NGO Management Course

There are alternative definitions of leadership. Many scholars define leadership as one who plans, directs, or guides people toward a mutual goal.  Leadership has two component parts, personal and organizational, with the uses of  knowledge and commitment.  
Leadership has been described as "a process of social influence in which one person can go in front of spearheading and supporting others in the accomplishment of a common task. There are alternative definitions of leadership. 
 Leaders aspire for change in people toward a desired goal.  Leading involves people.  Everyone is leading someone somewhere, but the question is where and how.  
Leadership, accountability and transparency are essential ingredients of organisational success. Every organisation has a range of different leadership needs. The duties of leaders break down into four categories outlined in the box below.
1. Planning
·         Policy development and oversight for the implementation of policies and procedures.
·         Planning the organisation’s future (long and short term).
·         Deciding which services or programmes the organisation provides.
·         Evaluating or scrutinising the organisation’s programmes and operations on a regular basis.
2. Administration
·         Providing the governing body members with opportunities to grow as leaders.
·         Selecting the Executive Director and evaluating his or her performance.
3. Finance
·         Ensuring financial accountability.
·         Overseeing, reviewing and approving the organisation’s budget.
·         Raising funds and ensuring that adequate funds are raised to support the organisation’s work.
·         Monitoring expenditure against budget.
·         Safeguarding the assets of the organisation.
4. Community relations
·         Ensuring that programmes and services appropriately address community or client needs.
·         Marketing the organisation’s services and programmes.
·         Continuing public relations, which includes an awareness that governing body members are agents or messengers of the organisation in the community.
·         Representing the community and its interests.

 1. Types of NGOs leadership styles

Leadership may be considered as the process (act) of influencing the activities of an organized group in its efforts toward goal setting and goal achievement.
Leadership style is the combination of traits, skills, and behaviors leaders use as they interact with employees.     
There are multiple Leadership Styles. The key styles include:

Leadership Style

Key Characteristics

Transformative


• True leader who inspires team with shared vision

• Uses delegation & participation to engage team & has technical support staff so that focus is on communicating & people management

• Style most encouraged by Leadership programs

Transactional


• Focus is on getting staff to do what they are paid for (employment is a transaction)

• Reward & punishment is used to ensure compliance to leader’s directions/expectations (authoritarian)

• May have short-term benefits in high output demand roles but long-term cost is high

• Low job satisfaction, high absenteeism & staff costs

Situational


• Mostly transformative leadership but can switch between different leadership styles depending on context requirements

• Good situational leaders communicate this switch & reason for/time limits for the switch to team members


Authoritarian/Autocratic


• Extreme form of transactional leadership

• “My way or the highway”

• team members have little opportunity for decision-making

• High absenteeism or employee turnover

• May be appropriate in critical situations or where absolute power be more important than high cost

Bureaucratic


• “By the book” leadership

• “If it isn’t a protocol, it isn’t practiced”

• Useful for work requiring exact outputs

• Limits team members’ capacity for innovation, enterprise and buy-in (unless they like the type of work that is clearly directive)



Charismatic


• Leader is highly enthusiastic and motivates others with energy

• May be perceived as only source of motivation or inspiration in the team

• Team members may feel that without their leader they cannot complete important projects

Democratic/Participative


• Invites team members to contribute to decision making, although may make final decision

• Very useful in situations where team cohesion is important & job sharing a focus

• Change may be slower with participative process but buy-in and outcome likely to be greater

• Useful when quality is better than output quantity

Popularist / Laissez-faire


• Leaders leave team members to get on with their work: “leave it be”

• Useful when team members are highly skilled and proficient, but if feedback on output and achievements (or difficulties) are not provided, lowered engagement or well-established poor behaviour may result

• Popularist leaders are often promoted from within and may ‘leave it be’ to not upset ex-peers/friends

• Lack of continual direction or clarity often results

Task-orientated


• Very task and output focussed

• Clearly provides targets, timelines, technical support & advice but little focus on team members as individuals requiring support

• Like authoritarian leadership, can lead to increased absenteeism & staff turnover because of lack of staff engagement


People/relations orientated


• The opposite of task-orientated

• The focus is truly on people management rather than task management

• Results in strong employee engagement via team members feeling valued and important

• May result in lowered output if focus is too much on providing support for non-work related personal issues


Servant


• Leadership is achieved because person meets the needs of other team members: often not a formal team leader

• Often occurs when team undertakes a project and a team member ‘arises’ as the project leader by value of skills/knowledge/enthusiasm

• Useful in many situations, but individual may still be overlooked to become formal leader and this may result in that person’s disengagement or disgruntlement for person

 

2. Qualities of good leadership

An important characteristic of leadership is using human talents to grow performance, trust and integrity in employees and the organization.
One’s personality plays a major role in the way they lead.  Personality is a combination of traits (distinguishing personal characteristics) that classifies an individual’s behavior.  Personality affects conduct as well as insight and attitudes.  Knowing personalities helps explain and forecast others’ behavior and job performance.  
Personality
1. An friendly style - the ability and enjoyment of "working the crowd" is a very useful skill both for leadership and many other parts of life. Charisma is often thought of as a trait of many leaders.  Humor and warmth are effective in most leadership (and non-leadership) situations.    Another useful characteristic is the ability to remember personal characteristics such as names, items about the family, how many children they have, etc. People like to hear their names. It recognizes them as a unique individual.
 Persuasive
2. Communications skills - you must be able to speak effectively in public and in most cases, you must have good writing skills also.    
Persistence
3. Keep trying - leaders should be dynamic to social changes. Major changes in values and beliefs often occur between generations.  Leaders should be adoptable to social changes. Leadership requires a large among of resistance and insistence.
Patience
4. Patience is vital character for good leadership. Anger management and self-discipline are an essential traits for leadership.
Perceptive
5. You must be sensitive to other people's wants and needs and to changes in these wants and needs. Genuine interest in another person will often develop a sense of trust by that person.   The ability to listen is an essential skill of a good leader. You must stay in touch with your supporters.  
 Probity
6. Honesty and trustworthy, you need to be honest both now and in the future. Most people will believe and follow someone they trust. Openness and frankness are characteristics that most people appreciate.  
 Praise giving
7. "Strokes" - almost all people like praise and respects. Almost everyone likes to be recognized especially if they have worked hard on the project. It may be possible to give too many kind words, but it is very difficult to do so especially if they are given in a sincere manner.  
The saying: "praise in public and criticize in private" is very effective. Another saying that comes to mind: "honey attracts more flies than vinegar." People are more attracted by praise than by criticism and will be willing to work on change if their contributions are acknowledged.
Positive orientation
8. The future should always be seen as bright and optimistic. Tomorrow will be better than today. Problems can be solved by our actions. And we want our leaders to portray a positive optimistic attitude. Problems are not "problems", but opportunities. Simultaneously, we want our leaders to be honest and realistic.  
 A motto you might want to try: "Pessimism breeds negativity. Optimism breeds opportunity."
  
