Introduction*
Networking is an efficient tool for the exchange of knowledge and information among NGOs. It should be based on their needs and their motivation to face challenges. Networking can be also a tool to disseminate information and knowledge. By defining common ground and joining forces, networking serves to strengthen NGOs’ capacities and negotiating abilities. It promotes democracy and reinforces the developmental role of civil society organizations.
This chapter highlights the need for and the importance of networking among NGOs; its objectives, feasibility, and ethical criteria. It also sheds light on the challenges facing networks, their types, and the various structures adopted for networking. Moreover, it talks about the relation between NGOs, government agencies, and donors. Finally, it points to the major challenges facing the work of NGOs in Lebanon, and how would they be overcome by networking.
First: Objectives and Feasibility
Networking is an efficient tool to reinforce independent decision-making of NGOs and counteract any attempts for their control, influence their direction, and use them as a tool to alleviate the effects of private and public economic policy, on the social, cultural, and environmental levels. Networking also helps NGOs resist the attempts of donors who, in some instances, try to impose their own objectives, programs, and culture.
1. Objectives
Through networking, Civil Society Organizations (CSOs) and NGOs actually aim for the following:
• Shaping a mutual and clear concept of development;
• Shaping a mutual and modern vision of the civil sector;
• Establishing a suitable legal environment for their work;
• Complementing and participating in a modern state;
• Building civil society and spaces on the bases of strong alliances, clear objectives, a mutual vision of development, and a pivotal role for NGOs.
• Moving from the role of service provision and charity to a more effective role in the process of social change;
• Coordinating and avoiding the duplication of services;
• Developing skills, training, and building capacity.
The importance of networking increased with the increase of the role of CSO and after they were recognized as vital partners in development. This role drastically changed after decades of activity in the field of charity and service provision, when NGOs began to attach more priority to development issues in their mission and strategies.
2. Feasibility
Networking contributes to:
1. Ending competition between civil society organizations and developing cooperation and teamwork;
2. Promoting decision-making concepts and mechanisms in NGOs, at all levels;
3. Defining the active and influential role of NGOs through multilateral and group dialogue;
4. Cooperating on overcoming economic, political, social, and cultural risks and challenges;
5. Promoting negotiations with decision-makers on all levels;
6. Organizing lobbying and advocacy on economic and social policy;
7. Empowering NGOs to build capacities and raise awareness;
8. Conducting objective and bold assessments.
Networks among NGOs working in the same sector or field also aim at rationalizing the use of human and financial resources.
Effective and influential roles of NGOs were reinforced in the last two decades following the United Nation’s elaboration of new concepts of development, notably during the nineties. Measuring development would no longer be limited to some quantitave indicators such as income, life expectancy upon birth, and illiteracy rates. The concept of development became more comprehensive in its dimensions and goals by setting additional qualitative indicators related to the economy, politics, society, culture, the environment, and the quality of life. This led to the development of the perception and definition of civil work. It assigns a greater importance to NGOs political, social, cultural, and economic role in the fields of democracy, defending human rights, and protecting the environment, as an integral and effective partner to the state.
Some even give this role a broader dimension. They adopt the notion of making the civil sector a full partner of the state. This partnership includes participation and ability in decision-making processes. In addition, it involves the civil sector in the mechanisms and implementation of decisions in all economic and social fields and at all levels, national, regional, and international. This gives the civil society sector greater responsibility and pushes it to improve its performance and develop common principles, goals, and work mechanisms, through coordinating and sharing both information and experiences within a framework of democracy, cooperation, transparency, and respect of other opinions.
The impact of globalization is increasing, so is the regional and international interest in following its economic, social, and cultural effects. This is in addition to the adoption of free trade policies and open markets. Networking and coordination, in fact, reinforce this participation and give NGOs the capacity to take initiatives and innovate. Joining a local, regional, or international network does not aim for assimilation. It aims to encourage interaction; sharing of experiences and information; developing visions, objectives, and concepts; and limiting competition.
3. Summary
Networking is considered an effective tool and mechanism of coordination. It highlights the common denominator between member NGOs and their relationship with their mandate. Networking is undertaken by NGOs to develop a comprehensive development vision and strengthen their analytical methods, in the aim of improving the state’s economic, social, and political performance that reflects on their constituencies and programs. However, networking can only be achieved through effective tools of sharing information and experiences; periodic meetings to organize the structural frameworks of the network; and the support and development of other frameworks of coordination mechanisms that may emerge among NGOs.
In addition, networking can contribute to the formation of a common ‘vision’, a mutual and higher goal bringing NGOs together. It also seeks to produce a ‘mission’ for future objectives that can only be reached through mutual cooperation and common work. Finally, members of networks define the specific ‘objectives’ they wish to achieve in a given timeline.
Second: Qualitative Standards
Based on the definition of networking, the following standards can be adopted for measuring its quality and methods:
1. Vision and the Mission
Networking is based on an agreed upon vision by a group of NGO. This vision constitutes their long term objective. This common vision is their ‘alternative development model’. They work through the network to promote and achieve this ‘model’ seeing it as ‘a preferential advantage’ .
Networking must have a clear mission that reflects its need and the reasons for its establishment. It should clarify the future directions taken by the network in achieving its objectives.
The mission defines the rationale and reasons for establishing the network, its legal and social legitimacy, and its general philosophy towards society and all target groups.
