A. Findings
1. There is a lack of proper perception concerning the respective roles of the Government and the non-government organizations in community development. The former views NGOs as their competitors. The latter, because of the government's attitude towards them, see them as authoritarian.
Many of the problems and misunderstandings in relation to GO-NGO collaboration arise because of poor communication channels between the two parties. A number of people in the government do not understand NGOs or their activities.
2. The institutions registered as foundations, associations or religious groups are legitimate and legal due to two reasons. First, they have been established through legal procedures by way of a rotary act. Secondly, these foundations have a right to exist as long as their activities do not go against what is prescribed by the law. Hence, NGOs whose programs run contrary to those of government's would most likely not receive any support from the latter.
3. The policy of encouraging NGO involvement in development work is based on the recognition of their proven ability to mobilize people's participation, to transfer skills to the people at the grassroots level, and to mobilize funds from the community as well from other sources. Such abilities are not readily available in government. On the other hand, NGOs need financial and technical assistance from the government.
4. The use of a personal and/or informal approach plays a critical role in fostering the working relationship between NGOs and the government. At this stage, most NGOs function more as government assistants. They supplement the latter in large-scale programmes, especially where the government is unable to handle certain areas or sectors. This is evident in cases where the government apparatus cannot reach the people at grassroots level or vice-versa. An NGO assumes the supporter's role to government programs in communities that have developed close relationships with the NGO.
5. In terms of GO-NGO collaboration, NGOs serve as implementors of the government's development programs, with the government outlining the general policy. It seems that this takes place on a contractual basis in order to assist the government in implementing an aspect of a development project; alternatively NGOs are invited to provide consultancy services. For example, the task of forming the farmers into an organization is seen by the government as just a component of an irrigation project. While NGOs may perceive this as a step towards people/community empowerment, the involvement of NGOs is terminated once the objectives are achieved.
6. The strategy and management of an NGO is different from that of government. Many NGOs put the emphasis of their work on the process of human development, whereas the government tends to look at development strategy and management from the physical achievement of projects (e.g., increase in productivity). The two parties feel that they have the correct and effective approach. Hence, there is a need for compromise from both sides if they are to cooperate on any particular development activity.
7. The heart of development is the people. The government as well as the NGOs exist because of the people. Unless people are empowered, development has not been attained. Hence, institutional building/community organizing plays a crucial role in any development effort undertaken.
Given the issue of long term sustainability among NGOs, their original vision, energy and commitment to the rural poor lies in constant danger of being diluted and compromised by their growing institutional needs. Most NGOs do not ask funds from government. However, continuity of funding is vital to the continued growth of the NGO sector.
B. Recommendations
1. NGOs should re-examine themselves: their rationale, strengths and weaknesses (internally and externally) so that they can identify their mainstreaming role in the development of the country.
For one thing, there is an opportunity in terms of documenting and disseminating case studies that have shown success at the micro and macro levels.
The process requires a distinct, flexible management style that is very effective in working with the village people. Also, it is important to highlight that an NGO working at the village level is involved in a process, i.e., building participation and commitment.
On the one hand, as an increasing number of NGOs are developing a public sector contracting capability, there is a danger that some essential characteristics and strengths of NGOs may be lost.
2. For NGOs to thrive, the government should provide them with adequate political space. Only through an enabling environment can a genuine partnership between GO and NGO blossom. This assumes that the government has been able to come up with clear policies regarding GO-NGO collaboration. A review of the existing laws and operating guidelines should be made by both sides.
The presence of restricting policies on NGOs could have adverse effects on NGO operations. The desire of NGOs to pioneer and experiment will be hampered if such condition exists.
On the contrary, in one of the studies conducted by the International Development Support Services, the perceived lack of self-interest of NGOs can play a key role in determining their effectiveness. If, for example, an NGO is seen to be closely aligned with the government, the credibility of that organization with the people could be seriously undermined.
3. The government, on the other hand, should accept the fact that national development cannot be undertaken by themselves alone.
Through experience, NGOs have proven their capacity and capability to perform an intermediary role (between the village and government's extension services) in stimulating the growth of self-reliant communities. As such, careful attention needs to be given to the design of these organizational arrangements in the development project identified.
This implies greater NGO participation in project/programs design in all phases/stages of development (i.e., conceptualization to implementation to monitoring and evaluation). The very purpose for which the NGO has been subcontracted (to ensure maximum community participation), will negated if it is not understood that the NGO's credibility will be lost if the needs expressed to and through that NGO are not translated into program/project objectives and strategies. (Asian Development Bank: Cooperation with NGOs in Agriculture and Rural Development Projects in Indonesia).