People based
9. Leadership must be of, by and for the people. leaders should be people-centred before themselves. The only reason for leadership should be for the benefit of the people.  
Possible
10. A leader must be realistic to determine the art of the possible. How much can realistically be accomplished in the time and resources available? How strong is the desire for change? Are the people willing to pay the price either in reduced services or higher taxes - what ever it takes? Very often people call for changes, but when they find out how difficult or expensive it will be to solve the problems, they will not support the proposed solutions. Do not jump into "solving" a problem until you have given very careful consideration to the process of solution.   An old folk saying has considerable wisdom for leadership: "fools rush in where angels fear to tread."
Practical
11. A leader must realize that pleasing all of the people all of the time is not possible. A leader must be practical in decisions made catering to the majority, perceptive enough to realize when the majority is right and strong enough to take action without the support of the majority when the majority is wrong.   
Progressive
12. An effective leader will move the group forward. Incorporating new strategies in leadership and communications is important. Sometimes progress may mean maintaining the current situation. It depends upon the group's needs and desires.
Prepared
13. A leader must be knowledgeable about his or her goals, the variety of means for reaching the goals, the needs necessary to meet the goals and about the people in the group. An effective leader must be both organized and prepared. Many leaders have opened their mouths and inserted their foot and suddenly found that they were no longer regarded as leaders.
Power-building
14. Even the best leaders can not tackle most leadership jobs alone. They need to have and to motivate followers to become involved in getting the job done. They must trust other people to get a job done and they must be able to delegate. A similar trait is the ability to network - to build linkages of friends and acquaintances that may be able to provide needed assistance at some future time.  

3. Leadership Coaching: Principles & Practices

Coaching leaders clearly define roles and tasks of followers, but seeks their input and suggestions too.  Decisions are still made by the leader, but the communication style is truly two-way.
 Coaching leaders are very effective in settings where performance or results need improvement.  They help others to advance their skills; they build bench strength, and provide a lot of guidance.  The coaching leadership style is most effective when followers are more responsible, experienced, and agreeable.
The coaching leader directs and guides; including providing encouragement and inspiration to help motivate the followers. They create a positive workplace environment; followers know exactly what's expected of them, and they understand the overall strategy of the organization.
10 Principles of Leadership
1.Know yourself and seek self-improvement. In order to know yourself, you have to understand your "be", "know", and "do" attributes. This is possible by continually strengthening your attributes by reading and self-study.
2.Be technically proficient. As a leader, you must know your job and have a solid familiarity with your employees' jobs.
3.Seek responsibility and take responsibility for your actions. Search for ways to guide your organization to new heights. And when things go wrong, do not blame others.
4.Make sound and timely decisions. Use good problem solving, decision-making, and planning tools.
5.Set the example. Be a good role model for you employees. They will believe what they see - not what they hear.
6.Know your people and look out for their well-being. Know human nature and the importance of sincerely caring for your workers.
7.Keep your people informed. Know how to communicate with your people, seniors, and other key people within the organization.
8.Develop a sense of accountability, ownership and responsibility in your people. These traits will help them carry out their professional responsibilities.
9.Ensure tasks are understood, supervised, and accomplished. Communication is the key to this responsibility.
10.Train your people as a team. By developing team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.
  
Leadership practices  can be either effective or ineffective.

EFFECTIVE

INEFFECTIVE

1. Directing

• Gives people clear directions when they are new or inexperienced.

• Provides explanations and honest feedback to others.

• Gives people the information they need to do their jobs.

Dominating

• Taking control when it is unnecessary, interrupting the efforts of others, and overriding other people’s ideas.


2. Problem Solving

• Identifies problems

• Clarifies goals

• Suggests alternatives

• Chooses the best solution

• Monitors implementation

• Seeks input from others

• Listens to people’s concerns

Over-involving

• Meets for the sake of meeting,

• Discusses issues but does not  listen,

• Involves people but produces no action.


3. Developing

• Assists members of the group when they need support.

• Provides information or opinions but supports others to develop solutions.

• Encourages others to assume responsibility.

Over-accommodating

• Tries to be liked by everyone and to keep everyone happy.

• Agrees with anything and bends over backwards to be supportive, even when the requests are inappropriate or do not make sense.

4. Delegating

• Empowers members of the group to make decisions and take action in areas where they have expertise.

                         
Abandoning

• Blamed for dumping responsibilities if members lack the knowledge or ability to

complete delegated projects themselves.

• Members become frustrated by the lack of support and ambiguity.

The Three Most Important Keys of Leadership
Studies have shown that trust and confidence in top leadership is the single most reliable predictor of employee satisfaction in an organization.
Effective communication by leadership in three critical areas is the key to winning organizational trust and confidence, and involves:
1.Helping employees understand the company's overall business strategy.
2.Helping employees understand how they contribute to achieving key business objectives.
3.Sharing information with employees on both how the company is doing and how an employee's own division or department is doing - relative to strategic business objectives.