The mission often confirms the principles of democracy, sustainable human development, and social justice. In addition, it builds a non-violent culture on the foundations of respecting the right to life, solidarity, and cooperation; and on the grounds of equal rights between all citizens regardless of their sex, creed, faith, race, or ability. Moreover, it should focus on raising the social and cultural awareness of citizens, developing a modern society, and empowering civil society.
2. Principles and Values
The principles and values of networking rest on promoting and developing the role of civil society institutions within a framework of diversity, democracy, the rule of law, collaboration, sustainable development, and social justice, in addition to respecting the privacy of members.
A. The concept of democracy: The relation between NGOs and governments must be governed by democratic principles and the rule of law in such a way as to help them realize their objectives and implement their programs in an environment that respects the freedom of associations and safeguards their independence.
B. The concept of full partnership: NGOs have the right to participate in the decision-making process involving public policy and private development objectives. They also have the right to participate in the planning, implementation, monitoring, follow-up, and assessment of the different development programs.
C. The concept of diversity: Networks should respect the different roles of NGOs: services; awareness building; participating in forming an economic, social, and educational vision; empowering the local community, and defending the rights of the marginalized and deprived. This aims to strengthen the foundations of the future civil society.
D. The concept of independence: NGOs must enjoy their right to set and define their programs according to local needs and priorities. Any attempt to politicize funding and change these priorities is considered a violation of the very essence of developmental work and a threat to the independence of these organizations.
E. The concept of assessment and evaluation: The major principle governing the work of civil society organizations and NGOs (especially in networking) is their critical revision of the objectives, strategies, programs, and performances to improve their developmental content. This is addition to promoting institutional and volunteer work, and internal democracy, transparency, accountability, and accountability.
F. The concept of gender respect: Networks must work on promoting the role of women in society; changing stereotypes; defending all their economic, political, and social rights; eliminating all forms of discrimination; and ensuring that these rights are indivisible and integral to human rights. This must be reflected in the programs, objectives, and mechanisms of NGOs and networks.
3. Goals and Objectives
Networking experiences differ in objectives. They can aim to coordinating services or conducting relief work. The objective can field based and quantitative, such as training, education (popular education or literacy), health care (vaccination), or school health. It could also be qualitative and seek to change society by organizing or mobilizing through empowerment and capacity building, developing awareness, organizing pressure campaigns, or changing public policies. Local and national networking is usually quantitative while regional and international networking tends to be more qualitative.
The goals of networking are defined as follow:
A. Empowering civil society: The main goal of networking lies in building a strong civil society that is capable and effective, through capacity building and empowerment. Networks also aim to promote, develop, and institute the role of NGOs in society, allowing them to contribute to setting the rules of a developed and democratic civil society.
B. Promoting coordination: Networks plan to develop, promote, and coordinate NGOs across many fields, inside or outside the network. They also seek to coordinate the relationship with other networks, UN organizations, and international governmental and non-governmental agencies.
C. Sharing information and experiences: Networks aim at sharing information, data, and experiences to develop member capacities, skills, capabilities, and resources on all professional levels: programmatic, administrative, and institutional.
D. Solidarity and cooperation: One of the aims of networks is to promote solidarity and cooperation with member or non-member NGOs facing crises or difficulties. Solidarity and cooperation are integral components of networking.
The objectives of networks are closely related to the nature and objectives of member NGOs.
4. The Strategy
A strategy is ‘the science and art of leading’. To NGO networks, strategy is ‘defining and assessing tasks to achieve a mission or objective, and then choosing the suitable alternative’. Strategic planning is considered the means to empower networks and enable them to progress in parallel with development and change.
Each and every network must set a strategy in order to reach its goals. This strategy must include a clear vision and reflect its mission and objectives.
Strategic planning includes all the elements of planning and organization that are based on analyzing the status quo and observing the way things should be, in order to define how it could be.
Strategic planning is an advantage for NGOs and networks, because it is the best method for defining objectives, maximizing the benefit from available human and financial resources, and working effectively by defining timelines and setting priorities. It also contributes to assessing and reviewing the different programs and projects. It helps the network gain legitimacy and credibility. (See Chapter III)
5. Work Mechanisms
Networking is executive in nature when it provides care and services directly to beneficiaries. This requires working mechanisms that allow their delivery to those who need them the most and in the most cost-effective manner.
Additionally, networking can seek to develop human and financial resources, build the capacities of members and allies alike, and enable them to deliver their programs. Members can work indirectly, that is through the network, in order to bring about social change. The role of the network would then be defined according to their ability to perform the task.
A network prepares studies on different issues, especially on development, civil society, democratic society, and the laws governing the work of NGOs, in order to empower its members and contribute to awareness and mobilization.
Seminars, conferences, workshops, and regular meetings can be held by networks. In addition, training sessions can be organized in order to initiate dialogue and discussion on issues such as democracy and civil society, or with the aim of adopting suitable measures for promoting advocacy and forming pressure groups and lobbies.
Networks aim to develop tools for suitable service provision. These can include the establishment of an information system containing the objectives, activities, and work methods of different non-governmental organizations. They also strive to develop local and regional tools for following-up and monitoring the implementation of community and national programs and policies; as well as providing information on this work to members.
Issuing periodicals, circulars, and other publications strengthens networking and dialogue between NGOs and helps to disseminate their news and activities, while promoting communication, coordination, and good relations.
