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by Sarath Hewagama

An attempt is made to articulate the values and management principles which differentiate genuine People Oriented, Development Non Governmental Organisations (POD/NGOs) from bureaucratic service delivery Non Governmental Organisations (NGOs). Various theories are presently being expounded regarding the management of POD/NGOs. Jargon such as Harmony Oriented Management, Results Oriented Management, Professional Management etc. are some of them. The writer with a fair amount of management experience both in the development banking and NGO sectors attempts to outline amongst others some reflections on the structure and functions of POD/NGOs. It should be stressed that these are his personal views and not that of the organisation he served/serves.

The primary objective of POD/NGOs should be to participate in the struggle of the down trodden and the oppressed for liberation, justice, self-reliance and a better quality of life by broadening their development horizon and creating opportunities for income enhancement etc. The down trodden are locked into poverty whilst being enslaved by the structures exploiting and oppressing them. They must get out of these structures, which virtually perpetuates dependency and oppression. They must also be able to assert their rights effectively to be human etc. The down trodden and oppressed are the main protagonists in this regard. They are the ones who will need to break the bonds of injustice. Activities and NGOs are only participants in the struggle and should not attempt to dominate them. Hence POD/NGOs can only assist in the creation of these conditions and provide the necessary stimulus for such awareness. They should support People's Organisations through solidarity action, support services, technical help, advocacy and where necessary with financial assistance.

The most precious resource of a POD/NGO is its Personnel. This is what distinguishes it from the state or any other agency. All Personnel attached to POD/NGOs should be committed to the People's struggle, because it is this struggle that provides the justification for its very existence. Humility and respect for People's knowledge should be there. POD/NGO Personnel should have the necessary skills to analyze situations, be dedicated, creative and flexible. They should also be disciplined, honest, humble, patient and have the capacity for hard work. Effective administration, appreciation of the work of others and the ability to learn from one's mistakes should be some of the other skills. They should not treat this as a job/employment oriented service, instead they should be purely development oriented.

Some POD/NGOs comprise members drawn from middle class groups with a Professional and western educated orientation. It is generally believed that some of the POD/NGOs are either dominated or influenced by the Resource partners that provide them with the necessary resources etc. It is therefore very important for POD/NGOs to learn from the people that they are supposed to serve and assist. They should also promote the best-known cultural and religious values embodied in the communities that they are living with.

POD/NGOs should practice what they preach. Their leadership style should always be participatory. Bureaucratic structures should be avoided as far as possible. Every effort should be made to ensure that at least the majority is involved in the decision-making process. It appears that this style of Management Leadership is difficult. But in the interest of all concerned every attempt should be made to follow this style of Leadership. Perhaps, a Committee Structure could be considered to bring about participation of the majority.

It should also be borne in mind that POD/NGOs cannot follow informal policies for ever. Every effort should be made as far as possible to formalise whatever policies they follow. It would be desirable if they could at least follow a mix between the informal and formal policies. Following an informal policy is certainly not a deterrent for the successful implementation of any scheme. In this regard it would not be irrelevant to quote the success story of the Self-Employment Women's Association (SEWA) of India. In fact whilst implementing various development and economic schemes, it has very successfully implemented a Women's Bank which has become a model worldwide for helping women in the informal sector to gain access to credit.

Similarly Sarvodaya, the largest Pro Poor Developmental Organisation in Sri Lanka was able to mobilise Savings Deposits of an informal nature amounting to over Rs. 20 million over a period of 10 years from minors resident in the very remotest areas in Sri Lanka. The deposits so mobilized ranged from /-25 cts. up to about Rs. 200/-. It is definite that no Bank or Credit Institution in Sri Lanka would have ever mobilised these deposits at that time. Although this scheme was suspended for various reasons in the past, Sarvodaya's Economic Empowerment Programme has presently re-commenced this scheme. It is noted with appreciation that the Banking Sector is presently implementing various schemes in mobilising minors as well as rural deposits etc.

In the same vein it should be stated that informal policies could be translated into formal policies very successfully. The Co-operative Rural Banks (CRB) scheme, which was spearheaded by the People's Bank is an unique example. This scheme which originated in 1964 has been in existence since then. It is reported that as at present there are over 1,350 CRBs. Deposits mobilised by way of Savings and Fixed Deposits amount to over Rs. 17 (B). The Loans and Pawning advances granted by them amounts to over Rs. 6 (B) and Rs. 3 (B) respectively. This scheme which originated on an informal basis was gradually transformed into a formal scheme. Similarly, it should be emphasized that the Economic Empowerment Programme of Sarvodaya popularly known as SEEDS (Gte) Ltd. has been able to mobilise over Rs. 600 million by way of Savings Deposits. The cumulative total of loans granted as at present is over Rs. 2 (B). The loan recovery rate, which is 94% is very heartening. It should be emphasised that SEEDS (Gte) Ltd. is presently in the process of expanding its Village Development Banking concept in the villages encompassing the entire island. It has established over 700 Sarvodaya Development Banking Units as at date. It is very unfortunate that it is reported that development oriented banks are due to be privatised. It should not be forgotten that these institutions were set up with a development oriented motive that would ultimately benefit the larger population of this country, especially the down trodden. It should also be emphasised that privatisation cannot be considered as the only cure for all financial and management ills. Further under privatisation the rich gets richer and the poor becomes poorer. It is also very unfortunate to state that presently various forums are being held for poverty alleviation programmes whilst similar discussions are being held for the implementation of privatisation strategies etc. though privatisation could sometimes be considered as a positive approach, it should not be implemented in certain institutions. Instead, a pragmatic approach should be followed that would assist the nation especially the down trodden which is the larger population of this country.

The POD/NGOs salary policy should be very sensitive to the specific needs of its individual staff members. They are not in a position to offer the security, the long-term and other fringe benefits as the private, corporation or state sectors. Resource partners and other agencies very often propose high salary structures, which disrupts the local setup. This is definitely not conducive to the building up of POD/NGOs. The POD/NGO community should make every effort to ensure that these high salary structures are not implemented. Perhaps a constant dialogue with the concerned, resource partners will arrest this situation at least to some extent. If genuine reasons are adduced, the concerned resource partners would eventually not pursue such proposals. Consideration of an equitable salary policy will be conducive to the effective participatory decision- making process, which involves all the staff.

Upliftment, development of the downtrodden is not an easy task. Whether formal or informal procedures/systems are followed the objectives should be achieved. Organisations or individuals should not treat this task as a profession or business. Perhaps if the theme "Physical Development should be considered in conjunction with Spiritual Development" is followed, satisfactory results could be achieved.

It is my personal view that the NGO sector is ideally suited to uplift the down trodden. This question has to be viewed dispassionately. The NGO sector has done a tremendous service to this country. it is unfortunate that various Sectors distort the NGO ethic. As reported, it is possible that certain NGOs perform their activities within a hidden agenda." As truth will ultimately prevail", such NGOs will not be able to survive for long. Perhaps if NGOs with the proper bona fides are allowed to operate independently they will be effective community organisations. No doubt they will be an asset to the Government in power.

It should be emphasised that the above reflections are not an indictment on any individual or organisation. They were outlined with the sole purpose of exploring the possibilities of finding suitable practical solutions etc.

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