4. NGO structure and systems

There are different types of governing body with different names (for example, executive committee, board of governors, board of directors, trustee body, leadership body) but their purpose is always the same:
An NGO’s sustainability—its ability to serve its clients over the long term — depends largely on the quality of the organization’s governance.
 NGOs are directed and controlled by a governing body, or a board of directors. You may also encounter names such as board of governors or board of trustees. In most countries, the board has a legal, moral, and Judiciary responsibility for the organization.
 At their best, boards reflect the collective efforts of accomplished individuals who advance the institution’s mission and long-term welfare. The board’s contribution is meant to be strategic and the joint product of talented people. People on a board are brought together to apply their knowledge, experience, and expertise to the major challenges facing the institution.
Strategic thinking and oversight characterize the board’s leadership role. An effective board organizes itself to carry out its duties and responsibilities. To manage the day-to-day operations of the NGO, the board of directors appoints an executive director, sometimes called the chief of operations (CEO). Tensions and inefficiencies result if responsibilities, authority, and working relationships of board and staff are not clearly defined.
The executive director, as you can imagine, has many duties. He/she administers and manages all day-to-day operations of the organization, including:
•     hiring and supervising staff,
•     monitoring programs and finances,
•     providing ongoing leadership,
•    advising  and  reporting  to  the  board  on  the  NGO’s operations, and
•    speaking on behalf of the organization as delegated by the chairperson/president of the board.
 
Chairperson of the Board
•     Usually is elected by the board for a set term.
•     Presides over general board meetings.
•     Speaks on behalf of the organization to the public and media.
•     Chairs the executive committee.
Vice Chairperson
•     Usually succeeds the chairperson at the end of his or her term in office.
•     Assists the chairperson and serves in his or her absence.
•     Often chairs the nominating committee.
Standing Committees
•     Normally are described in the bylaws.
•     Usually include the:
Executive Committee:
Board chairperson/president, vice chairperson, secretary, and treasurer. Executive committee has authority to make certain decisions between meetings.
Finance Committee:
The treasurer usually chairs this committee. It provides financial oversight for the organization, advises the board on the budget and financial affairs.
Nominating Committee:
Often chaired by the NGO’s vice chairperson. Identifies new board members and nominates individuals to serve as NGO officers.
Ongoing Committees
•           Normally not prescribed in the bylaws, but necessary to achieve the organization’s mission.
•           Might include a program committee, research committee, technical committee, etc.
•           Allow the  board more flexibility to  conduct its activities and tailor committees to fit the mission of the organization.
Ad Hoc Committees or Task Forces
•           Given assignments to be completed in a specified time (fundraising or a special event).
•     Disband after their task has been completed.
•           Often  extremely  productive  because  they  have  defined  tasks  to complete within a limited time frame.
 
Advisory Committees
•     Individuals with specific expertise selected as committee members.
They provide the board with information and advice to understand difficult or complex issues such as a construction project, client demographics,   trends   in   government   support,   public   policy debates, etc.
•     Offer advantages to both the committee members and the board.
Committee members have an opportunity to learn more about the NGO  and  its  board—some  may  be  recruited  later  as  board members.
•     Can provide a greater division of labor and fresh new perspectives.
Governing documents
Three documents form the basis for NGO governance: articles of incorporation, bylaws, and the mission statement. These documents, along with the minutes of board meetings, budgets, financial statements, and policy statements, communicate how the organization is governed, individual responsibilities, the organization’s past, and the organization’s future plans.
The articles of incorporation is a legal document that is filed with the appropriate government agency to register the organization as an NGO. Incorporating an NGO, according to the statutory authority of the country, may protect the NGO and its members from unhappy consequences, such as liability for the organization’s debts. Tax advantages are available to registered NGOs in a few countries.
Law prescribes the  form and  content of  articles of  incorporation. Although requirements vary from country to country, typical items required in articles of incorporation for an NGO include:
•     Name of the organization.
•     Duration of the organization (usually perpetual).
•     Purpose for which the organization is formed.
•     Provision for conducting the internal affairs of the organization.
•     Names and address of the incorporators.
•           Address of the initial registered office and name of the initial registered agent of the organization.
•     Provision for distribution of the assets of the organization on dissolution.
The stated purpose of the organization should be broad enough to enable the organization to evolve as necessary to serve its constituency. The Peace Corps is not an NGO, but its purpose—to promote world peace and understanding— illustrates the broad scope that is desirable in an NGO’s purpose. Articles of incorporation outline the organization’s form. A set of bylaws, developed by the organization’s constituents and approved by the board, supplements the articles by prescribing detailed rules for governing the organization.
Bylaws often begin with a restatement of the name and purpose of the organization as  written in  the  articles  of  incorporation. Bylaws are  internal documents, a set of rules that enables each organization to conduct its affairs. It is important they be written clearly and in language that is easily understood by all organization stakeholders. Typical items addressed in the bylaws are:
•           The   frequency,   notice,   and   quorum  requirements  for   organizational meetings.
•     Voting qualifications, proxies, and procedures for approval of board items.
•           The number and term for members of the board, scope of authority, method of nomination and election to the board, and provision for filling vacancies.
•           List of board officers, method of nomination and election, terms of office, powers, duties, and succession.
•     Membership and authority of standing committees.
•     Title and scope of authority for the executive director/chief of staff.
•     Record-keeping and financial reporting responsibilities.
• Amendment procedures for the bylaws and provisions for dissolution of the organization.
Organizations like living organisms are born and pass through 3 key distinct stages or phases of growth.  .
Pioneer Phase
·         Characteristics of the pioneer phase include:
·         Strong vision and values
·         Informal and flexible
·         No procedures
·         Close relationships
·         More of a family
·         Identity bound with leader
·         Operates from a small room
·         Values are personalized
·         Recognition comes through friendship and mutual understanding
Independent phase
Characteristics of the independent phase include:
·         Formal structures and systems in place
·         Top down, strong at the top
·         Minimal interaction, communication on paper
·         Authoritative and inflexible
·         More technical
·         Weak at bottom
·         Staff valued for specific contribution
Interdependent phase/integrated
·         Characteristics of the independent phase include:
·         User friendly
·         Flexible and respectful
·         Creativity encouraged
·         Market purpose oriented
·         Work as a team
·         Shared leadership throughout organization
·         Human and effective
·         Recognition comes from performance