6. The Administrative and Regulatory Structure
Networking guarantees a high level of flexibility in the regulatory structure because it:
• Safeguards the independence and diversity of member NGOs;
• Protects the principles of common work, cooperation, and coordination;
• And promotes effectiveness in executing and influencing public policies.
The structure of networks follows two models: centralized networking or horizontal networking:
A. Centralized Networking: It can be a hierarchy or a pivotal system revolving around a center that leads the network and forms its reference point. Centralized networking is an efficient and fast tool due to the speed of decision-making and the ability to take initiatives without the need to referring to members every time. Yet, this model limits participation and might result in limiting the base of the network to one body, usually the chairperson, if any, or the Executive Board.
B. Horizontal Networking: This is where members are equal in decision-making and assessment. The role of the secretariat or the executive management in this case is in facilitating continuous consultation between members, in order to make group decisions and coordinate for better performing of tasks. Despite the slowness of its mechanisms, it guarantees participation and communication, and encourages the sharing of experiences and information. Horizontal networking depends on the most effective communication tools, particularly telecommunications, and is similar to the structure of electronic networks.
Administrative work required in the coordination process is the main challenge to leaders wishing to enforce the regulatory structure. Developing the administrative structure is often at the expense of strengthening and supporting members in implementing their programs. On the other hand, reinforcing networking and sharing mechanisms requires high flexibility and high governance ability. Therefore, it is preferable that the administrative structure is simple and that the administrative body does not replace the member associations’ decision-making processes.
Networking develops in stages and is promoted through mutual work and sharing information and knowledge. While the vision and mission remain general and constant, the objectives need continuous review. They need to respond to current situations and develop in line with the vision and mission. Policies and work mechanisms need to be developed in the light of the program and its aims. Establishing networks could begin with providing a means to meet, follow-up, and achieve specific objectives that have unclear or undefined visions and missions. Networking can then evolve into a representative body of members with a common vision, a clear mission, defined objectives and work mechanisms. This will allow the network to conduct a variety of tasks on behalf of its members.
Moving from the first stage to the next can only be done by developing the vision and mission. In other words, the objectives and programs must reach a higher level of maturity and progress. Time and flexibility are needed for networking to move to more developed stages, especially during the process of formulating the values and general principles. This requires widespread recognition of the importance of public interest over private interests, or the interest of any single NGO. Moving from one stage to the next also needs an effective and transparent mechanism of sharing information and experiences between all stakeholders. In some cases, networking can be institutionalized (resulting from a private or individual initiative) making its progress to more advanced stages subject to the objectives of founders or trustees.
Finally, it is not necessary for networks to find the legal legitimacy for its work since legitimacy is drawn from its relation with members, citizens, the government, and the donors (in order of priority).
Third: Challenges:
Networking is a framework for defending the mutual interests of members and the general public . In this context, networks must consider the characteristics of each member. Collective interest helps to strengthen alliances and negotiating position and uphold the minimum required unity of civil work. Respecting common interest also helps in the allocation of tasks and therefore leads to greater experiences and guarantees the continuity of collective work.
Civil society organizations and NGOs are facing many kinds of challenges. They range from the common and objective challenges of society (political, social, economic, and cultural), to the private or subjective challenges related to their ability to maintain independence and express, clearly and objectively, the feelings of society.
The general challenges result from the processes development, implementing social justice, and democracy. The current world order, its laws, institutions, and mechanisms, is actually weakening the role of national governments. Their role has decreased to the extent that they cannot face these challenges. This now requires the genuine participation of different civil society organizations. Moreover, governments are no longer capable of fully assuming their duties in providing citizens with social and public services. All this has led to an increasing demand on the social role of NGOs in alleviating poverty, unemployment, and need.
As for individual challenges, NGOs are obligated to set plans and programs that respond to the dire needs of society (its public) in accordance with a balanced relationship with the government and local and foreign donors. In addition, NGOs have to safeguard their independence and promote cooperation hand in hand. They must face the challenges of structural and administrative development and continuously train and empower their staff and volunteers. After all, true partnership is built on the basis of a vision and comprehensive objectives that are understood clearly by every stakeholder, through a clear role and position.
In light of the above, NGOs assume responsibilities that are imposed by the need to face challenges on numerous levels and by the nature of the partnership with the donors and the public sector. Hence, networking becomes a tool to overcome these challenges.
Fourth: Levels:
There are many forms of NGO networks: geographic or thematic, permanent or temporary.
1. Geographic networking:
This is on three levels:
A. National: It usually takes the form of solutions to the pressing challenges. Member NGOs collaborate and position themselves vis-à-vis other civil society organizations, the state, and public and social policies.
B. Regional: It is selectively and willingly formed to express a common vision, clear tasks, and mutual regional objectives in order to face challenges deriving from the creation of new regional blocks.
C. International: This form flourished in the 90s to meet the challenges imposed by globalization. The first international NGO networks developed with the emergence of the idea to incorporate civil society organizations in the international UN summits . In addition, the need for international networks grew with the escalation of the global circumstances and the rise of international institutions such as the World Bank, the IMF, and the WTO.
2. Thematic networking: This is on two levels:
A. Public: It includes organizations of multi-disciplinary experiences and conducts direct field work (the Arab NGO Network – based in Cairo, the Arab NGO Network for Development – based in Lebanon, etc.).
B. Sectoral: It focuses on one sector or field such as health, education, the economy, protecting the environment, gender, youth, disability, or defending human rights. NGOs opt for this kind of networking either because they undertake the same kind of work or in response to a challenge in a specific field (the Arab Organization for Human Rights, the Arab Network for Environment and Development, the AISHA Network, etc).
