
e.
Professional degrees in Medicine, Law, Forestry, Architecture, etc.
f.
Bachelor’s degree in any discipline
At present are you able to meet your recruitment needs satisfactorily ?
a.
Yes
Q.ll.
bD No
n.
If no, is it because of the lack of
a. [ I Competencies, skills and knowledge relevant to the NGO sector
b.
c. |
Q.12
i.
Relevant experience
| Motivation and commitment
At present are you able to recruit people from SC, ST, OBCs, Minorities and women
with appropriate qualifications.
a.
Yes
b. EZJ No
We do not recruit on these considerations
lox
11.
Q.13.
If no, is it because of lack of :
| | Competencies, skills and knowledge relevant to the NGO sector
b.
Relevant experience
c.
Motivation and commitment
Specify in the table given below the number of staff members i:in each organizational level
who have undergone short term and long term training from January 1, 1995 to December
31, 1995.
Duration of Training___________
Organiza donal
Short term training
Long term training
level
less than
3-6
6-12
above
1-3 months
1 month
months months 1 year
Managerial Staff
Operational Staff
Q.14. i.
Would you have liked to provide long-term training opportunities to more
members of your staff.
a.
Yes
b.
n.
If yes, state the numbers of people you would have liked to provide long term
training opportunities at each organizational level.
a. | | Managerial staff
b. |
Q.15.
No
| Operational staff
Which of the following factors prevented y<ou from providing these training opportunities.
a.
Financial constraints
b.
Organizational time constraints
c. |
| Non-availability of appropriate training courses/programmes
d. |
| Lack of motivation on the part of the staff concerned
Q.16. Given below are some competencies which are relevant for NGO management. Indicate by
encircling the appropriate number with reference to the gi:ven scale your perception of the
extent to which these competencies exist in each of the given organizational levels.
Scale : 1- excellent, 2 - good, 3 - satisfactory, 4 - insufficient, 5 - poor
a.
b.
Understanding the context of NGOs
i. Managerial Staff
2
1
ii. Operational Staff
1
2
3
3
4
4
5
5
Strategic planning
i. Managerial Staff
ii. Operational Staff
1
1
2
2
3
3
4
4
5
5
Human Resource Management
i. Managerial Staff
1
ii. Operational Staff
1
2
2
3
3
4
4
5
5
109
d.
f.
g-
Q.17.
Project Management and Service Deliver}'
2
i. Managerial Staff
1
2
n. Operational Staff
1
3
3
4
4
5
5
Law, Advocacy and Networking
1
i. Managerial Staff
1
u. Operational Staff
2
2
3
3
4
4
5
5
Resource Mobilization
i. Managerial Staff
ii. Operational Staff
1
1
2
2
3
.3
4
4
5
5
Leadership Skills
i. Managerial Staff
ii. Operational Staff
1
1
2
2
3
3
4
4
5
5
Given below are some indicators signifying career advancement. Place on the scale 1-4, the
extent to which you perceive your organization can offer career advancement to its staff in
relation to each of the indicators.
(On this scale, 1 indicates the greatest extent and 4 the least extent)
a.
Increased responsibility
I
1
b.
[
12
3
I
4
[
2
3
Promotional avenues
1
Q.18.
I
Opportunity for creative and challenging tasks
1
d.
3
A reasonable level of remuneration, and other benefits
1
c.
I
2
f
12
14
3
(For this question kindly refer to the course outline given on the reverse side of the covering
letter)
How important, according to you is each module given in the outline of the course content,
with reference to the human resources development priorities and strategies of the NGOs.
Please indicate the extent of importance on the given scale :
1 - vety important
2 - important
3 - not so important
4 - not at all important
\
1.
Understanding the context of the NGO sector
1
I
1
2
3
I
4
1 io
2.
Management of an NGO
2
1
3.
I
3
3
2
14
I
I
Marketing and Resource Mobilization
I
14
3
2
\X ould your organization be willing to sponsor an employee for such a course ?
a. □ Yes
n.
4
Information Management
1
i.
4
13
2
[
Q.19.
n
3
Finance Management
1
7.
I
2
2
1
6.
4
Operations Management
1
5.
1
I
I luman Resource Management
1
4.
3
b.
No
If yes,
a. In terms of expenses of sponsorship would you bear the costs :
i. | | Totally
ii. O Partially
b. In terms of organizational time you would be willing to send an employee for:
i.
Q.20.
4-6 months
n.
|
[ 6-9 months
iii-
'9-12 months
In your opinion which of the following options is more suitable for the kind of course
mentioned?
a. Q] Spacing out the modules of the course over 12 months, thereby enabling the course
participant to return to his/her organization periodically
b.