 5. Group Dynamics


Group dynamics is a group of behaviors and and way of thinking that occurs within a social group between social groups. The study of group dynamics can be useful in understanding decision-making behavior of NGOs and is useful in studies of psychology, sociology, political science, and other fields.
A group is a collection of two or more interacting individuals in a stable pattern of relationships, provides rewards to its members, who share goals, and perceive themselves as a group.
Classifying Groups
Primary groups: small, long-term, face-to-face, involuntarily
Secondary groups: larger, formally organized, shorter in duration
Planned groups: deliberately formed (founded)
Emergent groups: spontaneously (find)
+ internal origins (forces within) or external origins (forces outside)
Arrow;
-          concocted groups: planned outside group
-          founded groups: planned inside group (remain member)
-          circumstantial group: unplanned group, situational forces
-          self-organizing group: cooperative system, aligning activities
Lichel:
-          intimacy groups: small, moderate duration, interaction
-          task groups: common goals and outcomes
-          weak associations: spontaneously formed, brief period
-          social categories: aggregation of similar individuals
 
Why Do People Join Groups?
People join groups for a variety of reasons.
·         Affiliation
·         Identification
·         Emotional Support
·         Assistance
·         Common Interest
·         Common Goals
·         Physical Proximity
·         Assignment – It’s mandatory
Factors Affecting Group Performance
Cohesiveness is the strength of group members' desires to remain a part of their groups. Cohesion is strengthened by:
·         homogeneity
·         the severity of the initiation to join the group.
·         a high external threat or competition.
·         the amount of time spent together.
·         the smallness of the group.
·         the group's history of success.
Group cohesion has some important consequences as well:
Positive
·         people enjoy membership.
·         members participate more fully.
·         they tend to be highly productive.
·         they experience low turnover.
Negative
·         groupthink arises when groups are too cohesive.
·         group commitment might hinder productivity.
·         groups may conspire to sabotage employers for the group's benefit.

 

CHAPTER 2: NGO Strategic Management 

Strategic Planning

A strategy is an overall approach and plan.  So, strategic planning is the overall planning that facilitates the good management of a process.  Strategic planning takes you outside the day-to-day activities of your organisation or project.  It provides you with the big picture of what you are doing and where you are going. Strategic planning gives you clarity about what you actually want to achieve and how to go about achieving it, rather than a plan of action for day-to-day operations.

Strategic planning enables you to answer the following questions:

  1.     Who are we?
  2.      What capacity do we have/what can we do?
  3.     What problems are we addressing?
  4.     What difference do we want to make?
  5.      Which critical issues must we respond to?
  6.      Where should we allocate our resources?/what should our priorities be?

Strategic planning is intended to enhance an organization’s ability to think, act, and learn strategically. The potential benefits from the process are numerous, although there is no guarantee that they will be realized in practice. These benefits include

 Increased effectiveness. The organization’s performance is enhanced, its mission is furthered, its mandates are met, and real public value is created. In addition, the organization responds effectively to rapidly changing circumstances.

Increased efficiency. The same or better results are achieved with fewer resources.

Improved understanding and better learning. The organization understands its situation far more clearly.
 

Basic Strategic Planning Process


The following is a basic process that is typically followed by organizations that are small, busy, and have not previously done a lot of strategic planning before.

1.      Determine who will be involved in the process

2.      Determine if the focus of the plan will be issue-based or goals-based

3.      Determine the scope of the planning process

4.      Determine a timeline for the planning process

5.      Select a facilitator – preferably someone who is objective and impartial

6.      Identify or confirm your purpose or mission statement – concise statements that describe why your organization exists, its reason for being. The statement should describe the people or community needs to be met, for whom, and how.

7.      Conduct a brief internal and external assessment – what’s going on?

·         Identify SWOTs – Strengths, Weaknesses, Opportunities, Threats

·         Consider surveying constituents and stakeholders for their opinions and ideas by using a written questionnaire or evaluation

8.      Identify, list, and prioritize the major issues and goals the organization must reach if it is to accomplish its purpose. Common categories include finance, administration, facilities, capacity and skills, methods, participation, relationship, partnerships, and personnel/staffing.

9.      Establish action plans and strategies to address major issues and goals– objectives/targets, actions, resource needs, timelines, roles and responsibilities

10.  Develop a written planning document that can be used to track progress, record results, and communicate status to stakeholders

11.  Coordinate the strategic plan with the budget process, e.g. staffing increases/decreases, fundraising, management, etc.

12.  Implement, monitor, and update the plan

·         Expect the board of directors and committees to use the plan as a guide for their responsibilities and work, and to report on their progress

·         Refer to and review the status of the plan at board and committee meetings

·         Regularly review, assess and refresh the plan so that it becomes a living document (be sure to keep an archived copy of the original plan).

·         Regularly dedicate time to work on the strategic plan.

Structure of Strategic Plan


STRATEGIC PLAN is written document that has the following sub-headings

• Executive summary


• Vision statement


• Mandate and scope of work


• Summary analysis of external and internal environment

• Main strategic issues
• Four or five agreed strategic aims with accompanying strategies
• Assessment of human resource (staff) needs
• Budget
1.      SWOT Analysis  
SWOT-analysis is a common strategic planning tool that can help managers evaluate the chances that a certain project will succeed.
It is defined as "An analysis of the internal and external environmental factors performed as part of developing the organizational strategy
The term "SWOT" is an acronym for the words "strengths", "weaknesses", "threats" and "opportunities". 
Strengths – internal factors that allow an organization to take advantage of opportunities and excel in the achievements of targets
Weaknesses – internal factors that stand in the way of an organization taking advantage of opportunities or excelling in the achievements of targets
Opportunities – real or potential external situations and conditions that an organization could take advantage of, given the right circumstances and planning
Threats – real or potential external situations and conditions that could limit an organization’s effectiveness and competitiveness, if not dealt with in a practical manner

Internal
External
Strengths
Opportunities
 
  
 
