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• Cover Page
• Half Title page
• Title Page
• Copyright Page
• Contents
• Figures
• Glossary
• Acknowledgements
• Introduction
• Part 1 NGDOs in International Development
• 1 Understanding International Development
• The Changing Nature of International Development
• Changing insights about the nature of poverty
• Marginalisation and social exclusion
• The critical mix: complexity and power
• Development Action in Practice
• The different purposes of aid
• Tasks at tie micro-level
• The civic dimension
• Micro-development
• Tasks at the macro-level
• Improving governance
• Restructuring the political economy
• Reforming government
• Reforming the international order
• NGDOs in International Development
• Typical micro-level actions
• Typical macro-level tasks
• Development Principles, Tools and Proportionality
• Complementarity in development action
• Complementarity in governance
• Complementarity in micro-action and micro-macro links
• Authentic participation
• Development projects: a case of cutting paper with a hammer
• Recognising proportionality: NGDO humility and leverage
• Summary of Critical Balances and Tasks for NGDOs in People-Centred Development
• 2 Understanding Development NGOs
• Characterising NGDOs
• Working Definitions
• Organisations and institutions
• Formal and informal organising
• Organisational Sectors and their Principles
• Comparing operating principles
• Comparative advantages of the third sector in people-centred development
• Understanding NGDOs
• Overlapping sectors: tensions within NGDOs
• Overlapping sectors: consequences for NGDOs in development
• The government overlap
• Re-establishing NGDOs within the voluntary sector
• Regaining identity within voluntarism
• What Characterises NGDOs on Today’s Development Scene?
• Non-governmental organisations
• Non-governmental development organisations
• Organisational and management balances faced by NGDOs
• The nature of voluntarism
• The development scene
• Social change
• Part 2 Making NGDOs Effective
• 3 Organising Non-Profits for Development
• The Capacities Framework
• Organisational capacity
• What is organisational effectiveness?
• Moving From Vision to Action in Development Work2
• Ensuring coherence between vision, mission, identity and role
• Using strategic planning to move from a social role to development goals
• Starting points for carrying out a strategic planning exercise
• The importance of first setting strategic parameters
• Lessons from strategic planning in practice
• Translating strategy into programmes and projects: ensuring consistency and quality
• Moving from strategy to development initiatives
• Checks and balances for ensuring consistency and quality of development initiatives
• Matching Organisation to People-Centred Development Tasks13
• Important trade-offs in deciding about an effective organisational set-up
• Integration or specialisation of skills
• Balancing development and its administration: harmony rather than friction
• Appreciating the context: standardised or tailor made, static or dynamic
• Allocating authority, centralisation or decentralisation?
• Characteristics of a preferred organisational structure for operational NGDOs
• Local positioning and accountability
• Functions at the centre
• Regionalisation
• The operational interface with communities
• Characteristics of key organisational systems
• Participation and power in decision-making
• The role of operational planning and budgeting systems in tilting the balance
• Reflection, learning and quality improvement: moving from rhetoric to practice
• Complementarity in linking macro and micro action
• 4 Enabling and Empowering NGDO People
• The Changing Nature of International Development
• The Cultural Dimension of NGDOs: Overlays and How to Manage Them
• Dimensions of national culture in relation to organisations
• Organisational culture: how is it built and what does it affect?
• Recognising distinct cultural layers
• Cultural motivation
• The third layer: whose culture counts?
• Struggling with the third layer for NGDOs of the South and East
• Whose culture counts most?
• Meeting the challenge of cultural difference between NGDOs
• NGDO Leaders and Investing in the Next Generation
• NGDO leadership and management: today’s generation
• NGDO leadership and management: tomorrow’s generation
• The Role ofGendei in NGDOs.25
• Gender as an NGDO issue:
• Why is gender an issue fat NGDOs?
• The trajectory: from WID to GAD
• The gender of NGDOs
• Making NGDO culture more gender balanced and fair
• Gender in NGDO partnerships
• Human Resource Management
• Linking human resource management to NGDO work
• Managing the mix of motivation and incentives
• Human resource management and the crucial role of change agents
• Recruiting insiders or outsiders?
• The ‘forming’ of change agents
• The third step: organisational empowerment
• HRM and NGDO expatriates: yes or no; where and when?
