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Internal Governance for Ngos in Lebanon

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Internal Governance for Ngos in Lebanon Internal Governance for NGOs in Lebanon Reference Book 2004 Capacity Building for Poverty Reduction NGO Resource & Support Unit Social Training Center [ Reference Book on Internal Governance for NGOs in Lebanon ] ¿ÉæÑd ‘ á«∏gC’G äÉ«©ªé∏d á«∏NGódG IQGOE’G Translator: Aline Bazouni Editing: Lisa Ball-Lechgar Ghassan Makarem Our thanks go to World Vision Australia & Lebanon, and the Australian Government/AusAID for their support in the translation and the publication of this english version. 2 Acknowledgement The NGO Resource & Support Unit would like to thank all those who have assisted in drafting and publishing this book, particularly: * Ms. Nimat Kanaan, Director General of the Ministry of Social Affairs, National Coordinator of the project * Mr. Ghassan Mukhayber, President of ‘ADDL’ (the Association for the Defense of Rights and Freedoms) * Mr. Samir Farah, Representative of Friedrich Ebert Stiftung – Lebanon The Government of Australia (AusAID) and World Vision Australia and Lebanon The members of the Advisory Committee for drafting the Reference Book * Toufic Osseiran, Representative of the NGOs in contract with the Ministry of Social Affairs * Fadlallah Hassouna, Representative of the Lebanese Environment Forum * Reem Rabah, Representative of the Al-Makassed Foundation * Hashem Houssaini, Representative of the Social Training Center * Mariana Khayyat, Representative of the Ministry of Social Affairs * Zeina Ali Ahmad, UNDP Representative * Mazhar El-Harakeh, Representative of ‘Capacity Building for poverty Reduction project’ * Joumana Kalot, Director of the NGO Resource & Support Unit The Reference Book material was prepared by: * Ziyad Baroud, Lawyer and University Professor * Ziad Majed, Researcher * Ziad Abdel Samad, Director of the Arab NGO Network for Development (ANND) * Zeina Helou, Researcher * Raghed Aadas, Financial Auditor 3 © IEC Unit • Ministry of Social Affairs • Lebanon The opinions and ideas expressed in this book do not necessarily reflect the views of the Ministry of Social Affairs, the United Nations Development Program, nor Fredrich Ebert Foundation. 4 Table of Contents 7 Introduction 11 Section One: The Legal, Regulatory, and Financial Frameworks of NGOs 13 Chapter I: The Legal Framework of Associations in Lebanon by Mazhar El-Haraka 29 Chapter II: Internal Organization of NGOs by Ziyad Baroud 39 Chapter III: Strategic Planning for NGOs by Joumana Kalot 49 Chapter IV: Working Principles of NGOs by Ziad Majed 57 Chapter V: Financial Accounting for NGOs by Raghed el-Aadas 75 Section Two: Synchronicity, Human and Financial Resources of NGOs 77 Chapter VI: NGO Interaction, Coordination, and Networking by Ziad Abdel Samad 97 Chapter VII: Mobilizing NGO Human and Financial Resources by Zeina Helou 109 Annexes 5 6 Introduction Why would a reference book addressing non-governmental organizations (NGOs) of different sizes, interests, and functions begin with a discussion on development? A simple answer to this very relevant question is that development is the ultimate aim and objective that under- lies the work of each and every NGO, association, trade union, and civil society institution. In other words, development is a common ground for all these organizations, as well as the long-term goal that enables them to broaden their range of activities, to cooperate with others, and to expand their scope from the local to the national and international. The concept of development roots such operations in the historical process and provides continuity for the future. Direct activities and monthly and annual work plans become key ingredients for a more progressive and sustainable path towards building free individuals and a just world. The issue of development is the necessary starting point to discuss issues linked to the internal governance and working principles of NGOs. The form of an NGO is thus linked to its content, and, likewise, its methods to its objectives. The internal governance of NGOs and their working methods are defined by the content of their activities and the goals they seek to achieve. Therefore, the aim of activities is not the NGO itself, but the service provided to people and to society. Currently, developmental activity represents the overall and most prevalent theoretical and practical framework. It should empower NGOs to coordinate, develop, and share their activities on the local, national, and international levels through the latest scientific and pragmatic modern concepts and working methods; all in response to the needs of society. NGOs in Lebanon are a major pillar for progress and sustainable human development. Their role lies in promoting democratic participation, empowering civil society, and safeguarding rights, freedoms, and good governance, whether within the framework of the NGO or in society in general. However, some NGOs suffer from major deficiencies in their internal governance, such as the absence of democracy; the lack of mechanisms for rotation of power; and the need for clear regulations, transparency, accountancy, and accountability. 