Weaknesses
Threats
  
SWOT analysis can provide:
·         a framework for identifying and analysing strengths, weaknesses, opportunities and threats
·         an impetus to analyse a situation and develop suitable strategies and tactics
·         a basis for assessing core capabilities and competences
·         the evidence for, and cultural key to, change
·         a stimulus to participation in a group experience

2.      Vision, Mission and Value



A vision statement describes how you want the world to be. It is a picture of the world you seek to create. It tells how people’s lives, communities or society at large will be better as a result of your NGO’s work. A vision statement is big and bold, such as SOMSOLAR or my SWEET HOME




SOMSOLAR is inspired to be the best leading supplier and professional enterprise of solar energy technologies in east Africa with efficiency and admired performance of solar photovoltaic goods and services



We envision a society in which all people are safe in their homes, schools and communities; are treated with respect and dignity; and have equal opportunities to develop and activate their leadership abilities.
An NGO’s vision statement is a powerful tool for motivating staff and volunteers and inspiring others to join you
The main purpose of a visioning exercise is to:
·         Provide inspiration and allow participants to share creative ideas.
·         Help participants to see what they are working towards.
·         Encourage team building through debate on areas of agreement and disagreement to reach consensus.
·         Encourage organisational and programme focus through discussion about what the organisation will or will not do, and how people will work together towards shared goals.
An NGO’s mission statement concisely states the main purpose of the organization. It answers the question of why you exist. It describes who you are, what you do and the end results you seek. For some NGOs, it might identify a geographic region or specific target population you serve.
Mission statements have two parts. The first is the core mission statement — the one or two sentences that communicate what you do and the long-term changes you work to achieve. The second part briefly describes the strategies or types of activities you use to achieve your mission.  .
Mission statement has the following characteristics
·         It is the organisation’s self-concept.
·         It is a broad-based, strategic statement of the NGO’s goals, attitudes, orientation, and outlook.
·         It is clearly defined to serve as a focal point, to encourage others to identify with the organisation’s purpose.
·         It is long range; it looks into the future of the organization
·         It is brief and to the point.
·         It distinguishes the organisation from others and shows what makes it different.
·         It provides focus for the organisation.
The mission statement often has the following statements:
•         Founding date. On what date was the organisation formed?
•         Purpose. What is the main reason the organisation was formed? What change does it intend to help bring about?
•         Focus. What type of focus does the organisation have in terms of its target groups, sectors, themes, strategies?
•         Geographical area of work. Where does the organisation work?
•         Beneficiaries. Who does the organisation support (eg refugees, women, street children, poor women and men, pastoralists, landless rural residents, etc)?
•         Organisational values. What does the organisation stand for?
•         Type of organisation. What type of organisation is it (eg nongovernmental, voluntary organisation, independent charity, women’s organisation, non-profit, non-political, etc)?
•         Methodology. What is distinctive about the organisation’s style of working (eg participatory, inclusive, empowering)?
SOMSOLAR is nongovernmental and non-sectarian organization that was established on 28 July 2011 with the purpose to contribute to the livelihoods of the poor households and local producers through providing affordable solar equipment, capacity building and consultancy services to the people in both rural and urban areas in Somaliland. Somsolar is inspired for the accessibility of low cost solar solutions for the poor and improvement of Somali environment.  .
Every organization has a set of values, whether or not they are written down. The values guide the perspective of the organization as well as its actions. Writing down a set of commonly-held values can help an organization define its culture and beliefs. When members of the organization subscribe to a common set of values, the organization appears united when it deals with various issues.
Value statements list the principles and ethics to which an organization adheres. They form an ethical foundation for the organization. These principles and ethics then guide the behavior of organization members. They assist organizations in determining what is right and wrong. Members then act in certain ways, using the values as a guide
Values are the principles an NGO commits to uphold in all aspects of its work. Accountability and transparency are two values all NGOs must share. Your NGO should discuss and agree on others that are important to who you are. Some NGOs identify values related to the quality of their work, while others define their values in relation to how they work with others. 
For example, SOMSOLAR programmatic activities are guided the following core value:
1.         Innovative: We consistently offer innovative and cost effective and affordable solutions to satisfy people’s needs.
2.         Integrity: We use sounds of totality and common honesty among staffs in our organization
3.         Professional: We are professional people committed to providing high quality supplies and services to the beneficiaries. 
4.         Safety: With Safety focus in all our activities, we ensure-no accidents, no harm to people, no damage to the environment and security of personnel, property and information.
5.         Corporate Citizenship: We serve our society through the promotion of solar energy products & services as well as community initiatives.

3.      Good Strategies and Goals



A strategy is an overall approach, based on an understanding of the broader context in which you function, your own strengths and weaknesses, and the problem you are attempting to address.  A strategy gives you a framework within which to work, it clarifies what you are trying to achieve and the approach you intend to use.  It does not spell out specific activities.




Strategies are the paths that the organisation will follow as it works towards achieving the identified strategic aims.


 SOMSOLAR formulated two such strategies, one of which is “organisational development and management”.

 GOALS had to be found within each strategy. One of the goals, closest to the strategy given above, is “to promote sustainable organisational and resource development”.
PROJECTS then have to be planned and carried out to attain these goals. One such project has been The Organisation Capacity Building Project: which reviewed the vision, mission and goals of the organisation with the board members, associates and staff of SOMSOLAR and mapped out the responsibilities of each group, within a time-frame of 3 months.
It is very important that your NGO chooses good strategies. Another way of stating a strategy would be to say, “The main thrust of our work will be…” so strategies are practical, and you will only be able to manage a few. Here are two examples:
1) “One strategy is to ensure that after five years, in this very poor community, each family will have one member who can earn money”.
2) “As an environmental NGO, one of our strategies is to protect the existing trees and soil by building sustainable cooking fuel techniques into the community (e.g. by treeplanting, solar cookers, improved stoves, etc.)".
 Good strategies have to be based on a good understanding of all the actors, potentials, limitations, needs, problems, leadership structure, etc. 

4.      Policy formulation



The term “policy” comes from the Greek, Sanskrit, and Latin languages. The Greek “polis” (city-state) and Sanskrit “pur” (city) evolved into the Latin “politia” (state) and later, into the Middle English “policie”, which is referred to the conduct of public affairs or the administration of government.


