Non Government Organization In The Philippines

Introduction

1.The non-government organization[ The study refers to NGOs as the intermediate agencies and institutions that tend to operate with a full-time staff complement and provide a wide-range of services to primary organizations, communities and individuals (Aldaba, 1993; Silliman and Noble, 1998 as cited in “Civil Society Organization in the Philippines, A Mapping and Strategic Assessment” in 2011). NGOs is a subset of a group legally referred to as non-stock, non-profit organizations. ] (NGO) sector in the Philippines, estimated at around 49,000 to 68,000[ Based on publication of Carino in 2002 as cited in “Civil Society Organization in the Philippines, A Mapping and Strategic Assessment” in 2011. ] in 2002, is among those internationally

Confronted with limited funding and evidence, previous and current initiatives are reactive and focused on addressing the immediate needs of the organizations. Mostly in the form of capacity building activities, these put emphasis on just enhancing the skills and competencies of potential leaders within the organizations. The more prominent of these initiatives was the Successor Generation Program of the Caucus of Development NGO Network (CODE-NGO). The program ran from 1999 to 2002. Despite the desire for its continuation, it never materialized because of the absence of willing funders. While these types of initiatives are assessed useful, the scope and accessibility are

NGOs continue and will continue to face increasing magnitude and complexity of societal problems with shrinking funding and heightened expectation for accountability, effectiveness and efficiency from donors. This operating context not only puts immense pressure on NGOs, but likely diminishes the attractiveness of the sector for the next generation leaders who are presented with wider and more financially-rewarding options in government and private sectors as well as foreign NGOs and aid agencies.

5.At stake is the continued relevance and the existence of the NGO sector as well as the lives of millions of poor and marginalized Filipinos whom the NGOs are serving.

6.Viewed against this backdrop, responses to the challenges of leadership transition in the NGO sector require multiple strategies that extend beyond the traditional upskilling of the next in line staff to replace the outgoing leaders.

Purpose

7.The project aims to contribute to improved leadership succession planning in the Philippine NGO sector and identify opportunities to re-shape the sector by responding to future needs and context. Specifically, the proposal covers the critical first step of planning for a comprehensive and sustainable set of responses to the leadership transition issue in the Philippine NGO