1. Tripartite Partnerships and the Role of Civil Society Development can only be achieved through a tripartite partnership between the state, the private sector, and civil society. Each must adopt a clear concept for this partnership and shape its own general view of develop- ment. They must also understand their respective roles, the unique character of each partner, and the synergy between them. Based on the above, a general concept of the roles of each of the three partners can be outlined: * The State: There is no substitute for state institutions and agencies in creating the general development framework of a country. In addition to establishing laws and legislation, the main role of the state is to plan the developmental process and guarantee a basic balance between the interests of different social segments and interest groups, with a minimal level of social intervention. * The Private Sector: Its basic responsibility is to instigate economic development in the country and encourage investment in order to create productive job opportunities, especially for youth. However, this 7 sector is still not involved enough in the general process of development and does not properly fulfill its responsibilities towards society. Nevertheless, the private sector played a leading role in Lebanon, including the social service sectors, such as health care, education, media, culture, and entertainment. * The Civil Society: Its role and responsibilities vary between providing social assistance to the most disadvantaged social groups; locating spaces for cooperation, empowerment, and decentralization; and stimulating local development. This is in addition to active participation in the formulation of sectoral and developmental policies. Civil society also participates in constructive activities on the regional and interna- tional levels. Its work includes direct intervention such as advocacy, awareness building, and forming lobbies and pressure groups, in addition to multiple forms of fieldwork. 2. The Role of Civil Society Civil society should reach a common understanding of the fundamental rights of citizens, such as the right to a free and honorable life; the right to work in return for an income that provides an acceptable standard of living; the right to individual and social equality under the law and in practice; and the right to knowledge, education, and participation… This is in addition to a range of other rights stated in national constitutions and laws and in national, regional, or international agreements. All of the above emanate from humanity itself, transcending political, intellectual, religious, and territorial divisions. The main objective of developmental intervention by civil society is to enable citizens to enjoy their rights; and this should be independent from any political position, cultural bias, or economic ability. Civil society institutions that agree on such principles will be more capable to coordinate and cooperate among one another and with other developmental stakeholders. 3. The Difference in the Scope of Work and Capacities of NGOs The work of associations is rich and very diverse. An NGO might be a club or a committee in a village or town working on a specific issue. It can be an organization focusing on a particular issue (such as environmental pro- tection, violence against women…) or with a certain demographic (such as children, the disabled…). Its field of interest might be local, national, regional, or even international. It can also be limited to a certain family or a profession. Regarding its work and activities, an NGO can range from providing care and awareness, to offering social services and assistance (i.e. charity work), to conducting empowerment activities through training, planning, or delivering local, sectoral, or national developmental projects, to establishing advocacy groups working on reforming world trade agreements. NGOs can be based on membership (open, restricted, or limited to a certain group or segment) or a professional group based around a specialized team that is active on a certain cause. They may have institutions and employees, or simply depend on volunteers. These different kinds of NGOs are not necessarily limited to particular fields of work, interests, or activities. It is only natural for NGOs to have their own requirements and needs. That is why there is no efficient ‘ready-made formula’ for developing the work of NGOs. Nevertheless, there are many common issues and
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