Choosing good strategies and goals

1. We all know some small NGOs with great commitment, who work hard but whose projects and activities are not part of any sensible strategy and are, in the end, a waste of time. EXAMPLE • An NGO in Asia was trying to help families on the edge of survival. Most of their energy went into providing a school. The children came out of the school able to read, but not equipped to earn an income. The families stayed poor. If the NGO had adopted the strategy “To ensure that one member of each family can earn a living” they might have made better progress.

2. Choosing good strategies and goals • One 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”. • “As an environmental NGO, one of our strategies is to protect the existing trees and soil by building sustainable cooling fuel techniques into the community (e.g. by tree-planting, solar cookers, improved stoves, etc.)".

3. How to decide on good strategies, goals • Good strategies have to be based on a good understanding of all the actors, potentials, limitations, needs, problems, leadership structure, etc. • If the SWOT approach is use for identifying strategies, you might want to invite one or two outsiders with good analytical skills and a view of the role of an NGO. • Senior people from another, successful NGO might be the right choice.

4. How to decide on good strategies, goals • After brainstorming a number of possibilities, you need to narrow down and prioritise the few that are most important – and also identify the core problem which underlies everything else.

5. How to decide on good strategies, goals • Then comes brainstorming on strategies – what would each achieve? • Would they really meet the problem? • Which strategies would build on the strengths of the NGO? • If people want to concentrate on income generation, do you have people with experience, with an understanding of markets, profit margins, how money works?

6. Activity • What is the Ratio of female education in your area (village). • What are the causes? • What is the main cause? • What different solution can your NGO offer? • What is the best solution? • Convert learning into strategies and goals?

7. Boards and Governance Board is The Not the only, but one of the better method of governance in NGOs Credibility Accountability Effectiveness Viability } Governance

8. Establish the NGO's Board of Directors • Prior to incorporating or registering, an organization should first establish a Board of Directors or an Advisory Board. The members of the board, as a group, have trustee and legal responsibility for the actions and operation of the organization. There are minimum levels of involvement required of board members in organizational and operational management: • Financial management • Planning • Programme • Resource development (fund raising) • Human resource management • Information management • Marketing and public relations

9. Constituting an NGO Board • An NGO Board may be called by different names - 'Board of Directors; 'Steering Committee' 'Advisory Group' etc. The term 'Board' is used collectively and interchangeably to mean all these names. • There is a growing need for non-profit and non-governmental organizations (NGOs) throughout the world to be more effective and productive. • Having a good and effective NGO Board provides a basis for successful management of its organization; • Familiarizes its target constituents with the activities of the NGO; • Help in better understanding the organizational structure of the NGO, • And also assists in distributing responsibilities among the team members within the NGO.

10. Board Functions • Final Point of Accountability • Employer of all the staff of the organization • Policy formulator for the organization • Secure resources for the organization • Act a a buffer between the organization and its environment

11. Problems of Governance • The qualification of the Board Members • Their interest in the affair of the NGO • Composition of the Board

12. Board Games • Family Boards • Invisible Boards • Staff Boards • Professional Boards

13. Types of Boards • Indigenous Boards • External Boards

14. Composition of a Board • An NGO Board usually has 10 to 15 members, with a President, a Treasurer and other positions designated to specific tasks/issues related to the NGO's programme areas. The member positions could be rotating and/or renewable. Length of terms • The length of terms for NGO Board Members and Alternates varies from organization to organization, but usually ranges from one to three years Cessation of Appointment • An NGO Board Member could cease to be a Member if he/she resigns, • he/she no longer has an employer who is supportive of the time commitment required or • he/she no longer has links to the organizations that secured his/her nomination and/or selection to the Board; • he/she is unable to perform the agreed upon tasks; • he/she is unable to work with the other NGO Board Members as part of a team; or • if a conflict of interest is declared.

15. Qualification and Criteria for selection of Board member • Board members should possesses an understanding of the scope of work of the NGO/NPO and opportunities it presents; the ability to strengthen the Board's understanding of NGO and other issues; have experience and responsibility to carry out tasks and roles of the Board; represent issues related to NGO involvement in its target issue/area; and represent issues related to the NGO's target community. • They should also have a minimum number of years in front-line NGO work, and an ability and capacity to communicate and network effectively and broadly (for example, they must have functioning communications linkages such as telephone, fax, computer and email). • Board Members are expected to have the ability to represent and promote the NGO publicly, as a Board member representing the NGO community; ability to act within a team setting; be gender sensitive; possess diplomatic and strategic political skills, including capacity to think and work strategically; possess the ability to work in international and local languages; and also have linkages to an organization that can facilitate communication and liaison; and provide consultation and support.

16. Legal Requirements of Boards in Pakistan • Companies ordinance provides detailed procedure for the selection conduct and the removal of board members. • Other laws are not that exhaustive • The registering authorities of these laws have espoused their own rules and regulations.

17. Definition of Governance body • Societies act and voluntary social welfare agencies law defines governance bodies as final management body and owners of the organisation. • The companies ordinance is not so clear about the definition.

18. Minimum Number Of Board Members • Societies Act And Voluntary Social Welfare Agencies Law does not specify the minimum number of board members but prefers maximum participation. • Voluntary Social Welfare Agencies Law has given number but its not binding. • The founding members can form the board then select or elect the board members. • Companies ordinance defines a person can be a board member for three years. • The ordinance has given some guidelines for the integrity of board members.

19. Board Meetings • The Companies Ordinance provides guidelines for the minimum number of board meetings, documentation and Quorum. • Societies Act And Voluntary Social Welfare Agencies Law leaves this to the memorandum and articles of the NGO.

20. Legal Responsibilities of a Board • Companies Ordinance And Voluntary Social Welfare Agencies Law provides some guidelines for the role of the Board. • But focus on Auditing and Accounts related issues. • There are no provisions for the performance, effectiveness, service quality and impact of their operations. For example, no law ask for social audit.

21. Board relationship with Management • Paid work by director (only companies ordinance) • Membership based organisation • Companies ordinance • The rest will follow their own memorandum and articles of association.

22. Eight Tips to Involve Your Board • Energize your board members!   Start and end meetings on time and show specific and tangible progress on goals.   Conduct educational sessions to explain issues and teach specific skills. • Conduct yearly recreational activities to establish organizational and fund raising goals, review activities, let people get to know each other better, and have fun. • Become visible within your community.  Ask board members to set up speaking engagements at their civic group, Mosque or church.   Encourage them to write letters, articles or op-ed pieces for the local newspaper. • Position your organization with local and state officials. Invite them (or their key staff representative) to serve on your board or a committee.  Remind board members to write to their elected representatives about issues of importance to your organization. • Ask board members to give you the names of ten friends who might be interested in your organization and to write personal notes on the donor request letters. • Survey board members and volunteers to find out where they bank, shop, conduct business, or attend Mosque or church. Use this information as a strategic tool to target new funders with board members as "door openers." • When recruiting new board members, set high expectations. Make sure they hit the ground running and get involved in projects right away. • Remember the personal touch.   Keep track of birthdays and other important anniversaries and send flowers or a card to mark the occasion.  Recognize their accomplishments publicly and provide any criticism in private.