Policy a set of interrelated decisions taken by institution or group of actors concerning the selection of goals and the means of achieving them within a specified situation where      those decisions should ,in principle, be within the power of those actors to achieve


A policy is a statement by government or by non-government organization of what it intends to do or not to do, such as a law, regulation, ruling, decision, or order, or a combination of these.


Policy has the following implications

  1. Responses to policy demands-some sort of problem that requires attention.
  2. Goal and result oriented.
  3. Policy  is based on law and is authoritative.
  4. Without enforcement, a policy loses its meaning.
  5. Policy is ultimately made by institution (e,g government)
  6. Policy is also what institution chooses to do or not  to  do


Policy formulation is an important step in the actualization of any vision and mission, whether it be embarked upon by the government or NGOs. 

All policies go through this cycle:

·         Problem identification &  agenda setting

·         Policy formulation

·         Policy legitimation (policy adoption )

·         Policy implementation

·         Policy evaluation

Policy Tools/Instruments

·         At first glance ,the concept of instrument seems simple, how ever in reality it is very difficult to describe

·         Policy tool is a method through which institution seeks a policy objective

·         It can also be defined as ‘elements in policy design that cause agents or targets to do something they would not do otherwise or the intention of modifying behavior to solve public problems or attain policy goals’.

·         Policy instruments or tools are also called ‘techniques of control’ that are by one means or another ,openly or cleverly ,....designed to cause people to do things , refrain from doing things ,or continue to do things that would other wise not do

Policy Tools/Instruments should have the following characteristics:

·         Certainty: Certainty of the administrative process and the compliance of targets

·         Timeliness: Extent to which the tools works quickly

·         Less Cost: Expense of the tool

·         Efficiency: Extent to which the tool creates maximum outputs for a given input

·         Effectiveness: Extent to which the tool is likely to achieve its goals

·         Flexibility: Ease with which the tool can be altered to changing needs and circumstances

·         Visibility: The extent to which the program is well known or less well known (Sometimes invisibility is an important goal.)

·         Accountability: Extent to which implementers are accountable for their actions.

·         Choice: Degree of people’s choice afforded by the policy

Policy formulation is the development of effective and acceptable courses of action for addressing what has been placed on the policy agenda.

There  are two parts to this definition of policy formulation:

Effective formulation means that the policy proposed is regarded as a valid, efficient, and implementable solution to the issue at hand. If the policy is seen as ineffective or unworkable in practice, there is no legitimate reason to propose it. Policy analysts try to identify effective alternatives. This is the analytical phase of policy formulation.

Acceptable formulation means that the proposed course of action is likely to be authorized by the legitimate decision makers, usually through majority-building in a bargaining process. That is, it must be politically feasible. If the policy is likely to be rejected by the decision making body, it may be impractical to suggest it. This is the political phase of policy formulation.

 

Samples of NGO Policies are included


1.1 Not for Profit Registration (Legally Registered in Country)
       -  Charter
       -  By Laws                                                                                        
       -  Founders
       -  Mission Statement
1.2  BOD Policies and Procedures
       - BOD Mission and Purpose
       - BOD Job Descriptions / SOW / Roles and Responsibilities
       - Code of Ethics / Code of Conduct
       - Evaluation (self or otherwise)
       - Board Member Selection / Dismissal
       - Board Member Rights
       - Meeting Protocol / Schedule
       - Grievance Policy / Procedures
       - BOD Voting Rights / Protocol
       -  Payment / Compensation
1.3  BOD Training Materials / Handbook
1.4  BOD Contact List / Profiles
1.5 Advisory Board Policies and Procedures (if applicable)
       - Mission and Purpose
       - AB Job Descriptions / SOW / Roles and Responsibilities
       - Code of Ethics / Code of Conduct
       - Evaluation (self or otherwise)
       - Advisory Board Member Selection / Dismissal
       - Advisory Board Member Rights
       - Meeting Protocol / Schedule
       - Grievance Policy / Procedures
       - BOD Voting Rights / Protocol
       -  Payment / Compensation
1.6  Advisory Board Training Materials / Handbook
1.7  Advisory Board Contact List / Profiles
1.8  Strategic Management Plan (annual or otherwise)
       - Mission Statement
       - Analysis of External Environment / Stakeholders / Opportunities and / or Obstacles
       - Analysis of Internal Environment
       - Strategic Goals of Organization
       -  Risk Assessment(s)
1.9 Management System
       -  Management Philosophy and Operating Style
       -  Organizational System / Chart
       -  Methods of Assigning Authority and Responsibility
       -  Monitoring of Performance
       -  Internal Communication Policy / Grievance Policy
       -  Segregation of Duties / Responsibilities
1.10   Association Management Policies and Procedures
          - Membership Management Guidelines
          - Membership Policies and Procedures (admittance / withdrawal / arbitration)
          - Members Code of Conduct / Ethics
          - Membership Criteria / Requirements
          - Membership Types / Benefits / Rights / Obligations           
          - Membership Service Standards
1.11   Legal Council
          -  Access to Quality Legal Council
          -  Programming Assured to be Operating Legally
1.12   Partnership Development
          -  Partnership Policy / Strategy (Government, Businesses, NGO, Donor)
          -  Types of Partnerships
          -  Contracting Policies









CHAPTER 1: Understanding NGOs -Introduction to NGOs and Management

1.      What is NGO?
The term, "non-governmental organization" or NGO, came into use in 1945. A non-governmental organization (NGO) is any non-profit, voluntary citizens' NGO which is organized on a local, national or international level, task-oriented and driven by people with a common interest. At the UN, almost all types of private bodies can be recognized as NGOs.     