3. Period of networking:
A. Permanent Networking: This type of networking is used to achieve long term goals requiring lengthy periods. In this case, networking evolves with the accumulation of experiences, expertise, and the development of a common awareness. It progresses from a basic framework for coordination and sharing experiences, to a constant alliance possessing vast common interests (the Collective of Volunteer Associations in Lebanon, the Lebanese forum for NGOs, the Palestinian NGOs Network, etc).
B. Temporary networking: Temporary networking emerges from the aim to achieve definite and immediate objectives. Upon reaching these objectives, the network is disbanded. It may adopt other objectives at a more advanced level (i.e. The National Gathering for Municipal Elections - Baladi Baldati Baladiyyati, the National Gathering for an Elective Civil Personal Status Law).
Fifth: Frameworks:
1. Unions:
Unions are formed of all NGOs. Some countries require membership in general unions as a condition for acquiring a license. Unions can be formed on different geographic bases: local (such as student unions), regional (such as the Union of Arab Lawyers), or international (such as the International Federation of Associations of the Disabled).
Unions can also be sector-based, bringing together associations with the same specialization, such as women associations within the Lebanese Women Council or youth associations within the National Union of Lebanese Youth. Some countries even have unions for charity organizations, such as in Jordan.
Furthermore, unions can be formed out of the basic need to confront a specific challenge that threatens the interests of a certain type of NGO. They unite in order to achieve their common objectives. An example is the Unions of Associations in Collaboration with the Lebanese Ministry of Social Affairs. When the Ministry’s budget was reduced, the grants allocated to NGOs decreased. The NGOs decided to form a union to strengthen their position, negotiate with the ministry, and ensure good relations between the two.
Many unions attempt to control representation and limit their membership to those with the ability to exert organizational and administrative control. In other cases, unions are controlled by powerful external actors.
2. Umbrellas:
This is a framework of coordination that does not take the form of a union: a comprehensive membership and an institutionalized structure. The umbrella is broader and larger in terms of the range of visions and the diversity of objectives. It cannot constitute an effective framework but it provides a platform for sharing experiences and information. Consequently, it is a transitional framework followed during the process of transformation into a union or a network.
An umbrella is formed within the framework of objective-oriented campaigns. Umbrellas are not always effective, because they have no executive power, but they work through their members. They provide financial, technical, and moral support.
3. Networks:
Networks are formed within flexible frameworks, yet they have limited and conditional memberships. They are characterized by the common general vision, principles, objectives, and working methods of their members. Networks can be local, national, sub-regional, regional, or international and their objectives can be comprehensive or thematic.
To guarantee networking success and its continuity, a network must have a clear vision and a specific mission (task). It must also have common principles, targeted objectives, and working methods in which all members can participate. The flexible mechanism of organization, which is agreed upon by all the members, reflects their equality and safeguards their interests.
Networks strive to develop pressure campaigns that influence public policy, either in general or in a particular field, and to develop the capabilities of members by raising their awareness in this field.
Many types of networks have emerged in the Arab region:
A. Networks with broad objectives:
• Such as the Network for Arab NGOs which includes more than 500 NGOs and networks from all the Arab countries. This network works on capacity building by training personnel and aims to provide resources and information sharing. The network issues a quasi-periodic publication on Arab NGO work.
• The Arab NGO Network for Development includes 35 national networks and NGOs from 12 Arab countries. It works in the field of social development, the environment, gender, and human rights. It focuses its work on monitoring sustainable development policies, trade agreements, reforms and democracy related issues, and human rights. ANND’s objectives are focused on building and empowering the capacities of Arab NGOs and organizing advocacy campaigns at national and regional levels.
B. Sectoral networks:
• An example of this is the AISHA Network, an Arab network for women’s associations working in seven Arab countries.
• Another example is the Arab Network for Environment and Development that deals with environmental issues and sustainable development.
• There are many other networks working on human rights, children’s rights, the rights of the disabled, and other issues.
C. National networks:
• One example is Espace Associatif (Space for Associations) in Morocco that includes 54 Moroccan NGOs.
• The Palestinian NGO Network is made up of more than 90 NGOs and has branches in the West Bank, Gaza Strip, and Jerusalem.
• The Collective of Volunteer NGOs in Lebanon represents 14 Lebanese NGOs.
• The Lebanese NGO forum represents 13 Lebanese NGOs
• The Association of Humanitarian Associations in Lebanon includes 12 NGOs.
D. National sectoral networks:
• The Coordinating Committee for Yemeni NGOs for the Defense of the Rights of the Child.
• The Lebanese Union for Child Welfare.
• The Network of Women NGOs in Lebanon.
E. Local networks having broad missions:
• Coordinating Committee of NGOs in Saida.
• Coordinating Committee of NGOs in Tripoli.
4. Forums:
The forum is a meeting place for stakeholders of different theoretical and organizational backgrounds and different sectors. The forum provides a stage for exchange and cooperation to reach long-term and mid-term goals.
The idea behind the forum in its current form was launched in the first International Forum, later known as the ‘World Economic Forum’ held annually in Davos Switzerland since 1973, through an initiative of Klaus Schwab one of the largest international donors. Participants in this forum include multinational corporations, international economic and financial decision-makers, and representatives of international trade and financial institutions. It aims at “managing world economy”, setting economic priorities, legislative proposals, and adopting the mechanisms capable of increasing profits and facilitating free trade.
