NGO Dynamics
Better Performance Through Pragmatism

By Shanker P. Rajbhandari

PEOPLE generally perceive that if you can measure it, you can manage it. Such a perception can also relate to the organisational context saying that if you can measure your organisation you can manage it well. Many organisations fail to identify their organisational strengths and weaknesses. Moreover, many organisations become confused with their outcomes whether those their strengths or weaknesses. Some organisational authorities deliberately create such confusions for their own benefits. But none of the above confusions are supportive for organisational growth.

When practice fails to live up to the rhetoric, the stated strengths start to resemble weaknesses. This conviction is expressed by John Clark in his book Democractising Development. The Role of Voluntary Organiations. This conviction seems not only practicable but also very much applicable in most of the organisations.

The identity of NGOs in terms of their performances or services are often wrongly defined or articulated to the general public and sometimes their incapability or weaknesses are also misinterpreted as their strengths in front of the innocent general mass. In this regard, Sheldon Annis, a prominent American analyst of NGO performance postulates that in the race of pervasive poverty "small scale" can merely mean "insignificant", "politically independent" can mean "powerless" or disconnected", "low-cost" can mean "underfinanced" or "poor quality", and "innovative " can mean simply "temporary" or unsustainable."

Notably, many NGOs run their activities into small scale due to their incapability of expansion of growth. But they are reluctant to admit the truth. Instead, they by and large prefer to accept it in the name of "small is beautiful". As a matter of fact, such an NGO virtually becomes unable to meet their stated target. Thus, one should be very much cautious that" "small scale" in the organisational context might have become "insignificant" in a larger society. Many NGOs in Nepal have become unable to act in the mainstream of NGO programmes because of their poor nexus. In that sense, "political independence of the organisation may mean institutional powerlessness or disconnection.

Similarly, "low-cost" in the organisational context could mean "underfinanced" or "poor quality" rather than "cost-effectiveness". Many organisations in the developing countries use "low-cost" mechanism as an approach to manage the scarce resources. On the contrary, many organisations in the developed countries adopt excessive use of resources as an approach to meet their target by way of wide circulation and massive production, which largely helps to reduce per unit cost of the services of programmes. Both the above approaches are equally powerful depending upon the art of use or capability of implementation. Also, one approach is not complementary to the other. Meanwhile, NGOs should have tried to understand that in many cases, "low-cost" could mean "poor quality" or "Underfinanced". Therefore, in order to provide better services or programmes, an NGO should not go for "low-cost" rather it should go for ensuring cost-effectiveness.

NGOs should better understand that "innovative "could merely mean "temporary" or unsustainable." This is because, innovation means an idea perceived as new. Once the new idea is introduced or implemented, that becomes a regular process and then that cannot be considered as new idea or "innovation". As innovation or new ideas cannot always be new, it is literally "unsustainable" or "temporary" per se. This thinking alerts that for an NGO to be a dynamic entity, it should always search for innovative programmes or activities and innovation can never be a one-shot approach.

In view of all the above, NGOs should not be confused in deciding and describing their missions and goals. Gap between their words and deeds needs to be narrowed. If their real goal is helping the poorest of the poor, they must put into action their efforts to provide the benefits of their services fairly to the "poorest" not merely to the "poor". In other words, their noble objectives should in no way deviate from the literature that they have stated at the very outset.

One very simple criterion for assessing the performance of an NGO is the measurement of the gap between its rhetoric and practice . If the gap between rhetoric and practice in a particular NGO is narrow then that organisation is certainly labeled as a good NGO. The reverse situation reveals that the NGO is far from keeping its promises. Such a criterion can be explicitly applied by any NGO, INGO, donor agencies, and even by the government agencies or by the general public at large.

In view of all the above analysis, an NGO can learn some good lessons for its growth and development that—first, an NGO should always try to extend its programme or activities with a view to provide better services to a larger section of the targeted society. Second, No NGO can provide greater services as being apolitical (powerless or disconnected) body. As it has to work in the society, it should not keep itself apart from the socio-politics. Third, any programme needs resources—financial, physical , technological, and human. More programme need more resources. As a compromise in the utilisation of could affect adversely the quality of the programme, it is suggested that exploration for more resoruces be made to implement potential and cost-effective programmes rather than to run a large number of low-cost programmes with poor quality. Fourth, innovation is one of the vantage points for NGOs to blame organisational weaknesses that are mostly being faced by NGOs. Thus, NGOs, should always try to maintain innovative attributes in successfully running organisations programmes or activities which is the most expensive as well as a difficult part for NGOs in the process of capacity building. This normally happens because innovation is temporary and not sustainable in the working reality of NGOs.