An intensive, continuous course of about 4 to 5 months
Q.21. State your preference for the mode of recognition for the proposed course.
a. I
I University degree/diploma
b. |
| Certificate course offered by a reputed training institution.
svm
RANGE
SCORES USED
Ideological
orientation
-8 to +8
Representation of
priority
communities
0 to 144 (different
for each priority
community)
optimum score = 64
OF SCCWKS
INDICATOR OF
COMPOSITE
0-352
optimum score =
320
■
Higher scores indicate a
more radical ideology
■
Percentage representation of
each priority community
Composite score is the
summation of community
wise scores
Optimum score represent
the percentage of
government reservation or
percentage of population for
each community
■
■
Competencies
1 to 5
7 to 35
■
■
Training
friendliness
0 to 60 (short term)
0 to 90 (long term)
Oto 150
■
■
Career
advancement
Importance of
proposed course
modules
1 to 4
5 point rating from ‘poor’ to
‘excellent’
Composite score is the
summation of all
competencies
Higher score indicates a
higher percentage of the
staff sent for training
Composite score is the
summation of the score for
short term and long term
training
4 to 16
■
High score indicates a more
positive attitude of the
organization to career
advancement of its staff
7 to 28
■
High score indicates higher
importance of each module
Composite score indicates
the total of individual scores
for each module
■
2.2
mTINftlON OT ^(RJ^CBC^ES TO (B<E VSCE(D EHTJEE JEHflLTSIS
1.
VALUES TAKEN
DESCRIPTION
VARIABLE
(1996 - Year of establishment)
Ai(i=13,.^)
EXPLANATORY NOTES
—
2.
Size
No : of staff members (employees in
the organization)
Q (i=l,2,.../i)
3.
Area of
Operation
Determined by whether the
organization works in rural or urban
areas, or both
G 0=1,23)
l=Rural
2=Urban
3=Both
4.
Activities
Engagement or Non-Engagement in
any of the following list of 13 activities
(a) Alleviation of Poverty
(b) Countering injustice
(c) Health
(d) Institutional care
(e) Providing training research
support
(f) Gender issues
(g) Local self Government
(h) Any other
(i) Environment
(j) Education
(k) Advocacy
(l) Basic amenities
(m) Cooperation
Du (i=13)
02, (1=13)
d3. (1=13)
04. (1=13)
Dsi (i=13)
1=Engaged
2=Not engaged
5.
6.
7.
Target groups
Ideological
Orientation
Representation
of Priority
Communities
(G)
Working with or Not working with
any of the following target groups :
(a) S.C
(b) S.T.
(c) OBC
(d) Minorities
(e) Women
(f) SC+ST+OBC+Minorities (any or
all of these priority communities)
Do. (i=13)
D7i (i=l,2)
Da. (i=13)
D* (i=l,2)
D10. (i=13)
Dn.(i=13)
012,(1=13)
D13i (i=l,2)
Eli (1=13)
Ez, (i=13)
E3l (i=13)
E4, (1=13)
e51(i=13)
E6.(i=13)
1= Working
2=Not working
Fi, (i=U)
—8—Status Quo
0=Gradual Charge
F2i(i=-6-5..0,-.+6)
—6—Status Quo
+6=Radical
The percentage of staff belonging to
each community at each organization
level, to total staff at that level is
expressed as a score [See appendix for
calculation of this score]
(a) SC
Gu (i=0,l,...nl)
0=No representation
ni=maximum representation
(b) ST
(c) Women
G2, (1=0,1,...n2)
Gs; (i=0,l,.......... n5)
Organization could vary from
‘Status Quo’ to ‘Gradual Social
charge’ to 'Radical Onentation’ as
determined by the extent of
consistency in response to certain
(8) statements. [Expressed as a
score]
(b) The same as above based in
response to 6 statements
(excluding 2 pre-de termined
statements)
(a)
113
Ni.-.ns being scores
representing maximum possible
representation in each P.C.
across all organization levels
|
w
VARIABLE
gr;»i • ■ ■
<■-, r
giv a* ■ i
DESCRIPTION
VALUES TAKEN
(d) Composite (G)
8.
9.
Perception of
Competence
(H)
Training
Friendliness
G—[G1+G2+G.1+G4+G5]
(i=0....n)
n=Scorc representing
maximum rep of all P.Cs
across all organization
levels
Competence perceived in 7 specified
areas rated on a 5 point scale for
organizational levels MS and OS :
The specified areas of competence
rated :
(a) Understanding of NGO context
(b) Strategic planning
(c) HR
(d) Project Management & Service
delivery
(e) Advocacy & Networking
(f) Resource Mobilization
(g) Leadership
(h) Composite score
(H=H14-H2.4+H7)
The percentage of staff sent for long
term and short term training
programmes to the total staff in each
organization level (MS/OS), during
the specified year expressed as a score,
(See appendix for calculation)
H, (i=lZ3,4,5)
H* (1=1,23,4,5)
H3i (i=1,2,3,4,5)
H4i (1=133,4,5)
1—Very Poor
5=Excellent
Hs (i=U3,4,5)
H6. (i=U3,4,5)
H7i (i=U3,4,5)
H. (i=U,3,4,5)
Ii, (i=0...
la (i=0...
1 = 114-12
nl)
n2)
li (1=0,...
n)
10. Intention to
train (J)
Percentage of staff of each
organization level to total staff at that
level, the organization wishes to train
(long term) expressed as a score (see
appendix for calculation)
Ji (i=0>
11. Expansion (K)
Percentage of new staff required at
each organization level to existing total
staff at that level expressed as a score
(see appendix for calculation)
K< (i=0.
12. Qualifications
Prefer (L)
Pi=Corresponds to Long term
training
l2=Corresponds to
Short term training]
[Ii=Iims4-Los
l2=l2Ms+l2Os]
Nj=Corresponding to
maximum percentage of staff
sent for long term training
N2=” “ Short term training
N=composite maximum score
D=Jms+Jos)
n=score
corresponding to maximum
percentage of staff the
organization wishes to train
long term
30)
[K = Kms4-Kos]
Preference for each of the following
qualifications expressed as scores
(a) PG-NGO Management
Lu (1=0,1,5,10)
0=no response
preference
5=2^ preference
10=lst preference
MBA
MSW
PG in Social Science
Prof. Degree (medicine etc.)
