Chapter VI

NGO Interaction, Coordination, and Networking

By Ziad Abdel Samad

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.

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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

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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’1.

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.

1
NGOs, Networking and Problems of Representation, Hans Holmen: Linlopins University and ICER –
July 2002

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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.

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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.

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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:

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  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

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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 public2. 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.

2
The terms ‘target groups’ and ‘beneficiaries’ are used in NGOs offering social services, while the term
‘public’ expresses the more comprehensive role of NGOs.

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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 3.
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:

3
The Earth Summit (Rio de Janeiro, 1992); the Human Rights Summit (Vienna, 1992); the Population and
Development Summit (Cairo, 1994); the Social Development Summit (Copenhagen, 1995); The 4th World
Conference on Women; and the Summit on Human Settlements (Istanbul, 1996).

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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.

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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.

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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

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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 Naples4 in late 2003.
4
The consultative meeting was held at the Meridien Commodore Hotel in Beirut on 9th October. Thirty one
national and regional networks and NGOs participated in the meeting. The conveners decided to appoint a

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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 mobilized5.

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
follow-up committee of: ANND (coordination), The Collective of Volunteer NGOs in Lebanon
(development), the Network of Women Associations in Lebanon (gender), the Coordinating Committee of
NGOs working in the Palestinian Communities in Lebanon (Palestinian refugees), the Lebanese
Transparency Association – LAFASAD (governance), Green Line (environment), The Lebanese
Association for Democratic Elections (human rights), The Lebanese Development Forum (youth), and
Frontiers Center (emigration).
5
UNDP, Features of Human Development in Lebanon (Beirut: UNDP, 1997).

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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”6. 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

6
Shahida el-Baz, Arab NGOs on the Threshold of the 21st Century: Reality and Future Perspectives, 1997.

15
 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

16
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

17
 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% 7, the sums spent yearly in the form of
grants are estimated at 52 billion dollars8, 13% goes to NGOs to fund development
programs and projects in developing countries9.

In the Millennium Declaration of the UN General Assembly, 189 countries pledged to

achieve the Millennium Development Goals by 201510. 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.

7
United Nations Center for Social Development Research, ESCWA, ‘Visible Hands’, July 2001.
8
World Bank, Annual Report, 2003.
9
OECD 1992 estimates - United Nations preparatory report of the World Summit on Social Development,
Copenhagen 1995.
10
Issued at the UN Millennium Summit in New York in 2002. The summit was attended by 189
delegations including 143 heads of states.

18
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 quotas11.
11
Extracted from a lecture presented by the author at a workshop on citizenship and the participation of
youth, Beirut, February 2003.

19
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.

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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.

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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.

22
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?

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