UN agencies have organized civil society forums in parallel with their summits. The first of these was the forum held alongside the 1975 World Conference on Women in Nairobi and followed by the International NGO Forum in Rio the Janeiro that was held during the 1992 Earth Summit. Others were held during the 1992 World Conference on Human Rights in Vienna, the 1994 World Summit for Population and Development in Egypt, and the 1995 World Summit for Social Development in Copenhagen. Following this, many NGOs and civil society organizations started holding their own forums in parallel with UN summit: Habitat II in Istanbul, Financing for Development (Monterrey, 2002), and the World Summit on Sustainable Development (Johannesburg, 2002).
The European Union sponsored and organized the first Euro-Mediterranean Civil Forum, parallel to the first ministerial summit on the EUROMED partnership, held in Barcelona late 1995. Subsequent editions of the EUROMED Civil Forum were held in Malta (1997), Stuttgart (1999), Marseille (2001), Valencia (2002), and Naples (2003).
The early 21st century witnessed the emergence of the World Social Forum (WSF). It was held for three consecutive years, since 2001, in Porto Alegre, Brazil. The 2004 round was held in Mumbai. The WSF joins together civil society representatives, NGOs, and social movements from around the world, in response to the World Economic Forum and addresses the global increase in poverty and the marginalization of international UN tools. The number of participants in the 2003 WSF exceeded 120,000 individuals from around the globe, united under the slogan: “Another World Is Possible”.
5. Platforms:
Another popular kind of coordination frameworks is the platform. Platforms have become particularly popular in Europe and include most national NGOs. A platform is a highly flexible tool. Today, platforms in each European country are a branch of a larger European NGO umbrella called “CONCORD” established to organize relations with the European Union.
Some NGOs and social movements around the Mediterranean have started to establish the Euro-Mediterranean Platform which will have national platforms in each of the represented countries.
The EUROMED Platform has the following objectives:
• To monitor processes of negotiation and bilateral and multilateral partnership agreements, and to ensure their fair implementation by all stakeholders.
• To spread awareness across the platform and empower civil societies in the countries represented.
• To organize a civil forum held in parallel with the EUROMED ministerial meetings and help civil society to express its opinions and positions on the priorities of platform’s framework.
A consultative meeting of civil society organizations was held in Lebanon to study the establishment of the EUROMED Platform, attended by representatives of NGOs. It adopted a position paper on the vision, principles, objectives, and mechanisms. A follow-up committee was also established, comprising of four national networks and five NGOs to continue the discussions on this issue and to prepare sector-based working papers on the Partnership. They were presented at the Civil Forum in Naples in late 2003.
6. Assemblies (Gatherings):
Gatherings or assemblies are formed of unions and NGO frameworks and groups to achieve an immediate and specific objective. Members of an assembly do not necessarily have a united vision or task. They meet on a mutual interest to achieve one or more defined targets. They therefore have a united strategy and mechanism to achieve the goal(s).
The lifespan of an assembly varies according to the ability to achieve the common goals.
The following are just two examples of assemblies in Lebanese civil society over last decade:
• The National Gathering for Municipal Elections in Lebanon: Its slogan was ‘Baladi, Baldati, Baladiyyati’ (My country, my town, my municipality). It assembled hundreds of Lebanese NGOs, associations, unions, networks, and individuals. Their goal was to hold municipal elections in Lebanon after a break of 35 years. The national campaign led to the adoption of an electoral law for the municipalities and mayors. The elections were conducted according to the law and the assembly disbanded at the end of the elections.
• The National Gathering for an Elective Civil Law (on personal status): It includes NGOs, labor unions, women’s associations, youth associations, and individuals. It aims to pass a non-compulsory personal status law. The assembly is still functioning because the law has not yet been passed.
Sixth: NGO Relations with Government Agencies
The new concept of development is based on the principle of a tripartite partnership between the public sector, the private sector, and the civil society sector. Development is no longer exclusively a government function, but the responsibility of the whole society. In order to achieve a comprehensive partnership in decision-making and the delivery of programs and policies, civil society today must be fully mobilized .
Lebanese society is characterized by the presence of active associations. During the Lebanese civil war, they were able to attract a large number of volunteers and had a vital role in providing social services. The clearest examples are in the fields of emergency and relief, first aid, education and illiteracy, rural development, and social awareness. The civil sector implemented all these services in cooperation with the relevant government institutions and in collaboration with related United Nations organizations (UNDP, UNICEF, WHO, etc.). This experience is a shining example of cooperation between the public and civil sectors. During the times of war in Lebanon, NGOs were instrumental in relieving the burden of destitute civilians who suffered over a period of fifteen years.
Previous experiences have proven the importance of the relationship between NGOs and government institutions. They have shown how it can be transformed into a true partnership of planning, delivery, and assessment.
By the end of the Lebanese war, new frameworks, institutions, and mutual committees emerged to coordinate between the public and civil sector, such as:
1. The Economic Social Council (ECOSOC): Five positions are held by civil sector representatives, in addition to trade unions (industrialists and merchants), labor unions, agricultural syndicates, university professors’ and teachers’ unions, and intellectuals.
2. The Higher Council for Child Welfare: It includes the public and civil sectors, plus interested international organizations.
3. The National Committee of the Disabled: It includes institutions that work on issues related to people with disabilities: NGOs, care centers, representatives of the disabled, and public sector institutions.