Bachelor’s degree
La (1=0,1,5,10)
Lu (1=0,1,5,10)
U (i=0,13,10)
Lu (1=0,13,10)
U (1=0,13,10)
(b)
(c)
(d)
(e)
(f)
13. Career
Advancement
(M)
EXPLANATORY NOTES
Four dimensions of Career
advancement measured, each on a 4point scale and added up to obtain a
composite score.
1 14
M (i=4.
30
[M=M1+M2+M3+M4]
4=Lowest possible score
16=Highest possible score
1.1E- '-L LJ —U ■<
VALUES TAKEN
VARIABIJE
DESCRIPTION
14. Importance of
proposed
modules (N)
Importance of each of the following
modules rated on a 4-point scale and
added to obtain a composite score
(a) Understanding NGO context
(b) Management of an NGO
(c) HRM
(d) Operations Management
(e) Finance Management
(f) Info Management
(g) Marketing & Resource
mobilization
(h) Composite score
N, (i=7,
.28)
Nh (i=l ,2,3,4)
N* (i=l ,2,3,4)
Ns, (i=l ^,3,4)
N4, (i=1 ,2,3,4)
Ns (i=l ,2,3,4)
Nc (i=U,3,4)
Na (i=l ,2,3,4)
l=Not at all
important
4=Very important
N=Ni+N2..... +N7
15. Willingness to
sponsor staff
(O)
(self explanatory)
O. (1=U3)
l=No
2=Partly
3=Fully
16. Time
investment for
proposed
course (T)
(self explanatory)
p. (1=U3)
l=Short - 4-6 months
2=Medium — 6-9 months
3=Long — 9-12 months
17. Mode of
recognition
(self explanatory’)
Q. (i=U)
(self explanatory)
K (i=U)
18. Spacing of
modules
.
EXPLANATORY NOTES
j
1
!
115
1 =spaced (over 12 months)
2=intensive (within 4-5
months)
s
1
COLATlOfN' OF SCO(R^ES
Representation of Priority Communities (G)
(a) The percentage of staff belonging to each priority community (P.C.) at each organizational level
(MS/OS/AS) to the total staff at tliat level, is calculated from the raw data.
(b) This percentage is then located in the percentage classes devised for each P.C.
(c) Each percentage class is attributed a primary score value (PSV) which progresses with die
increase in the percentage value.
(d) Subsequently, the PSV corresponding to the percentage representation of MS, OS, and AS are
weighted by factors 10, 5 and 1 respectively; for each PC.
The following table explains everything :
PSV FOR
EACH
CLASS
PRIORITY
PERCENTAGE
CLASSES
SC
0
0
>0-< 10
>10-^15
>15-<20
>20-<30
>30-<50
>50
0
>0-<5
>5-<10
>10-<20
>20-<30
>30
0
>0 - < 10
>10-<25
>25-<35
>35-<5O
>50
0
>0-<10
>10-< 15
>15-<20
>20-<30
>30-<50
>50
0
>0-^ 10
>10-^25
>25-<35
>35-<50
>50
2
4
6
8
10
0
2
4
6
8
10
0
1
2
4
6
8
0
1
2
4
6
8
10
0
1
2
4
6
8
ST
OBC
Minorities
Women
WEIGHTED SCORE FOR EACH
ORGANIZATIONAL LEVEL
MS
(Weighted
by 10)
OS
(Weighted
by 5)
AS
(Weighted
by!)
TOTAL SCORE
FOR EACH PC
Gi—Gims+Gios+Gias
1
G2—Gzms+G20S+ Gzas
G3 — GjmS + G30S+ G3 AS
G4—G4MS+G40S+G4AS
Gs—Gsms+Gsos+Gsas
116
NOTHS :
(a) A.S. representation for any PC, which falls in a percentage class higher than the those given with
yellow accent, will have a PSV of ar.. 4 regardless of die percentage of a large no : of AS In >m
PCs.
(b) Tlic accented classes contain the cc'.tral reservation percentage for each PC.
II.
Training — friendliness Organiz^aons : (1)
(a) Class is attributed a primary score value (PSV).
(b) PSV is the percentages of staff at each1 organizations level. (MS/OS) to total staff at diat level
term (LT/ST) training opportunities during die
which have been given long term short
<
s pecified time duration, is calculated from the raw data.
(c) The percentage values are located in the percentage classes devised for short term training and
long term training.
(d) Each percentage then weighted by 2 factor of 2 for LT training and further weighted by a factor
of 2 of MS training.
(e) I^+L.