• When to use expatriates
• Personal allegiance: expatriate moral dilemmas
• Human resource development
• Types ofHRD
• Categories of NGDO staff
• Recruiting new staff
• Selection Person specifications
• Notification and Identification
• Selection
• Induction into the organisation
• 5 NGDOs Are Not Islands: Making Relationships Effective
• The Art of Relating
• The Primary Relationship: Interfacing with Primary Stakeholders in People-Centred Development Initiatives
• Indigenous local organisations: choosing who to work with
• Engaging with communities: from packaged projects to process interventions
• The intervention framework
• Stage 1 — entry as lie critical piocess
• Organisational preconditions for effective entry
• Entry process: the use of participatory planning
• Funding which aids or constrains effective entry
• Negotiating performance criteria: a foundation for effective management
• Looking towards withdrawal
• Stage 2: reverse intervention: ‘partnering’, integration and consolidation
• The action process
• The organisational response; reverse participation
• The issue of ‘ownership’ shifting control to the local organisation
• Stage 3: withdrawal with sustainable impact
• Links and community graduation
• Saying goodbye
• Organising and Managing Relationships Between NGDOs
• Closing the rhetoric-reality gap in partnership
• The need for authentic NGDO partnerships
• Renegotiating the present: matching NGDO rights and expectations
• Other modes of collaboration between NGDOs
• NGDO networks
• NGDO alliances
• NGDO coalitions and consortia
• Relating to governments
• NGDOs, governments and development space
• Influencing government policy and behaviour: what competencies do NGDOs need?
• A neglected element: influencing directors of development banks
• 6 Mobilising Financial Resources
• Characteristics of Financial Resources for Sustainable Development
• The quality of aid
• Funding conditions and expectations
• Funding Methods
• Administrative burdens
• Piedictahility and reliability of funding
• Continuity and necessary duration
• Timeliness in disbursement
• Temperatures in development funding: can NGDOs defy the laws of physics?
• To assess the organisational implications of accessing and mixing funding sources, an NGDO leader/manager needs to do a temperature check as well as a quality check.
• NGDO financing in the North
• The gift economy
• The tax base
• The market
• NGDO financing in the South and East
• Northern NGDO funding
• Direct funding front official aid
• Funding from Southern and Eastern governments
• The market
• The gift economy
• Issues and challenges in today’s resource trends
• Government attitudes
• For NGDOs, changing partners means different dances
• Managing deflection and displacement
• Managing while Moving Away from Aid: NGDO Strategies and Practices
• Managing multiple donors
• Strategic choices In funding sources
• Translating strategy into practice
• NGDO finance and the dangerous myth: sustainable development is quick, cheap and easy
• 7 Assessing Development Impact and Organisational Performance
• The Importance of Knowing about Change as Well as Action
• Recognising Achievements: the Foundation for Effective NGDO Management
• Development results
• Difficulties in Demonstrating Development Impact
• Promoting human development
• False assumption of control
• Sustainability: merging NGDO efforts with other processes
• Assessing development initiatives
• Assessing Performance in Development Initiatives
• NGDO assessment methods: monitoring, evaluation and organisational review
• Defining traditional assessment methods
• Limitations of monitoring and valuation
• The move to interpretation in monitoring,evaluation and review
• Not a case of either/or
• Assessing Organisational Performance
• Learning from performance
• Stakeholders draw the NGDO bottom line
• Measuring organisational performance
• Stakeholders
• Constructing an NGDO bottom line
• Establishing effective systems for assessing performance
• Establishing an achievement — oriented monitoring and evaluation system32
• Linking Participant-Based Performance to Accountability and Legitimacy
• Holding NGDOs accountable
• NGDO legitimacy and the link to accountability
• Part 3 Improving and Moving On
• 8 Improving Performance: Process and Method in Developing NGDO Capacity
• Making Capacity Growth a Way of Life
• What is Capacity Growth all About?