This relationship must be clear and defined, “NGOs should not be structurally linked to the government and should be internally and self run” . The choice of the representatives and the mandate of these organizations should be assessed and developed to suit their objectives.
On the other hand, the relationship between NGOs and the government must surpass the old concept of basic technical and administrative ties, limited to implementing random programs, naming representatives, and implementing the associations’ laws. This relationship must be in harmony with the new concept of development and should accompany its progress. The new concept defines the role of NGOs as the institutional factor reinforcing civil society on the grounds of social justice and democracy. It is no longer just about providing services.
The government must consider NGOs a full partner in development. These NGOs retain the right to set priorities, determine needs, formulate visions, and set objectives, policies, and delivery mechanisms. This requires:
• Creating a legal framework to organize the work of NGOs, grant them the freedom to be formed and incorporated, provide them with independence and freedom to choose the appropriate organizational structure, and give them freedom to set objectives and agendas.
• Creating a regular and structured mechanism for consultation between the public and civil sectors. This would promote the principle of partnership and decrease duplication and competition. (Many joint consultation commissions were established in Lebanon for the purpose of looking into certain issues and sectors. They need to reinforce their roles, independence, and standards of competence upon establishment).
• Acknowledging the right of NGOs to defend economic, social, and cultural rights, human rights, and democracy.
• Linking between the direct roles of these NGOs in service provision and defending the civil rights of citizens.
The work of NGOs should be governed by a suitable legal framework enabling them to progress and develop their activities. The legitimacy of NGO work and the freedom to establish associations is part of the Universal Declaration of Human Rights and the International Covenant for Economic, Social, and Cultural Rights which were signed by most Arab countries, including Lebanon. The independence of NGOs is the foundation of the legal framework. It defines vision, objectives, programs, and activities, as well as administrative, organizational, and financial independence.
On one hand, the government must adopt and respect the implementation of a suitable legal framework, monitor its implementation, and ensure the freedom to form associations and their independence. In addition, by-laws defining the nature of the relationship between the state and the civil society must be set, with particular reference to the delivery of common programs and service provision. The state must contribute to funding the NGOs by alleviating burdens, taxes, and fees, and granting direct financial contribution when needed.
On the other hand, the civil sector must set a clear vision and define tasks and objectives that express society’s needs. It must facilitate negotiation and dialogue through networking and coordination frameworks. Transparency, accountability, respecting internal laws and financial systems, and the sound rotation of power, must be respected and followed properly to attain good governance and legitimate representation, and to encourage participation.
Promoting solidarity between society and the state, through mutual recognition of reciprocal roles, requires a reform of local and national mechanisms, plus the promotion of the mechanisms of dialogue. The proposal for establishing the ECOSOC fell within this objective. It proposed a framework of communication and dialogue across all sectors. ECOSOC is the national framework of representatives from different sectors. Its members represent the production sector (traders, industrialists, and agriculturalists), the labor sector (trade unions, teachers’ and professors’ unions, farmers, etc), professions (lawyers, physicians, architects, engineers, etc), intellectuals, the media, and representatives of civil society. This experience needs an objective assessment and its role must be defined. Its relation to civil society and the government must also be organized in order to enable it to stand up to national challenges.
Seventh: Coordinating with Donors
Funding is the most important issue influencing the work of NGOs. The ability to sustain and develop NGO work and services depends on it. It is influenced by conditions related to governmental and non-governmental donors, local or foreign; in addition to the target groups considered the ultimate objective of funding.
The concept of funding developed with the development of the concept of civil work. In the past, this concept depended on charitable donations given by the wealthy to help the poor. With the change in the concept of development and its relation to the principles of human rights (notably the right to development), funding was transformed. It took institutionalized patterns that now follow modern models of organization and governance.
Sources of funding are in three categories:
1. Self-Funding
• Donation Campaigns: They directly depend on local donors and members of the local community. These campaigns are usually seasonal, during Lent or Ramadan, for example, when charitable organizations can particularly benefit. One charitable organization working in Lebanon raises 85% of its budget through local donations. The Lebanese Red Cross holds annual donation campaigns through collection points in the streets and roads and by visiting public and private institutions to collect donations.
• Activities: Some NGOs depend on the returns of activities and services they provide to the needy in the local community. They collect fees from the beneficiaries in return for services. This is based on the concept of the participation of the local community and the target groups in fundraising to guarantee the continuity of the services. A major NGO working in the health field in Lebanon was able to provide more than 65% of its budget from the financial returns of its services. In order to do this, it set the real cost price of each of its services, taking into account the voluntary effort. This kind of self or auto financing ensures the sustainability of funding and guarantees an acceptable quality of services if compared to that of the private sector.
• Membership Fees: NGO members can be a source of income through subscription fees, membership fees, and in-kind donations; yet, this source is usually limited and secondary.
2. Government Funding
• Contracts: Some governments fund NGOs that provide certain services that they do not provide themselves. This is done through contracts that define the kind and quality of services provided by the NGO. An example of this is the contracts of the Lebanese Ministry of Social Affairs which contribute to the care expenses of NGOs and covers part of the health and social services provided by them. The Ministry of Health also funds hospitalization services in NGO hospitals (and the private sector).
• Support Funds: Some government institutions (notably development funds), such as the National Fund for the Displaced and the Council of the South, fund some projects delivered by NGOs which they are unable to undertake themselves.
