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The NGO Approach to Development

Despite their efficient operations, innovativeness, and rich quality of services, doubts and suspicions are being entertained by some quarters about the operative goals ofNGOs and also about genuineness of commitment.

by Syed Naguib Muslim
development. health education, self-employment, poultry-livestock projects, cot tage industrial/agricultural technology, tnfrastructure-bullding etc. They are functioning not only as providers of services but also
as policy advocates to the government and as educators of the masses. NGOs are now in the Third Generation engaged in tnstftution-butkling activities and capacity-building operations.
It is often remarked that NGOs have proved more efficient than the government organizations (GOs); they have developed effective delivery system capable of responding quickly to the needs of the people. NGOs are rich with their limited financial resources because they maintain frugality and economy; they spend each dollar In a Judicious way. utilize human resources scrupulously. NGOs are rich not only in their technology of management but also in their attitudinal and be havioural pattern. They have been able to win the trust and confidence of the distressed and disadvantaged people because of their non-hierarchical and egalitarian conduct With a few exceptions, people working for the NGOs are not found to display arrogance, false vanity; they are rather more accessible to the helpless poor than the disoriented traditional administrators of the public agencies. They are closely involved in the sorrows and sufferings of the humanity In distress. NGOs have earned popularity for practising altruistic principles. The most unambiguous example of altruism tn action is their prompt humanitarian response to disasters — man-made or natural. NGOs are quick In reacting and delivering services and supplies to the affected people during the unprecedented 1988 floods, catastrophic tornado at Saturia in 1989 and recent cyclones in the Barisal and Chittagong regions.
Despite their efficient operations. innovativeness, and rich quality of services, doubts and suspicions are being entertained by some quarters about the operative goals of
NGOs and also about genuineness of commitment. They are often suspected to be the agents of colonial, exploitative and imperialist forces or as catalysts for intellectual and cultural colonization by the su-per-powers. The biggest challenge before the NGOs is therefore to disprove or falsify these allegations against them. Development for the sake of life and service for the sake of life — these should be their motto. In order that NGOs are able to enhance their role efficacy. the following steps may be suggested:
1) NGOs should clarify and publicise their goals and roles to the government and the target groups in unambiguous terms. There should not be any mist and fuzziness about their objectives. They should never practise any sort of hide-and-seek policy. Newspaper reports testify that many NGOs have victimized the innocent public by playing fraudulent games. The government should take stem punitive measures against these (ake NGOs.
2) NGOs should always cherish noble intentions. They should not capitalize the weaknesses and failures of the GOs and government officials. They will do better if they come forward with a helping attitude to supplement the deficiencies of the GOs. NGOs and GOs should never consider each other their adversaries. They should rather treat themselves as the partners of the total development efforts of Bangladesh. They should be more collaborative, cooperative and coordlnative with each other in as much as their clientele or beneficiary is common and the|r goals are alike. GOs and NGOs may differ in process and strategies but
they operate commonly for public welfare
3) NGOs should not operate like isolated islands. The efforts of GOs and NGOs need io be integrated to achieve devel-
opment goals. Deputy Commissioners and Upazila Nlrbahl Officers may hold routinized coordination meetings with the NGOs operating within their administrative jurisdiction to identify areas of operation so that no overlap and duplication occur leading
to waste of resource*. The NGO Bureau may make a survey In order to ascertain the needs of the beneficiary. Need* should then be prioritized The rules of GOs and NGOs should be differentiated and then ascribed depending upon their
management and financial capability for the fulfilment of the people s needs after those being Identified and prioritised.
4) Reported rote conflict among NGOs themaelve* should be resolved. Tension or cold war between the GOs and
NGOs should be neutralized by organizing Jointly sponsored seminars / workshops and conferences ADAB can play an Intervening role in this regard Government officials should be provided NGO orientation and NOO officials be provided governmental orientation. Constant Interaction will help tn casting away baseless prejudices and misgivings entertained by each other.
5) NGOs should provide more emphasis on the use of indigenous resources rather than make them dependent o' external assistance which Q non-recurring and temporary. Impartation of training/ technology should be one of the basic items of their de velopment agenda. They should not help the people for help's sake but "help them to help themselves."