NGO Management Manual

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NGO Management Manual
1. The original problem2. Issues with the first
solution3. Next Solution

• TRIBAL DEVELOPMENT DEPARTMENT

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The Original Problem

• Social sector spending over last 10 years has
  seen exponential growth.
• New programmes and activities being covered,
  requiring considerable additional staff with
  management and domain skills-
• Water harvesting
• Community mobilisation
• Agriculture diversification
• Livelihoods promotion
• Education

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Availability of Funds with TDD2009-10
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Major hindrances in Implementation

• Field level manpower

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Taluka Panchayat, Khedbrahma

• Receives maximum funds in SK district
• Staff position
• PO cum TDO- Vacant
• TP Staff- 20 filled, 8 vacant
• DRDA staff- 14 filled, 1 vacant
• AAE (R B)- 3 filled
• AAE (Irrigation)- 2 filled
• LI (AHD)- 1 post, vacant

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Current Issues with NGOs

• No uniform selection procedure leads to
• lack of transparency
• involvement of large number of incapable NGOs
• Increased programme administration cost
• Lack of domain knowledge, experienced manpower
  financial resources.
• Majority have no link with civil society.
• Lack of standardised practices.
• Vague outputs no monitoring mechanism
• Limited number of capable overstretched NGOs.
• No written guideline to streamline working
  relationship with field offices.
• Frequent hijacking of programme, indifferent
  outputs.

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Advantages of working with NGOs

• Selection of an NGO with domain knowledge over
  the subject can be done.
• NGO can bring the desired staff with technical
  knowledge and expertise.
• Work can be outcome oriented and funding can be
  based on achievement of the targets.
• Operational flexibility can be enjoyed as they
  can be penalized in many ways, if the desired
  outcomes are not achieved.

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TDD- Key sectors for intervention

• Education
• Agriculture
• Animal Husbandry
• Skill Training
• Water Harvesting
• Community Mobilization

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Projects Implemented by NGOs in Tapi
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Skill Training Programmes- key findings

• Poor quality training infrastructure.
• Very high students instructor ratio.
• Non-availability of quality trainers.
• Short duration training programs do not
  facilitate process of learning- absorption among
  the candidates lead to increased dropout.
• High absenteeism / irregularity among the
  candidates.
• Agencies couldnt place the candidates.
• Examination schedule was usually delayed was
  found uneven.
• Certificates were not issued in many cases.

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Skill Training - key findings

• NGOs proposals are approved on the basis of
  recommendations.
• No market linkages for placement.
• Lack of own capital and full dependence on
  Government for funding.
• Outdated equipments used in training.
• No monitoring mechanism.
• Ownership of programme hijacked by NGOs

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Key Findings - Dairy Project

• In many cases animal with more than 4 pregnancies
  were provided.
• Gradual decline in the milk yield was observed,
  very sharp in case of Baroda Dairy.
• In Vadodara, animals were kept by persons other
  than beneficiaries cattle sheds used for other
  purposes.
• Poor impact of training provided by Dairy.

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Wadi- Percentage Distribution of BPL Households
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Percentage Distribution of Respondents Who Have
Reported Names of NGOs Working in their Village
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Marketing of Wadi produce
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Problems faced while growing Wadi plants
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Income Before and After Wadi Programme
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Problems Faced in Cultivating Wadi crops
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Households attending training programmes
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Sources of Saplings
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Farmers perception of NGOs
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Suggested approach

• Strengthening of Scheduled Area TDO offices by
  providing additional staff on the line of DRDA
• Revival of Scheduled Area posts kept in abeyance
• NGO Management Manual
• Independent monitoring evaluation agency

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NGO Management Manual1. Steps for Selection of
NGOs

• Single source selection
• Competitive selection
• Preparation of EoI
• Advertisement of EoI
• Evaluation of proposals
• Technical
• Financial

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Technical Evaluation

• Specific experience
• Experience in similar projects
• Local experience
• Nature of clients
• Project management system
• Approach methodology
• Technical approach
• Work plan
• Organization staffing
• Key professionals
• Team leader
• Other key staff

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Technical Evaluation

• Organization
• Governing body structure
• Capacity building of staff
• Staff performance appraisal
• Financial management
• Project-wise accounts
• Well defined procurement procedure
• Internal controls
• Capacity to fund deficits
• Past audit remarks
• Local participation
• Involvement in Planning, Implementation
  Management
• Local capacity building Institutional
  Development
• Contribution in cash or kind
• Appointment of local/regional staff

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Project approvals

• District Technical Committee
• lt Rs. 50 lakh
• Commissioner, TDD
• Rs. 50- 150 lakh
• State Technical Committee
• gt Rs. 150 lakh
• Well defined MOU to be signed

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Fund flow

• Funds shall be released within one week of
  furnishing required documents
• Subsequent installments shall be released only if
  50 of already released amount is utilized by the
  NGO
• 75 to be released pending minor clarifications
• Funds to go to project account only
• Interest on funds belongs to Government
• Stoppage of funds only when Project Review
  Committee recommends or when booking ineligible
  expenditure
• Two reminders to be given before complete
  stoppage of funds
• Up to 1 of funds allowed as contingent expenses,
  without vouchers

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Procurement

• Procurement plan to be drawn approved
• Procurement guidelines
• Preference to Government agency
• Preference to reputed suppliers
• Conflict of interest to be declared
• Single source- Rs. 50,000
• Local shopping- Rs. 50,000 (standard goods)
  100,000 (non-standard goods)
• For services Up to Rs. 10,000 (direct engagement
  of service provider)
• Over Rs. 10,000 (limited enquiry asking for rates
  from 3 service providers)
• Competitive bids- for rest

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Blacklisting

• Misapplication of funds
• Misprocurement
• Corrupt procurement practices

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Monitoring Evaluation

• QPR
• Physical indicators
• Financial indicators
• Qualitative indicators
• Village level monitoring committee
• Computer based monitoring system
• Field visits
• Project Review Committee
• Can levy incentive/ penalty on NGO
• Monitoring by independent external agencies

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Gender Other Frameworks

• Gender Framework applicable to
• Project staffing
• Project participants
• Penalty for non-adherence
• IEC Publicity Framework for
• Community knowledge of the basic features of
  project
• Publicising source of funding

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Other related action

• Engagement of Concurrent Monitoring Evaluation
  Agency
• Baseline Endline surveys
• Quarterly CME
• Taluka-wise beneficiary assets mapping
• EOI for Check Dam NGOs at final stages
• Tender for seeds sapling supply being developed