• Exemption from Taxes and Fees: The government can participate in funding the civil sector indirectly by setting laws that exclude NGOs from paying certain taxes, custom fees, Social Security, and insurance fees. Consequently, the money saved can be implemented in developing programs and services.
3. Foreign Funding:
This is the most common way of funding. It is direct and comes from several sources, which can include:
• Government Sources: Some governments have funding programs for certain projects in countries of their choice; they can go through agencies or NGOs (according to political priorities).
• Funds: They are formed to fund certain projects, or are established by major companies for the purpose of alleviating poverty and unemployment.
• NGOs: They are usually intermediaries between the basic donors and the beneficiaries.
• International Programs and Funds: They are affiliated to international organizations (such as the United Nations or the World Bank) or regional groupings (such as the European Union).
It is important to note here that during the Earth Summit in Rio (1992), donor countries pledged to allocate 0.7% of their GDP to for development aid. This was confirmed by the Monterrey Consensus in the 2002 Summit on Financing for Development. Despite the fact that in 1998 the rate was more than 0.23% , the sums spent yearly in the form of grants are estimated at 52 billion dollars , 13% goes to NGOs to fund development programs and projects in developing countries .
In the Millennium Declaration of the UN General Assembly, 189 countries pledged to achieve the Millennium Development Goals by 2015 . The 8th goal commits developed and wealthy countries to work with developing countries in achieving these objectives by creating an environment suitable for achieving fast and sustainable development. The Summit on Financing for Development confirmed the engagement of rich countries to allocate 0.7% of their GDP to fund development programs in developing countries.
The World Bank estimates that the annual budget for poverty eradication policies is 100 billion US dollars; the needed amount is twice the above mentioned figure. The World Bank aims to spend this amount on development programs through social funds and in coordination with NGOs in developing countries.
However, this reality imposes a new challenge for NGOs: their ability to reach foreign funding without their priorities and national strategies being influenced. Donors often impose new working methods that may not be compatible with local needs, or that may have objectives and priorities different from those of beneficiaries.
A further challenge set by foreign funding is the requirements and regulatory and administrative standards imposed by donors on NGOs. This can increase the percentage of funds spent on administrative expenses rather than on the delivery of programs, activities, and services.
The essence of a true partnership is based on mutuality, the fair distribution of benefits, and balanced relations. True partnership also depends on the principle of independence of NGOs in setting their priorities, objectives, and intervention mechanisms. It is also based on dialogue and sharing experiences and information. To this effect, donors should embark on discussions with local organizations before adopting any programs and strategies. Finally, true partnership requires disclosure, transparency, and accountability.
Here lies the importance of networks: they provide the framework that helps NGOs to deal with donors, as well as shape their priorities, objectives, and mechanisms. Networks can safeguard the independence of their members without intervening in work priorities. They can help them strengthen their capabilities and negotiating positions with donors. Developed flexibility in governance helps networks limit administrative and organizational spending; thus, it increases direct spending in programs and projects, encouraging donors to cooperate.
Eighth: Challenges Facing NGOs in Lebanon and the Role of Networking
Non-governmental organizations face many challenges that are imposed by the process of transforming conventional work patterns into development programs and policies to eradicate poverty, unemployment, and diseases. These challenges are summarized in the following:
1. Safeguarding National NGOs and Promoting the Concept of Citizenship
Confessionalism is a major problem in the public and private lives of the Lebanese. Confessional diversity can be enriching and beneficial if it is governed in a just system based on sound political grounds and not on the basis of confessional quotas .
The idea of good citizenship arises from the feeling of belonging to a nation where all citizens are equal in rights and obligations before the law. Consequently, NGOs must assume a basic role in promoting the feeling of citizenship and reinforcing the grounds of national unity.
Networks support the independence of NGO work and their ability to face the challenge of social disintegration and divisions by providing the minimum requirements for exchange, dialogue, safeguarding diversity, and difference. Therefore, they allow NGOs to assume their role in defending the interests of the whole of civil society.
2. Shaping a Long-term Human Development Vision: Lobbying Public Policies
Lebanon needs to have a comprehensive development vision and a clear national strategy that defines priorities and social policies, and with clear objectives and programs.
The civil sector has an important role to play in achieving this by forming a common national vision and a strategy defining the programs and tasks.
To succeed, this requires high levels of exchange and coordination between NGOs in all sectors, especially regarding common work principles and frameworks.
3. Commitment to Causes
The civil sector is characterized by its ability to sense and express the true feelings of society. Civil work gains its legitimacy from its ability to express the issues of society objectively, responsibly, and seriously.
National policies of direct economic, social, and cultural influence on citizens are the core interest of the civil sector. Providing services is just a priority in national choices and requires a partnership between the government and the civil sector that starts from decision-making and extends to delivery and assessment.
In light of the challenges of integration in the world economy and implementing regional and international trade agreements, developing countries have started to adopt privatization in order to lower public spending, improve the quality of services, and decrease the burden of public debt. These countries are also adopting financial and fiscal policies to solve the macroeconomic crises they face and to ensure the settling of external debt.
Perhaps the most influential sector on economic, social, environmental, and cultural situations is that of services; notably vital public utilities such as water, electricity, education, and health.
