Pitfalls to Avoid For New NGOs

“The 1980s and 1990s saw an explosion in the number of non-governmental organizations (NGOs) active in relief and development. Official agencies often see NGOs as the ‘magic bullet’ for addressing the world’s most pressing problems.(1) The rapid increase in funding and number of NGOs represents both an opportunity and a danger. While it is clear that NGOs can do positive work, there are relatively few detailed studies of what is happening in particular places or within specific organizations.

“There are few analyses of the impact of NGO practices on relations of power among individuals, communities, and the state, and little attention to the discourse within which NGOs are presented as the solution to problems of welfare service delivery, development, and health.”(2)

Thus, it is not clear how and under what circumstances NGOs are effective and why some are more influential than others. Many NGOs are influential through their technical expertise or analysis of existing problems and pragmatic solutions. Other NGOs may be fragmentary voices, contributing to a cacophony of isolated programs that represent only narrow special interests. In starting a new NGO there are three major pitfalls to avoid: (1) lack of a sustainable and scalable model, (2) lack of competency regarding the target community and interventions, and (3) inconsistent results and accountability mechanisms.”