• Sorting out the concepts
• Capacity development in different arenas of NGDO action
• Capacity for institutional change
• Pitfalls and how to avoid them
• Capacity development processes within NGDOs, the NGDO sector and civic institutions
• Organisational Development for Capacity Growth in NGDOs
• Principles of effective organisational development
• Rule 1: action-learning
• Rule 2: group facilitation
• Rule 3: stakeholder judgements
• Rule 4: internal participation
• Rule 5: self-appraisal
• Preconditions for effective organisational development
• Undei standing the depth of change needed
• The donor stance
• Initiative, ownership and commitment
• A cknowledging the informal
• Knowing where to start
• Forces for change
• Capacity assessment
• Assessing Organisational Capacity
• Organisational assessment: capacity diagnosis
• The outside-in assessment strategy
• The inside-out assessment strategy
• Self-assessment in medium-complexity NGDOs
• Self-assessment in high-complexity NGDOs
• Additional observations
• Capacity assessment for donors
• Constructing an NGDO profile
• Fiom Capacity Assessment to Capacity Growth
• Respect the OD hierarchy
• Introducing and managing change
• The point of entry
• How will change be introduced?
• How will the change process be managed?
• Resistance to change: sources and remedies
• Resistance to change
• Countering resistance
• The process of capacity development
• The facilitation process: partnering and accompanying
• Selecting Resources to Support NGDO Capacity Development
• Services to support capacity growth
• The individual counts most
• Strenthening Civil Society
• How civil society should not grow
• NGDO strategies for strengthening cim! society
• NGDO strategic options: accelerating the growth of civil society
• 9 Future in the Balance: the NGDO Horizon and Beyond
• Perspectives on Aid, Development and NGDOs: Is the System past its Sell-By Date?
• States, markets, poverty and the aid system
• Quantity of aid and public judgement
• Improving the quality of aid
• The concentration of high-quality funding power
• Tie sustainable NGDO will be tie credible NGDO
• NGDOs in the Service of People: Building Local Institutions
• People’s organisations: from self-help to self-service and civic engagement
• Social movements: a flexible force for change
• The role of NGDOs as service providers
• An NGDO Strategy: Learning for Leverage
• Learning for leverage in practice
• Leveraging who with what?
• From barricades to martial arts: complementing a leverage strategy with appropriate tactics
• A Long-Term View: Civil Society and NGDOs Beyond the Aid Horizon
• Will a turbulent future save NGDOs: the transformation from development to relief?
• Eliminating aid dependency
• Forces within civil society
• From development through aid to development through civic co-operatio
• Civic co-operation rather than aid
• NGDOs and transfoimatlon to civic networks
• The question of choice: finding the will to transform
• References
• Notes
• Readings
• Chapter 1: Understanding International Development
• The purpose of development co-operation
• Civil society
• Democratisation, good governance and NGDOs
• Micro development
• Gender, women and development
• Development projects and participation
• Local institutions and their development
• Conscieiatlsation and empowerment fit development
• Reforming bureaucracy
• Advocacy and public policy reform
• Chapter 2 Understanding NGDOs
• Organisational theory
• Institutions and organisations
• The organisation and features of non-profits
• Chapter 3 Orgumsing Non-pro fits for Development
• Designing organisations
• NGDOs in development work
• NGOs in relief, humanitarian assistance and conflict
• From social vision to development action
• The organisation of NGDOs
• The role of the Church in development
• Chapter 4 Enabling and Empowering NGDO People
• Culture in and of organisations
• Relations between culture and development
• General works on managing people
• Non-profit leadership and management
• Managing development
• NGO management applied to development
• Gender, women and organisation
• Human lesource management and development
• Expatriates and technical isslslance
• Chapter 5 NGDO Relationships
• Engaging primary stakeholders
• Relations between NGDOs
• NGOs relations with governments in the South and East
• NGDO multisector relations
• Chapter 6 Mobilising Financial Resources
• NGOs, public image and fund-raising
• NGDOs and official aid
• NGOs and alternative sources: corporations and the market
• Chapter 7 Managing by Achievement
• Assessing development performance
• Assessing organisational performance
• Studies of NGDO micro-development arid policy impact
• Organisational learning and management
• NGDO nccountability
• Chapter 8 Improving Petformmice; Process am J Mmbml m Enhancing NDGO Capacity
• General works about organisation developmeni and managing change
• Organisational complexify
• Consultants
• Capacity audi institution building
• Assessment of organfoational capacity (OA)
• Development of NGO organisational capacity (OB)
• Specialist resources for assisting the growth of organisational capacity
• Civic institutional development (ID)
• Chapter 9 Future in the Balance
• The new world order
• The future of the aid system
• Civil society, citizens networks and social movements
• Index