TRAINING
DURATION
PERCENTAG
E CLASSES
WEIGHTED OF SCORES BASED ON
ORGANIZATION LEVELS AND DURATION
OF TRAINING
PSV t
STMS
('Weighted
by 2)
>0-<10
0
1
<1 month
>10- <20
2
I -IMS
1-3 month
>20 - < 30
4
h-MSz
>30-<40
8
>40
10
0
0
>0 —<2.5
1
3-6 months
>2.5-< 5
2
6-12 months
>5-<7.5
4
>12 months
>7.5-< 10
8
>10
10
ST
LT
0
ST OS
LT MS
(Weighted
by 4)
LT OS
(Weighted
by 2)
TOTAL
SCORE
12— IzMs+Izf;
hos
12MS
12OS
It — IlMs+IiOS
Batslcer, J., C. Comforth and R.Paton (cd.) (1991) : Issues tn Voluntary and Non-Profit Management,
Add is on - Wes ley.
Billis, David and Joy MacKeith: ‘Growth and change in NGOs: concepts and comparative
advantage’ tn, M. Edwards & D Hulme, Making a Difference : NGOs & Development in Changing World,
London, Earthscan.
Bowden, Peter (1990) ‘NGOs in Asia : Issues in Development’, Public Administration
Development,
Vol. 10, pp. 141-152.
Cemea, M. : Non-Governmental Organisations and Vocal Development, World Bank Discussion Papers, #
40, 1988.
Clark, John (1990) : Democratizing Development: the Role of Voluntary Organisations,
Connecticut,
Kumarian Press.
Dartington, Tom : Trofessional Management tn Voluntary Organisations: Some Cautionary Notes’,
in J. Batsler et al. (ed.), Issues in Voluntary and Non-Profit Management. —
Datta, Sankar (1996) : Management ofDevelopment Organisations, IRMA.
Drabek, Anne G. (1987) : ‘Development Alternatives : The Challenge for NGOs - An Overview of
the Issues’ in World Development, Vol. 15, Supplement, 1987, pp. (ix-xv).
Edwards M. and D. Hulme (ed.) (1992) : Making a Difference : NGOs and Detelopment in a Changing
World, London, Earthscan Publications.
Eldridge, Philip (1984) : ‘The Political Role of Community Action Groups in India and Indonesia :
In Search of a General Theory’ in Alternatives, Vol. x, No. 3, Winter, 1984-85, pp. 401-434.
Fernandez, Aloysius (1987) : TSIGOs in South Asia: People’s Participation and Partnership’ in World
Development, Vol. 15, 1987, Supplement, pp.39-49.
Garilao Ernest D. (1987) : ‘Indigenous NGOs as Strategic Institutions: Managing the Relationship
with Government and Resource Agencies' in World Development, Vol. 15, 1987 pp.113-120
Gulhati, Ravi and KL Gulhati (1995) : ‘Strengthening the Voluntary Sector in India’, New Delhi,
Konark Publishers.
Gupta, Ran jit: ‘Similar Concerns but Varying Approaches: A Case Study of ASSEFA and
MYRADA’, in M. L. Dantawala, Ranjit Gupta, and Keith D’Souza (ed.), Asian Seminar on Rural
Development: The Indian E>perience,
Hodson, Roland (1995) : ‘Small, Medium and Large: the Rocky Road to NGO Growth’, in Hudson,
Mike, Managing without Profit: The Art ofManaging Third-Sector Organisations, London, Penguin.
Jayalakshmi, K. and C. A. Rahim (1996) : ‘Organisational effectiveness and participatory^
management’, journal of Rural Development, Vol. 15 (1), 1996, pp.87-106.
118
Kortcn, David (>. (1990) : Getting to the 21st Century: Voluntary Action and the Global Agenda,
Connecticut, Kumarian Press.
Korten, David C (1987) : Third Generation NGO Strategics: A Key to People Centered
Development’, World Development, vol. 15, 1987, pp. 145-159.
Nath, N.C.B. (1996) : ‘Changing Patterns of NGO-State Relations’, in Ajit M. Banerjee and K. A.
Chandrasekaran (ed.). Renewing Governance: Issues and Options, New Delhi, Tata McGraw Hill.
Oster, Sharon (1995) : Strategic Management for Non-Profit Organisations, New York, Oxford University
Press.
PRIA (1991) : Voluntary Development Organisations in India : A
Challenges.
Study of History, Roles and future
Robinson, M, Farrington, J. and Satish, S., ‘Overview’, in Non-governmental Organisations and the State in
Asia: Rethinking Roles in Sustainable Agricultural Development, Farrington, John and David J. Lewis (ed.),
London and New York, Routledge.
Riddell Roger C. & Mark Robinson (1995) : Non-governmental Organisations and Rural Poverty Alleviation,
Overseas Development Institute, London, Oxford, Clarendon Press.
Salman, L. F. and A. Paige Eaves (1989) : World Bank Work nnth NGOs, World Bank Working paper,
Washington DC, World Bank.
Sheldon, Annis (1987) : ‘Can Small-scale Development be Large Scale Policy?’, World Development,
Vol. 15, Supplement, 1987, pp.129-134.
Smith-Srecn, Pconam (1995) : Accountability in Development Organisations, New Delhi, Sage.
Tandon, Rajesh (1996) : ‘Changing Context and Challenges for Voluntary Action in India Today’,
Social Action, Vol. 46, no.1, Jan.-Mar. 1996, pp. 1-12.
Veneklausen, Lisa: ‘Building Civil Society: The Role of Development Organisations’, The Civil Society
Initiative, Concept Paper #1. December 1994.