2.      History of NGOs
The term, "non-governmental organization" or NGO, came into use in 1945. Non-governmental organizations (NGOs) as we know them today are generally thought to have come into existence around the mid-nineteenth century. It was only about a century later that the importance of NGOs was officially recognized by the United Nations. At the UN Congress in San Francisco in 1968, a provision was made in Article 71 of the Charter of the United Nations framework that qualified NGOs in the field of economic and social development to receive consultative status with the Economic and Social Council.
The development of modern NGOs has largely mirrored that of general world history, particularly after the Industrial Revolution. NGOs have existed in some form or another as far back as 25,000 years ago. Since 1850, more than 100,000 private, not-for-profit organizations with an international focus have been founded. The growth of NGOs really took off after the Second World War, with about 90 international NGOs founded each year, compared with about 10 each year in the 1890s. Only about 30 percent of early international NGOs have survived, although those organizations founded after the wars have had a better survival rate.  

3.      Features and factors necessary to build an NGO of good quality

§  Able and committed leadership with solid skills derived either from grassroots experience and connections, or from formal educational qualifications.
§  Participatory and democratic involvement of grassroots membership and NGO staff in matters pertaining to organisational and programme development (including staff selection).
§  Transparent and accountable (to grassroots membership and staff) management.
§  Secure donor funding from known organisations with which partnerships have been developed.
§  Donors who are committed to capacity building, skills development and conflict resolution.
§  Sound organisational control mechanisms deriving from democratic participation and/or measurable control systems.
§  Development of forward-thinking management and leadership strategies, and reduced reliance on organisational crisis management.
§  Investment in human capital without prejudice to individual personalities, and with carefully selected training interventions.

4.      Types of NGOs

NGOs can be distinguished into two NGOs: orientation and operational NGOs.  

NGO types by orientation:

§  Charitable Orientation often involves a top-down service provision effort with little participation by the "beneficiaries". It includes NGOs with activities directed toward meeting the needs of the poor -distribution of food, clothing or medicine; provision of housing, transport, schools etc. Such NGOs may also undertake relief activities during a natural or man-made disaster.

§  Service Orientation includes NGOs with activities such as the provision of health, family planning or education services in which the programme is designed by the NGO and people are expected to participate in its impementation and in receiving the service.

§  Participatory Orientation is characterized by self-help projects where local people are involved particularly in the implementation of a project by contributing cash, tools, land, materials and labour

§  Empowering Orientation is where the aim is to help poor people develop a clearer understanding of the social, political and economic factors affecting their lives, and to strengthen their awareness of their own potential power to control their lives.  

            NGO Types by level of operation:

§  Community-based Organizations (CBOs) arise out of people's own initiatives. These can include sports clubs, women's organizations, neighbourhood organizations, religious or educational organizations.    

§  Citywide Organizations include organizations such as the Rotary or lion's Club, chambers of commerce and industry, coalitions of business, ethnic or educational NGOs and associations of community organizations.  

§  National NGOs include organizations,  local NGOs, e.g SOMSOLAR.

§  International NGOs , e.g Save the Children organizations, OXFAM, CARE, Ford and Rockefeller Foundations.   


5.      Growing stages of NGOs
Stage One:  Forming (Awareness):  The Immature NGO
§  Theme:  orientation
§  Behaviors desired:  commitment to NGO goals as task behavior, friendliness and concern about others and interest in relationship with others
§  Outcomes desired:  commitment and acceptance of team and of others
§  Actions and activities:  learning what’s expected
§  Leader’s role:  high-task, low-relationship to compensate for low follower readiness
§  Leaderships skills and techniques:  value clarification, visioning, communication through myth and metaphor, and goal setting to develop acceptance and commitment as individuals need to understand how they relate to team and team’s relationship to organization
§  Task of individual:  getting familiar, assessing strengths and weaknesses, participating in goal setting
Stage Two:  Storming (Conflict):  The Fractionated NGO
§  Theme:  resistance
§  Behaviors desired:  acknowledgment and confrontation of conflict openly at task level and listening with understanding to others at relationship level
§  Outcomes desired:  clarification and belonging
§  Actions and activities:  leadership struggles, incomplete communication, arguments and personalizing events; members appear confused and dissatisfied and output is low
§  Leader’s role:  maintaining adequate production while building NGO competence requires high-task, high relationship
§  Leadership skills and techniques:  active listening, forcefulness and conflict management to resolve stage two issues, and flexibility and creativity to support open environment and set climate for new ideas
§  Task of individual:  listening actively and attentively to all viewpoints, supporting the development of and encouraging supportive environment for expression of ideas, confronting and managing disagreements to clarify purposes, roles and procedures

Stage Three:  Norming (Cooperation):  The Sharing NGO
§  Theme:  cohesion
§  Behavior desired:  inclusion of others in decision making to meet task needs, recognition and respect of differences to meet relationship needs
§  Outcomes desired:  involvement and support
§  Actions and activities:  open exchange of feelings, facts, ideas, preferences and support; less dissatisfaction as ways of working together are clarified
§  Leader’s role:  low-task, high relationship to promote participation and involvement, providing more opportunities for NGO members to take responsibility
§  Leadership skills and techniques:  use of the techniques of playfulness and humor, entrepreneurship and coalition building (networking) promote involvement and support communication, feedback and announcement
§  Task of individual:  appreciation of differences, recognition of NGO success as source of personal power and resources, use of feedback to support collaborative working relationships, greater involvement in decision-making

Stage Four:  Performing (Productivity):  The Effective Team
§  Theme:  interdependence
§  Behaviors:  contribution and valuing of new ideas and the ideas of others
§  Outcomes:  achievement and pride
§  Actions and activities:  working collaboratively to challenge their potential; celebrating success in the achievement of more complex goals helps sustain enthusiasm and maintain energy
§  Leader’s role:  delegation reduces need for interaction with staff to low-task, low relationship
§  Leadership skills and techniques:  problem solving, planning, and decision making skills provide opportunities for achievement; mentoring helps to foster achievement in others
§  Task of individual:  sharing in NGO accomplishments and productivity lead to sense of satisfaction and pride

