A non-government organisation is defined as an organisation undertaking activities not done by the state or private sector. Such an organisation is not-for-profit and there is no dividends paid to shareholders.
There was a proliferation of NGO’s created during the pre-Independence and immediately thereafter. They are involved in business development, cultural groups, agriculture, Aids, etc. They include international organisations such as the Red Cross, or local chapters of internationally accepted bodies such as the Namibian Society for Human Rights (NSHR). Local NGO’s can work at gender issues such as the Women’s Action for Development (WAD), or animal rights such as the SPCA. They also include a variety of welfare organisations such as the Blood transfusion service or industry interests such as the NCCI or ICT Alliance.
While most NGO’s are doing a good job in Namibia, unfortunately, some have not. They have abused their mandate or become a vehicle for an individual who is seen as the driving force or even “responsible for the success of the organisation”. This leads to the next question, “How do we distinguish between a good and bad NGO?”
The following questions provide us with a litmus test:
- Are their financial statements open for scrutiny?
- What percentage of their budget is spent on salaries and perks for the organisations employees?
- What part of the budget is contributed by governments, directly or indirectly?
- How many of the NGO's operatives are in the field, catering to the needs of the NGO's ostensible constituents?
- Which part of the budget is spent on furthering the aims of the NGO and on implementing its promulgated programs?
I suggest that we have Non-Government Organisation Bill. In this Bill should be addressed the issues of mandate and good governance, and the mechanisms in the case of abuse. It should include a restraint on creation of new frequently unnecessary NGOs (that are mostly more helpful to the creators of the NGO than the people they are designed to serve).
Not-for-profit can still be a business
There are different types of social entrepreneurs; grassroots activists mobilising for social change; relief workers; grant makers; and even corporate teams who work on social responsibility issues.
The value of their work, however, is often undermined because of poor leadership and organisation, which leaves them struggling to cope with changes driven by technology and increasing social complexity.
In a changing world, social entrepreneurship is essential for the future sustainability of NGOs and non-profit companies.
Social entrepreneurship sounds like another free-market concept to some, and indeed, does borrow threads from business-school ideology. But it is aimed at instilling a way of thinking about organisation, rather than changing the motives that are its reason for existence.
Running organisations along market-oriented business principles often creates a natural tension with their goals of pursuing objectives for the political and public good [...]
However, the use of sound managerial and organisational tools does not translate into ideological assimilation and the adoption of the profit motive. There is also a lot that can be transferred from the business world about accountability and governance.
Source: Saliem Fakir, Mail and Guardian, 30 July - 5 August 2004, p.34
:1.0N�.ppkH �PF .0pt'>Probably the best example (and there are many), has been how I got the job to be the Namibian delegate at UNIDO in Paris, France. The position had been proposed to the Namibian government a few times since 1991, but no suitable candidate had been identified. The UNIDIO representative in Namibia mentioned this to some friends who had opened a business in Namibia. The businessman immediately suggested “Milton Louw. He works at the Chamber of Commerce and was very helpful in getting all my paperwork to establish my business.”
A few weeks later, the Director of UNIDO in Paris called me and offered me the position. At no time did I apply for it, in fact, my CV was never requested before I accepted the job.
It was really a matter of who you know, not what you know!
Business Organisations in Namibia
The Namibia Chamber of Commerce and Industry is the umbrella organisation for business in Namibia. The NCCI is a form of network whose goal is to lobby for business interests in the country. The organisation has local representation at either regional or town level. The business owners are members and they select an Executive Committee to oversee the policy formulation of the chamber. If there are sufficient funds at the local level, they will appoint staff to run the organisation. The Head Office of the NCCI has permanent staff that is managed by a Chief Executive Officer.
The NCCI:
- Strives to create a strong Namibian economy
- Speaks with government on behalf of business
- Provides networking opportunities for its members
The NCCI has come through a struggle to be truly representative of the broad business community. It has achieved this, and a few of the local chambers are ding exceedingly well. In my mind, the most active branch is the Omaruru Branch. They have put their town literally on the map as the “Creative Centre” of the country.
The NCCI faces the following challenges:
- Black economic empowerment – specifically an issue of increasing the size of the pie rather than re-dividing shares of the pie;
- Managing change and innovation – within the administration to ensure delivery of membership services;
- Managing diversity – not only of the previously disadvantaged, but also the new entrants from China, Angola, etc.
- Commercialisation and Privatisation of state assets
The chamber movement at present is a voluntary membership organisation. I propose we prepare a Chamber Law and mandatory membership for all business operating in Namibia.
What is success?
I am successful! By definition, success is about attaining an objective. Thus to be successful means you meet your objectives.
The catch is what are your objectives? How do you go about setting these aims? Is it a haphazard guess - oooh I want to be rich? Or do you seriously sit down and take time to plan and concretise your objectives?
I was fortunate to have many wonderful teachers and mentors who, from an early age, encouraged me to achieve my objectives because they believed in me. One of the most important lessons I learnt was how to set an objective.
In school we are taught an objective should be SMART - that is:
S - Specific
M - Measurable
A - Achievable
R - Realistic
T- Time-bound
This is easier said than done!!!!!! Nevertheless, once an objective is SMART, success is bound to happen.
One thing that has helped me over the years is the visualisation of my success. I spend time daydreaming about what it would be like to have achieved the success already. I even make a shopping list of the things I will buy with the money I plan on earning.
Another important part of achieving success is making sure I do not use the measuring stick of others. If you find money important, then use it as YOUR measure. BUT, for me acquiring knowledge and helping others is my measure.
In 1999, I was challenged to create a business plan for my business life. It took almost three years, but I completed a comprehensive plan in 2003. Of course, when I did the financials, I realised that at least N$ 10 million would be needed. Now, where was I going to get that kind of money?
Then a funny thing started happening. As the years have gone on, I evaluate the objectives set in the plan and guess what? I always meet, if not surpass, all the objectives set out in my plan. WITHOUT THE MONEY?
How do I do it you ask? The setting up of these objectives were SMART. The need for certain actions were written up. All I have to do is align myself with what the universe has seen to be the end result. I got no other answer than that.
So I end this with a suggestion to you. Prepare a Business Plan for your Life!