119
yid^^DlX 4.1
OQ^^TIO^L
XWD TAtHgESr
(P^IO^ITXCOMMWlTirES J4XD
OPERATIONAL AREA
TOTAL
TARGET GROUP
Rural
Urban
Both
No. of organizations working with P.C. as well as
women
266
(60.87)
[90.17]
6
(1.37)
[100.0]
126
(28.83)
[92.65]
398
(91.08)
No. of organization working with P.C. but not with
women
29
(6.64)
[9.83]
0
10
(3.14)
[7.35]
39
(8.92)
Total no. of organization working with P.C.
295
(100)
[100]
6
(100)
[100]
136
(100)
[100]
437
(100)
[ ] indicates row percentage
() indicates column percentage
1? '
4.2
STATE
OEPERATIONAL AREA
________—
Both
Urban
Rural
TOTAL
Gujarat
17
2
15
34
Rajasthan
7
0
13
20
Maharashtra
22
19
25
66
Karnataka
17
0
13
30
Delhi
5
2
11
18
Andrapradesh
31
1
13
45
Tamilnadu
92
5
33
130
Kerala
21
2
10
33
Madhyapradesh
8
0
2
10
Uttarpradesh
13
0
13
26
Bihar
21
1
12
34
Punjab
1
0
0
2
Haryana
1
0
1
2
Himachalpradesh
5
0
0
5
Manipur
4
0
5
9
Mizoram
1
0
0
1
Assam
7
0
2
9
Nagaland
1
0
2
3
Goa
0
0
1
1
Onssa
53
0
18
71
West Bengal
27
1
14
42
Tripura
2
0
0
2
Pondichery
0
1
0
1
Arunachalpradesh
0
1
0
1
Meghalaya
1
0
1
2
Non-Respondents
4
0
3
7
361
35
207
603
TOTAL
12'
4.3
IVKOLOgiCAL OWENTflT'IONOCFNQOs
URBAN AREA
RURAL AREA
TARGET GROUP
No. of
NGO
Mean
Score
S.E.
No. of
NGO
Mean
Score
S.E.
The poor
438
1.53
2.25
174
1.33
2.23
The disabled
173
0.72
1.80
86
0.45
1.84
Women
447
1.64
2.30
172
1.23
2.25
Children
367
1.52
2.26
152
1.30
2.20
Scheduled tribes
/ /
1.47
2.34
99
1.08
2.07
Minorities
130
1.19
2.26
59
1.02
2.08
Scheduled castes
45
0.84
2.10
117
1.18
2.03
OBC
267
1.47
2.14
93
1.14
2.10
i ■>?
MWEWDIX 4.4
OTXQOs IX
EDEOLOgiCAE OXIEXTM’IOX g<XOV(p
IDEOLOGICAL GROUP
Gradual
Change
Tendency
Radical
Change
Radical
Change
Alleviation of poverty
341
(93.17)
18
(4.9)
7
(1.9)
366
(100)
Providing training research, evaluation
and infrastructural support to NGO
248
(94.29)
14
(5.3)
1
(1.91)
463
(100)
Countering injustice
194
(88.18)
22
(1)
4
(0.4)
220
(100)
Advocacy
201
(88.93)
22
(9.7)
3
(1.81)
226
(100)
Health
395
(91.86)
28
(6.51)
7
(1.3)
430
(100)
Gender issues
206
(89.56)
23
(9.87)
4
(1.72)
233
(100)
Environmental issues
358
(91.56)
26
(6.M)
7
(1.79)
391
(100)
Basic amenities
167
(95.42)
7
(4)
1
(0.57)
175
(100)
Institutional care for vulnerable group
152
(96.2)
6
(14.29)
0
158
(100)
Local self-government schemes
201
(89.73)
19
(8.48)
4
(1.78)
224
(100)
Education/ vocational training
407
(92.71)
27
(6.15)
5
(5.1)
439
(WO)
Co-operative/ cottage industries
176
(88.44)
18
(9.04)
5
(2.57)
199
(100)
534
(91.6)
42
(7.2)
7
(1.2)
583
(WO)
ACTIVITY
TOTAL
123
TOTAL
MWENDIX 4.5
ICDEOCOgXO5iIE,XXA(TlOXSCO^ OT Ng Os
ACCORDINg 10
URBAN AREA
RURAL AREA
ACTIVri’Y
No. of
NGO
Mean
Score
S.E.
No. of
NGO
Mean
Score
S.E.