All the above require a clear political position from the civil sector and NGOs, in defense of the interests of their target groups. These positions must be based on research and socioeconomic analyses that define the risks, weaknesses, and alternatives. Therefore, NGOs are expected to launch lobbying campaigns on public policies and national choices. Networking is a tool to assist in reinforcing national dialogue and bring together different opinions in the aim of organizing lobbying campaigns.
4. Coordinating Civil Society’s Allies: Forming Lobbies
Civil society is formed from different kinds of organizations, such as labor and agricultural unions, student movements, cooperatives, clubs, and cultural councils; different sectoral organizations such as the environmental and the women’s movements; organizations working in the field of human rights, development, and care for the needy. Coordination between these different civil society organizations and institutions thus becomes necessary.
Some of those mentioned above have already set their frameworks: the General Worker’s Union, the Union of Independent Professionals, and The Lebanese Women’s Council. There also several types of coordination between NGOs: the Collective of Volunteer Organizations in Lebanon, the Forum of Humanitarian NGOs, the National Union for Associations in Contract with the Ministry of Social Affairs, the National Council for Social Service, and the Lebanese Environment Assembly. Cooperation and coordination, within a sector or between one sector and another, are necessary to define common interests, unify efforts, defend them, and complement their roles. It also leads to a wider popular participation in decision-making.
5. Overcoming Challenges: International Conferences (follow-up), the Private Sector (results), the Internal Structure of Associations
Currently, there are many international trends in civil society, and numerous objectives. Yet, the common factor is a conviction that building another world of human values, social justice, and human rights is necessary. This requires:
A. A world order built on participation, democracy, and transparency.
B. Effective mechanisms for holding establishments accountable.
C. National governments assuming effective roles in spreading sovereignty, expressing the interests of their citizens through democratic mechanisms that follow the principles of right, citizenship, and the respect of human rights.
Today, globalization has weakened the role of national governments and local decision-makers to the extent that they lose their ability to lead. This reality increases the need to link the national dimension of NGO activity with the regional and international movements. Therefore, alliances of regional and international networks are important to influence international, regional, and local decision-making.
In order to do this, the civil sector must formulate its vision that defines the nature of these alliances and priorities. Participating in international conferences and forums requires clear and defined positions that contribute to effective lobbying and exchange. These frameworks have a great capacity to efficiently organize, coordinate, exchange information and experiences, and contribute to reinforcing participation.
The civil sector is required to observe the conformity of government policies and programs with the decisions of international conferences. This is done through forming social and environmental watches and human rights watches.
6. Avoiding the Transformation of Networks into an Administrative Burden
The most important challenge facing the civil sector is its own administrative structure. This can be transformed into an objective but requires additional effort to safeguard it and ensure its continuity.
Coordination must not change into a tool that replaces members, since the prominent objective of coordination is reinforcing and empowering of members to deliver programs and achieve goals. Consequently, reducing spending on administrative work is a challenge facing most networks in reaching their objectives.
Ninth: Civil Work: Practices and Implementation
NGOs in Lebanon have undertaken prominent roles in strengthening and empowering civil society. Coordination frameworks were influential in this success, by helping to set the principle of collective work and gathered together a range of segments in one framework and around common goals. They also helped some countries, including Lebanon, reform legislations and laws by organizing consultation and negotiation campaigns with the state, and by lobbying decision-makers.
The experiences of coordination in overcoming the challenges of the Lebanese civil war contributed to overcoming the challenges occupation in Palestine. Both challenges had resulted in the absence of government institutions. NGOs played a leading role in providing services in the fields of emergency and relief, in addition to cooperating with public sector institutions and international organizations to coordinate development and social services.
On the other hand, Lebanese NGOs made a significant contribution despite the attempts of confessional division. They maintained a certain level of communication between areas and religious denominations, through networks and coordination frameworks.
However, the present situation requires a different approach. The current approach must contribute to establishing the pillars of peace on safe and solid grounds. This is why new structures, visions, objectives, and mechanisms are needed.
The urgent matter here is shaping a comprehensive developmental vision, influencing public policy, and setting national priorities development and reconstruction policies. It is no longer sufficient to merely provide services and fill gaps in government services.
The same can be said for the experiences of civil work in other Arab countries. The civil sector is working on developing concepts that correspond to the changes in the nature of civil work (from charity work to developmental work, par excellence).
Confronting challenges and modernizing public and private policies are not the exclusive responsibility of civil society. Governments also have a role to play, so does the business sector. They must demand the formulation of comprehensive developmental visions and set programs and work plans, as well as distribute roles among the different active stakeholders in society. In addition, challenges require new legal frameworks that give NGOs the freedom of establishment; set objectives, programs, and plans; and address target groups.
Governments must provide financial and moral support to these organizations. On one hand, they have to allocate budgets for development programs as well as social services that they do not provide. On the other hand, they have to relieve NGOs from fiscal burdens, custom fees, and other problems that weigh them down.
Strengthening, empowering, and promoting the democratic structure of the civil sector includes setting mechanisms for the circulation of leadership, decision-making, and good governance, and not just the concepts, principles, and public policies.
Accordingly, the current objectives of networking are institutional development, capacity building, safeguarding collective interest in defending the civil sector, and empowering it to have a balanced relation with both public and private sectors.
Two questions remain: To what extent have national networks and the current coordination frameworks been successful in becoming strong and efficient local partners of governments? To what extent have they contributed to managing the development process and reflecting the trends of local society?
*By Ziad Abdel Samad and Kinda Mohamadieh
provides 7,400 million euro in loans for the Euro-Mediterranean area .