6.      Setting Up NGOs
Bylaws are internal documents, a set of rules that enables each organization to conduct its affairs. It is important they be written clearly and in language that is easily understood by all organization stakeholders. This document is frequently necessary for the registration of an NGO with national and public authorities.
Typical items addressed in the bylaws are:
Name and purpose of the NGO. The Purpose is usually a restatement of the NGO's Mission Statement, but can contain additional details
The frequency, notice, and quorum requirements for organizational meetings. These can be internal or regular meeting of the NGO, or external meetings such as those for the general public, with other stakeholders etc.
Voting qualifications, and procedures for approval of boards. This is related to the governance structure of the NGO's board. The number and term for members of the board, scope of authority, method of nomination and election to the board, and provision for filling vacancies.   List of board officers, method of nomination and election, terms of office, powers, duties, and succession.
Membership and authority of committees or working NGOs. Many of an NGOs' work is done through sub-committees or NGOs, and provisions need to be made for such committees. Title and scope of authority for the executive director and other staff members who are responsible for the day to day functioning of the NGO.
Record-keeping and financial reporting responsibilities. In many countries this is necessary for the maintenance of the tax-exempt status of an NGO.
Amendment procedures for the bylaws and provisions for dissolution of the organization. Writing and gaining approval for a set of bylaws takes thought, time, and the involvement of the organization’s constituents. Bylaws should be written with an emphasis on fair Strategy and transparent governance.

7.      Keys to effective NGO management

§  Organisational vision, which includes the positioning of an organisation within the external environment and its flexibility to adapt to changes in this environment.
§  Individual staff capacities, skills and ability, and their collective synergy.
§  Organisational capacity to attract and retain a staff body and individual staff of the calibre or potential calibre necessary for running programmes effectively.
§  Organisational capacity to be accountable to funders, governing bodies or boards, staff and target NGOs.

8.      Roles of NGOs

NGOs (Non-governmental organizations) are increasingly becoming an important force, in part because of claims that they are efficient and effective, because they are innovative, flexible, independent, and responsive to the problems of poor people at the grass-roots level. They have been engaged in all sectors of social life, such as relief, rehabilitation, health, education, development programs, peace, human rights, and environmental issues, using finance raised from voluntary, private sources, and donor agencies, and managing themselves autonomously at local, national and international levels.

9. Principles of NGO Management
1. Setting strategy: NGOs’ strategies should set out what they will do to make the biggest contribution to other people’s efforts to improve their lives and societies.
2. Planning activities: NGOs should develop activity plans in discussion with local people and other collaborators, identifying who would have to do what to achieve specific goals.    
3. Feedback & scope: The best way to measure how well an NGO is managed is to ask clients. Feedback systems can generate performance data on many aspects of an NGO’s work
4. Managing relationships: NGOs should systematically build and monitor relationships with local people and other collaborators, and ensure they meet appropriate standards . 
 5. Technical quality: NGOs should systematically monitor the technical quality of their work and ensure it meets appropriate standards.  
6. Frontline staff: NGOs’ first priority should be to support and encourage frontline staff to contribute effectively to other people’s efforts. Frontline staff are often the most important factor in delivering high quality work.  
7. Continual improvement: NGOs should create organisational cultures of continual improvement. NGOs need to continually assess their performance and how they can improve, at all levels. NGOs have to constantly reinforce core values, particularly around helping people help themselves – recognising that they do not hold the answers to other people’s problems – and being responsive to dynamic social situations.
8. Transparency: NGOs should operate open information policies and make information easily accessible to relevant collaborators. Transparency empowers the people an NGO works with. With proper information, collaborators can hold NGOs to account for their performance.  
NGOs should routinely publish:
1.      Strategic plans, goals and background analysis
2.      Performance reports, including feedback & scope indicators and evaluations
3.      Which standards they use and performance in comparison to them
4.      Major collaborators
5.      Legal status, governance and management arrangements, including identifying board members and senior managers
6.      Financial information
7.      Contact information
9. Moral fundraising: NGOs should systematically check that fundraising claims are ambitious but realistic, within the limits of what they can achieve.  
10. Sector learning: NGOs should collaborate in a collective effort to continually improve performance and use resources as effectively as possible across the sector.











CIVIL SERVICE INSTITUTE
NGO Management Course
Course Content
 This NGO management course is aimed primarily to develop students’ knowledge and skills in preparation for managing NGOs. The course consists of structured learning topics, brainstorming and short presentations. The use of customized learning materials is to facilitate a smooth and fast-track approach to learning and to achieve the course objectives. We favour a participatory approach and a high level of interaction among students and the lectrurer. They share experiences, good practices and lessons learned to enhance learning opportunities. Course is process-oriented and favours the development of innovative approaches to solve problems. Students help each other to develop their projects during working group meetings.

  1. Understanding NGOs -Introduction to NGOs and Management
    • What is NGO?
    • History of NGOs
    • Features and Factors necessary to build an NGO of good quality
    • Types of NGOs
    • Growing stages of NGOs
    • Setting up NGOs
    • Keys to effective NGO management
    • Roles of NGOs
    • Principles of NGO Management

  1. NGO strategic management
    • SWOTs & Strategic Planning
    • Vision, mission and value
    • Good strategies and goals
    • Policy formulation

  1. NGO leadership and governance
    • Types of NGOs leadership
    • Qualities of good leadership
    • Leadership Coaching: Principles & Practices
    • NGO structure and systems
    • Group dynamics
  1. NGO human resources management
    • Introduction to HR
    • The difference between HRM and personnel management
    • Recruitment and orientation
    • Staff performance appraisal and promotion
    • Remuneration and benefits
    • Job description
    • Staff training and development
    • Discipline code and work policy
    • Leave system
    • Staff diversity

  1. Managing financial resources
    • Budgeting
    • Accounting System & Procedures
    • Procurement
    • Accounting and reporting
    • Assets management
    • Auditing
    • Financial Reporting

  1. Project  cycle management
    • Introduction to project management
    • Problem identification
    • Planning
    • Implementation
    • Monitoring and evaluation
    • Project management tools

  1. NGO administration
    • Office administration
    • Filling system 
    • Filling and document control
    • Public relations
    • Communication
    • Meetings
    • Conflict Management

  1. Capacity building and NGO regulatory framework
    • Introduction to capacity building
    • Capacity building approaches
    • Organizational capacity assessment tool (OCAT)
    • Success and sustainability measures
    • Regulatory framework (Somaliland as example)

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