Alleviation of poverty
353
1.52
2.30
125
1.20
2.21
Providing training research,
evaluation and infrastructural
support to NGO
242
1.20
2.16
115
1.01
2.03
Countering injustice
210
1.99
2.41
79
1.47
2.30
Advocacy
214
1.67
2.39
107
1.36
2.47
Health
415
1.50
2.34
164
1.10
2.30
Gender issues
548
1.55
2.32
230
1.10
2.30
Environmental issues
381
1.57
2.40
134
1.16
2.33
Basic amenities
171
1.42
2.24
69
0.91
2.27
Institutional care for
vulnerable group
148
0.97
1.93
77
0.57
2.02
Local self-government
schemes
219
1.72
2.33
74
1.28
2.27
Education/ vocational
training
416
1.43
2.27
167
0.93
2.31
Co-operative/ cottage
industries
195
1.88
2.47
71
1.34
2.32
548
1.55
2.32
230
1.10
2.30
TOTAL
124
JIQ^E^DIX 4.6
clxssieicxxiox 0<F XQOs XCCO^DINQ XO
i(DOLogicAE
g^ovv
TOTAL]
AGE GROUP
IDEOLOGICAL
ORIENTATION
j Chanty/ Status Quo
Tendency
(Ch./St.Q)
Gradual change
Up to 3
Years
4-10
Years
11-20
Years
21-30
Years
31-40
Years
41-50
Years
51 +
Years
1
(0.17)
0
0
0
0
0
0
1
(0.17)
0
1
(0.17)
0
0
0
0
0
1
(0.17)
156
(27.13)
218
(37.91)
69
(12.00)
31
(5-39)
13
(2.26)
20
(2-48)
524
(91.13)
•13
4
(0.69)
2
(0.35)
0
0
-42
(7.30)
17
(2.96)
Tendency (Radical
change)
3
(0.52)
(2-26)
20
(2.48)
Radical change
1
(0.17)
3
(0.52)
3
(0.52)
0
0
0
0
TOTAL
22
(3.83)
172
(29.91)
242
(42.09)
73
(12.70)
33
(5.74)
13
(2.26)
20
(3.48)
125
(1.22)
575
(100)
WMWNDIX 4.7
CCJISSITICXTiOXOTXgOs ACCO^DIXQ TO TJOEIX
IQ)OLO(jICXE O^RJEXTATIOXXXT SIZE Cj^OV^P
SIZE GROUP
IDEOLOGICAL
ORIENTATION
TOTAL
Up to 5
Years
6-15
Years
16-40
Years
41-100
Years
101-500
Years
501 +
Years
Charity/ Status Quo
0
1
(0.18)
0
0
0
0
1
(0.18)
Tendency (Ch./ St. Q)
0
0
0
0
0
0
0
39
(6.90)
161
(28.50)
173
(30.62)
79
(13.98)
58
(10.27)
6
(1.06)
516
(91.32)
5
(0.88)
9
(1.59)
16
(2.83)
5
(0.88)
6
(l.C^S)
0
42
(7.26)
0
1
(0.18)
4
(0-71)
1
(0.18)
1
(0.18)
0
7
(1.24)
44
(7.79)
172
(30.44)
193
(34.16)
85
(15.04)
65
(11.50)
6
(1.06)
565
(100)
Gradual change
Tendency (Radical change)
Radical change
TOTAL
126
4.8
CLASSITICWIONOT cNCjO.s ACCO^I^g 4'0
KDOLOgiCAL
AQL Q^OVT
AGE GROUP
IDEOLOGICAL
ORIENTATION
Up to 3
Years
4-10
Years
11-20
Years
21-30
Years
Chanty/ Status Quo
1
(0.17)
0
1
(0.17)
0
Tendency (Ch./ St. Q)
0
2
(0.35)
2
(0.35)
1
(0.17)
Gradual change
15
(2.61)
133
(23.13)
172
(29.91)
Tendency (Radical
change)
1
(0.17)
27
(4.70)
Radical change
TOTAL
31-40 i 41-50
Years . Years
"ol
51 +
Years
TOTAL
0
2
(0.35)
2
0
(0.17) | (0.35)
0
7
(1-22)
58
(10.08)
9
(4.87) ' (1.57)
18
(3.13)
433
(75.30)
53
(9.217
12
(2.09)
4
2
(0.70) j (0.35)
2
(0.35)
101
(17.57)
(0.87)
10
(1.74)
14
(2.43)
2
(0.35)
1
(017) I
0
32
(5.57)
22
(3.83)
172
(29.91)
242
(42.09)
73
(12.70)
33
13
(5.74) i' (2-26)
20
(3.48)
575
(WO)
0
0
4.9
clxssiticx^iox ot xgos xcco^oixg to
EDOCOgiCXL O^EXTXTIOXX^SIZE g<ROV(p
I------IDEOLOGICAL
ORIENTATION
SIZE GROUP
TOTAL
Up to 5
Years
6-15
Years
16-40
Years
41-100
Years
101-500
Years
501 +
Years
0
1
(0.18)
1
(0.18)
0
0
0
2
(0.35)
0
4
(0.71)
0
0
2
(0.35)
0
6
(1.06)
Gradual change
34
(6.02)
139
(24.60)
138
(24.42)
61
(10.80)
49
(8.67)
5
(8.85)
426
(75.39)
Tendency (Radical change)
8
(1.41)
20
(3.54)
42
(7.43)
19
(3.36)
10
(1.77)
1
(0.18)
100
(17.70)
Radical change
2
(0.35)
8
(1.41)
12
(2.12)
5
(0.88)
4
(0.71)
0
31
(5.49)
44
(7.79)
172
(30.44)
193
(34.16)
85
(15.04)
65
(11.50)
6
(1.06)
565
(WO)
I Charity ' Status Quo
Tendency (Ch./ St. Q)
TOTAL
128
listot
r
^(pfFE^lX 5
OTXQOs VlsmD
NAME
ACRONYM
NSK
Nirmala Samaj Kendra
KMVS
Kutchch Mahila Vikas Sangathan
CONCERN
Concern India Foundation
CHC
Community Heath Cell
NAV
Navsarjan Trust
PHD
PHD Pairal Development Foundation
DPG
Development Promotion Group
SKIP
Skills for Progress
BMA
Blind Men’s Association
CRY
Child Relief and You
IID
Institute ot Integrated Development
CHETNA
Centre for Heath Education, Training &: Nutritional Awareness
J EC
Janvikas Ecology Cell
TRU
Trust for Reaching the Unreached
DEEPA
Dcepalaya
AXX'AG
Ahmedabad Women’s Action Group
129
6.1
(p^RJO^SjaXCOMMVxnXSViTTDE^LS
PERCENT.