Niger Seeds: A Source Of National Income

By Ganesh Shakya

AMONG different other agricultural products, Niger seed (Jhusetil) is the one qualified as exportable items. Botanically, it is known as Guizotia Abyssinica Cass whereas it is called as Filunge in the hills and Ramtil in the Terai. It is an oilseed crop which is more or less traditionally grown throughout the country. But, however, marginal land are being most commonly used for Niger farming.

Niger seeds contain different elements like oil, Albuminoid, Carbohydrate, Fibre and Minerals but the share of oil content is as high as 40 per cent of the total elements. In developed countries, Niger seeds are used in making soaps and colour paints but, it is particularly used as bird’s feed. In Nepalese context, the seeds are extensively processed for oil and also consumed directly as pickle.

Niger seed is said to have originated from tropical Africa, Ethiopia, where it is know as "Noug", is the country recognised as a major producer, user and the exporter of Niger seeds.

The demand for Niger seed in international market is increasing. USA, Brazil, Belgium, France, Germany, Mexico, Netherlands, Singapore are its potential international markets. At present, Nepal is in the Fourth place in the series of Niger seed exporting countries. India is in the leading position followed by Ethiopia and Burma.

From the overseas marketing point of view, Nepal had set-up her first step for Niger seed export during the seventies. In 1983/84, the volume of Niger seed export, as reported by Trade Promotion Centre (TPC), was 78 metric tonne which after a decade in 1993/94 had increased to 5,971 mt. with a value at over 130 million Nepalese rupees. Within the period of 11 years (1983/84 - 1994/95), the export witnessed ups and down. But, in 1995/96, the export increased significantly as much as to 12,501 mt. Following this, the volume of export have been found decreasing each year.

The only one explicit reason behind the decreasing export of Niger seed over the year is the lack of commercial farming practice. Despite being qualified as an exportable items, no special attention has been given for the development of this crop. Both the farmers as well as the government simply considered it as a minor crop. In fact, the development of concept like Niger seed as a minor crop is really a misfortune for all of us.

Niger seed farming is done more traditionally than in a commercial way in our country. The farmers simply spray the local seeds of their own in the poor dry and high land where irrigation is not possible. As a result, the production is merely subsistent. For such a poor farming practice, the farmers could not be blamed. Because, most of the Niger farmers are still not well aware of it’s export value.

A very few research and studies have been conducted in this field. A pilot project launched in Kavre and Makwanpur in 1995/96. With the implementation of the project, the farmers at that time really benefitted from and were encouraged in Niger seed farming. But, it could not continue for long and cooled down as soon as the project was terminated.

After a long intermission, now some institutions are involved in the development of both production and marketing of Niger seeds in Nepal. First of all, they are creating awareness among farmers about the export value of Niger seeds. Production demonstration, improved and commercial farming technology transfer, seed multiplication programme, oragnising the seminars are another important activities undertaken by those institutions. They are providing improved seeds as well as buying the seeds produced by the farmers assuring the market guarantee to the producers. Of course, such type of initiation will surely encourage the farmers to develop Niger seeds farming in a commercial way.

In fact, Niger seed farming is comparatively easier than other farming. Marginal land is enough for the production of Niger seed. The only and most important thing is to change the concept that Niger seed is a minor crop. The demonstration programme has already shown that the yield rate could double if improved technology and quality seeds are introduced. At present, the average yield rate per hectare is 300 kg. It means, with the introduction of improved technology, the yield rate can go up as high as 600 kg. Doubling yield rate means doubling income. Last year, the average price of Niger was 30 rupees per kg.

Private sector involvement in development programme is always a highly appreciated. But, so far as the Niger seed development programme is concerned, the mere involvement of private sector is not enough because it is a matter of national income as well as poverty alleviation. The participation of government is highly essential for production and export of Niger seed at present. Therefore, the government must be involved directly and actively in this sector. The government should form the policy which should be in favour of both private sectors and the farmers. It is also equally important to develop this sector in a pocket package programme.

