How do NGOs Need Strengthening?

Abstract

We have discussed elsewhere¹ that much of the current interest in the role of NGOs is derived from a widely accepted, if largely unproven, thesis of NGO comparative advantage over government. This is usually associated with a number of frequently quoted and generalized positive attributes of NGOs.² The recent widespread promotion of NGOs as effective alternative service providers, especially within the health sector, is part of this assumed paradigm of inherent competence. What, however, is less frequently discussed is the unlikelihood of all NGOs possessing all of these attributes. Whilst any country-based assessment of individual NGOs is likely to identify individual examples of well organized and carefully managed NGO projects and programmes, there is little evidence to support claims that this can be generalized throughout the whole NGO sector, or for all types of activity Unlike government agencies, NGOs cannot call upon the support of experienced civil servants. The large body of management theory and training available to the private-for-profit sector is inappropriate, and, until very recently at least, there has been no management theory developed specifically for the NGO sector.³ Nevertheless NGOs have to balance the need to conform to their governing instrument and the altruism of their original organizational objectives with maintaining managerial legitimacy and the ability to respond to changing situations.