CLASSES
STAFF
LEVEL
MS
0
OS
AS
MS
0.01-10
OS
AS
MS
10.01-20
OS
AS
MS
20.01-30
OS
AS
MS
30.01-40
OS
AS
MS
40.01-50
OS
AS
MS
50+
OS
AS
•
NO & NGOs HAVING PRIORITY COMMUNITY
STAFF
■
ST
SC
OBC
WOMEN
MINORITIES
419
(85-5)
331
(67.1)
420
(85.7)
8
(1-6)
35
(7-1)
16
(3-3)
22
(4-5)
48
(9-8)
19
(3-9)
10
(2)
19
(3-9)
6
(1-2)
11
(2.2)
15
(3-1)
14
(^9)
9
(1-8)
13
(2-7)
9
(1-8)
11
(2-2)
29
(5-9)
6
(1-2)
338
(69)
220
(44.9)
335
(68.4)
16
(3-3)
46
(9-4)
17
(3-5)
25
(5.1)
69
(14.1)
28
(5.7)
18
(3-7)
42
(8-6)
19
(3-9)
29
(5.9)
30
(6-1)
26
(5-3)
25
(54)
24
(4.9)
26
(53)
39
(8)
59
(12)
39
(8)
297
(60.6)
237
(48.4)
275
(56.1) .
6
(1.2)
35
(7.1)
9
(1.8)
24
(4-9)
53
(10.8)
28
(5-7)
17
(3.5)
35
(7-1)
19
(3-9)
28
(5-7)
30
(6-1)
26
(5-3)
34
(6-9)
24
(4-9)
33
(6.7)
84
(17-1)
76
(15.5)
100
(20.4)
204
(41-6)
106
(21-6)
199
(40.6)
8
(1-2)
16
(3-3)
8
(1-6)
43
(8-8)
57
(H-6)
36
(7.3)
35
(7.1)
38
(7.8)
29
(5.9)
70
(14-3)
48
(9-8)
61
(12-4)
64
(13-1)
66
(13-5)
70
(14.3)
66
(13.5)
159
(32..4)
87
(17.8)
384
C78.4)
361
(73.7)
391
(79.8)
12
(2-4)
46
(9.4)
8
(1-6)
16
(3.3)
28
(5-7)
17
(3.5)
6
(1-2)
18
(3-7)
11
(2.2)
17
(3.5)
14
(2-9)
12
(2.4)
15
(3-1)
4
(0-8)
18
(3.9)
4.
(8.2)
19
(3.9)
33
(6-7)
Figures m brackets are % of total respondents.
130
6.2
(FEQ^^IOXOT
XXTJCT,
LEVEL IXXQOs
CLASSIEIE(D XLACTIVITIES
r
URBAN AREA
RURAL AREA
ACTIVITY
No. of
NGO
Mean
Score
S.E.
No. of
NGO
Mean
Score
S.E.
Alleviation of poverty
285
25.41
5.66
102
26.95
5.72
Providing training research,
evaluation and infrastructural
support to NGO
200
26.29
5.32
101
26.55
5.76
Countering injustice
171
25.16
5.65
69
26.57
5.65
Advocacy
177
26.05
5.62
94
26.81
6.01
Health
332
25.44
5.56
132
26.92
5.84
Gender issues
188
25.81
5.32
79
27.08
5.50
Environmental issues
311
25.54
5.56
109
26.99
5.86
0
0
0
0
0
0
Institutional care for vulnerable
group
113
25.92
5.81
60
26.98
6.01
Local self-government schemes
172
25.90
5.37
55
26.84
5.52
Education/ vocational training
325
25.46
5.37
133
26.65
5.58
Co-operative/ cottage
industries
155
25.02
5.26
55
25.42
5.76
Basic amenities
TOTAL
2429
13!
AWKWDIX 6.3
O(PT<f(ATlOmL LT.VT.L
fxgos
RURAL AREA
URBAN AREA
ACTIVITY
No. of
NGO
Mean
Score
S.E.
No. of
NGO
Mean
Score
S.E.
Alleviation of poverty
285
21.49
5.81
102
22.73
6.61
Providing training research,
evaluation and infrastructural
support to NGO
200
21.93
5.31
101
21.75
5.74
Countering injustice
171
21.12*
5.59
69
22.17
6.03
Advocacy
177
21.97
6.02
94
22.47
6.54
Health
332
21.31
5.80
132
22.42
6.37
Gender issues
188
21.53
5.39
79
22.73
6.13
Environmental issues
311
21.56
I 5.83
109
22.90
6.54
0
0
0
0
0
0
Institutional care for vulnerable
group
113
22.23
6.14
60
23.12
6.52
Local self-government schemes
172
21.92
5.74
55
23.04
6.27
Education/ vocational training
325
21.44
5.74
133
22.47
6.10
Co-operative/ cottage
industries
155
21.22
5.55
55
21.75
6.48
Basic amenities
TOTAL
2429
132
^(KPE^DIX 6.4
(PE^ETI'IOX OT COMPEVENCX IN Ng Os CJlVlNg
EI^EEpfpq-TENENCE TO (pq INNQO MXNXgEMENT
XTMXNXgEPJXE cZ ONEPOITIONAL LEVELS
MANAGERIAL LEVEL
COMPETENCIES
OPERATIONAL LEVEL
MEAN
SCORE
S.E.