As compared to other crops, it is a cash crop, easy to grow, and less problem associated with insects and diseases. Therefore, it the farming of this crop could be developed in a systematic and commercial way, it raises not only the farmer’s income but also helps increase the national income through export promotion.

A PAGE FROM HISTORY
Spread Of Buddhism

By Guna Dev Bhattarai

THE teachings of the Buddha were based on simplicity and his philosophy of life was a simple code of conduct. There was no confusion as to the teachings of the Buddha as they could be thoroughly grasped even by illiterate people. That is why many people welcomed Buddhism as they were fed up with the various rituals prescribed by the Brahmans.

The Buddha delivered his lectures in the Pali language which was to large extent quite intelligible to the people. Every one irrespective of his caste or colour was entitled to be a member of the Bauddha Sangha. Preference was given to the moral conduct of a person not to the descent of a person to be a member of the Baudha Sangha. The Vaishyas and the Sudras who were fed up with the high handedness of the Brahmans cordially welcomed the philosophy of Buddhism. The Brahmans who were proud of their knowledge prescribed many rituals to be performed which were beyond the comprehension of the people and, above all, expensive. Every individusal of a high caste family had to spend a lot of money on the occasion of every Sanskar of the Hindus. On the contrary Buddhism did not prescribe any such ritual in which money was to be spent. Honesty and virtue could help a Buddhist to attain Nirvana. A Buddhist was required to observe certain rules and regulations formulated by the Sanghas. That is to say Buddhism as it was economical and comprehensible became popular day by day.

The Buddha inspite of being simple and serene possessed a charismatic personality which would captivate the mind of the masses. He without caring a least of abnormal seasons travelled for and wide to preach his sermons before the masses. He by means of his simple teachings won the heart of the masses in no time. That is why many people unhesitatingly embraced Buddhism.

According to Dr. Kenneth Saunders, "When absolutaly sincerity and universal kindness are blended in one character, men cannot but revere and adore. It is this which is the main cause of the success of Buddhism and the motive to its missionary activity. One cannot imagine that the little formula which won the first Brahman Converts - "All things have a cause"- could be sufficient foundation for a world conquering religion but the serenity of one who had found emancipation from fearand superstition, and who in it saw the basis of a noble system of ethics- this had a spell upon men’s minds and hearts, and the compassion which sent him out as an evangelist during a long and arduous life gave men a picture of a "Divine Love".

The Buddhis Sangha played a major role in spreading Buddhism far and wide. The monks and runs having no family burdens and finances devoted most of their life preaching the gospels of the Buddha. Their main abject was to devote their time to their faith. The Buddha gave the monks and nuns the following advice "Go ye Bhikshas and wander for the gain of the many, for the welfare of the many, out of compassion for the world." Let not two of you go to the same area." The Buddhist monks being totally unattached with worldly affairs exemplified their holy life to the people who were inspired to follow their suit.

The Buddhist monas-taries or Viharas were the centres of free education. Those who wanted to have education joined them and acquired learning from the Bhikshus. Nalanda then was the centre of Buddhist learning.

Emperor Asoka contri-buted much to the spread of Buddism not only in India but also outside India. He personally visited many places and made the people acuainted with the essence of Buddhism. He appointed Yuktas, Pradeshikas and Dhamma Mahamatras to undertake extensive tours for the spread of the Law of Piety among the people. He had had many pillars and rocks engraved which contained the principles of his Dhamma. By for the most important contribution of Asoka was to send Buddhist missionaries to foreign countries. He tried his level best to spread Buddhism without being prejudiced to other faiths. Kanishka, the great Kushan king and Harshavardhan also contributed much to propagate Buddhism within their territories. Under the patronge of Asoka, Kaniska and Harshavardana Buddhism could attain its perfection.

By far the most important aspect of Buddhism was that the various Buddhist Councils brought about many changes in keeping with the circumsances to the effect Mahayanism came into existance which became papular in many parts of Buddhist world. In the courses of time the Buddhists chose the middle paths to suit the temperament of the people to the effect even an idolater or meat eater could be a Buddhist.