NGDO strategic responses
Some strategic NGDO responses to the changing international and
domestic context include: engaging in the more mainstream state-led governance,
and market-led economic activities; scaling-up through continuous networking and
careful alliance/coalition-building; opening up of new arenas and themes for,
and enlargement of the scope of, advocacy; enhancing bureaucratic literacy as
well as research and alliance building capacity; rethinking social organizing
strategies in the light of new spatial arrangements and target groups; and
professionalizing NGDO practice.
Some alternative market-based resource generation strategies
include: promoting corporate philanthropy and responsibility; undertaking
cooperative banking in local communities; enhancing development entrepreneurship
through various earned-income strategies such as commercial enterprises and
market investments; and internal and external alternative trading and marketing.
Among the non-market based alternatives, on the other hand, are namely: sourcing
and managing public or government funds, both local and national, and the
setting-up and management of endowments.
The professionalization of NGDO practice has become imperative
because of external demands and internal pressures for more accountability and
better performance. Professionalization could be achieved without eroding the