MEAN SCORE
S.E.
Understanding of the Context of
NGO
3.78
1.04
3.12
1.08
Strategic Planning
3.58
1.14
2.83
1.14
Human Resource Management
3.49
1.02
3.04
1.13
Project Management and Service
3.69
1.01
3.25
0.95
Advocacy and Networking
3.40
1.14
2.78
1.10
Resource Mobilization
3.32
1.23
2.80
1.14
Leadership Skills
3.71
1.02
3.13
1.04
COMPOSITE SCORE
24.92
6.17
20.96
5.88
133
6.5
EO MBA
A?MA^AgE(gJAL cT CXPE^ATlOfNAE LEVELS
MANAGERIAL LEVEL
COMPETENCIES
OPERATIONAL LEVEL
MEAN
SCORE
S.E.
MEAN SCORE
S.E.
Understanding of the Context of
NGO
4.50
LOO
3.42
1.08
Strategic Planning
4.17
1.03
3.25
0.97
Human Resource Management
3.92
1.38
3.08
1.08
Project Management and Service
4.08
1.08
3.75
0.97
Advocacy and Networking
3.83
1.34
2.75
1.48
Resource Mobilization
4.00
1.35
2.75
1.22
Leadership Skills
4.33
0.89
3.08
1.00
COMPOSITE SCORE
28.83
6.94
22.08
5.88
134
^(PQ^E^DIX 6.6
(pEVtCEcpTlON O<F COfMTEEEXCX INN(J Os CjlVlXC]
XO
OQ^^XIOXXL LEVELS
MANAGERIAL LEVEL
COMPETENCIES
OPERATIONAL LEVEL
MEAN
SCORE
S.E.
MEAN SCORE
S.E.
Understanding of the Context of
NGO
3.87
0.96
3.16
1.02
Strategic Planning
3.7-2
0.90
2.93
0.98
Human Resource Management
3.54
0.94
3.00
0.98
Project Management and Sen-ice
3.72
0.90
3.23
1.04
Advocacy and Networking
3.51
1.12
2.95
1.30
Resource Mobilization
3.44
1.07
2.74
1.14
Leadership Skills
3.93
0.87
3.34
0.98
COMPOSITE SCORE
28.83
6.94
______
22.08
5.88
13-
6.7
cpE(R£(E’(ixI-IOX'O<F
IXXCjOs CjlVlXCj
VO (pg IN SOCIAL
XXOPE^XIOXXL LEVELS
MANAGERIAL LEVEL
COMPETENCIES
OPERATIONAL LEVEL
MEAN
SCORE
S.E.
MEAN SCORE
S.E.
Understanding of the Context of
NGO
4.07
1.00
3.19
1.04
Strategic Planning
3.78
1.01
2.96
1.06
Human Resource Management
3.63
1.11
2.81
1.21
Project Management and Service
3.63
1.11
3.04
1.22
Advocacy and Networking
3.52
1.28
2.81
1.18
Resource Mobilization
3.4-1
1.42
2.63
1.31
Leadership Skills
4.07
1.07
3.37
1.08
COMPOSITE SCORE
26.16
6.69
20.81
6.66
136
6.8
ot competence in Ng os giViNg
EIP(SE(PqCFEE<ICENCE TO QN{pEESSION^L TEgNEE
ATMANAgENIAL CL OTE^TIONAE LEVELS
MANAGERIAL LEVEL
COMPETENCIES
OPERATIONAL LEVEL
MEAN
SCORE
S.E.
MEAN SCORE
S.E.
Understanding of the Context of
NGO
3.96
0.88
3.32
1.06
Strategic Planning
3.54
0.92
2.93
Human Resource Management
3.50
0.96
3.00
1.12
Project Management and Service
3.93
0.90
3.46
1.09
Advocacy and Networking
3.64
0.87
3.00
1.09
Resource Mobilization
3.46
1.07
2.89
1.13
Leadership Skills
3.96
0.92
3.57
1.03
COMPOSITE SCORE
26.00
5.42
22.18
5.13
137
I
!
0.98
JKpfRE^DlX 6.9
OT
IXXgOs CjIVIXCj
TI<WEcp^ETE^XCE TO JITMXXXQETJXE X O<P<E<MTIOWL
LEVELS
MANAGERIAL LEVEL
COMPETENCIES
OPERATIONAL LEVEL
MEAN
SCORE
S.E.
MEAN SCORE
S.E.
Understanding of die Context of
NGO
3.71
0.97
3.26
0.96
Strategic Planning
3.39
0.99
2.87
1.23
Human Resource Management
3.45
1.05
2.81
1.17
Project Management and Sendee
3.42
1.09
3.16
0.93
Advocacy and Networking
3.26
1.03
2.84
1.10
Resource Mobilization
2.94
1.15
2.39
1.12
Leadership Skills
3.74
1.00
3.16
0.93
5.62
20.48
5.63
I
i
COMPOSITE SCORE
23.81
1
Position: 794 (6 views)