UNITED REPUBLIC OF TANZANIA
VICE PRESIDENT’S OFFICE.

Presented by Kasongwa, B. Owden
Economist

Paper prepared for "Tanzania Relief Friendship Foundation" (TRFF) and Tanzania Association of Non-Government Organisation (TANGO) Conference Held at Karlinjee Hall in Dar Es Salaam, Tanzania, January, 2003.

 

The Government of Tanzania recognize the fact that at this point of our development process, Non-Governmental Organization (NGOs) are partners in National development, Valuable forces in promoting the quantitative and qualitative development of Democracy and not the least, important contributors to Gross Domestic Product (GDP).

As well, the Government recognizes the need to work together with NGOs and the need for such cooperation to extend to other key players, including Local Community, Community Based Organizations, Executive Agencies, Development Partners (Donors), Private Sector, Academicians and Research Institutions, other Sectors of Civil Society and the Public at large.

The partnership between the Government and the NGO Sector should first acknowledge the roles and comparative advantages of each sector over the other. It goes without saying that each sector in its domain of influence, working environment and relations with other stakeholders there exist some certain features which if utilized effectively would cement or erode the system of building the partnership. Therefore this paper is intended to briefly identify some few areas of interest, which in turn will stimulate the Participants to contribute more based on their experience and expertise.

NGO Sector in Tanzania like in other Countries comprises a wide variety of Associations, Societies, Foundations, arid Charitable entities. These possess characteristics that include: -

• Values that reflect a desire to improve people’s lives,
• Voluntary Associations -Formed by choice and involving voluntary contributions of time, money, and other resources,
• Private and autonomous governance, but none the less, operate within the laws of Society as a whole,
• Not for profit Sharing - Not distributing profits and / or benefits accrued to Staff, Members or Leaders,
• Non-Political, that they do not seek political power or campaign for any political Party,
• Exist to serve humanitarian, social or cultural interests,

In a broader term, NGO encompasses all associational activity outside the orbits of Government or for the Profit sector.

2. RESPO1NSIBILITIES AND ROLES OF NGO SECTOR IN TANZANIA.

NGOs are often referred to as being in the ‘Soil Sector as they work with people in areas that are not easy to define, e.g. Relief, Education, Human rights and etc. NGOs are not motivated by the profit motive, but they have a desire to bring about improvement in the general human condition and in that regards they find themselves working on the side of poor and marginalized People. Although it has been said that NGOs are an alternative to Government and the Private Sector, the truth is that they have their own distinct responsibilities and roles to play in Society. NGOs are propelled by a commitment to: -

• Justice and human dignity and have gained their credibility and legitimacy as result of their closeness to people,
• Provide Service to the Community
• Transmit views of the people to the authority,
• Reach the unreachable Sector of the society,
• Supplements Government efforts towards sustainable socio-economic development,
• Improve the living standards of the people,
• Act as pressure groups or the watch dogs, i.e. it monitor the performance of the Government

Generally, NGOs plays very important role and responsibilities in affecting change and they are the forerunners in advocating change through advocacy work

3. RELATIONSHIP WITH GOVERNMENT

3.1 Existing Partnership Initiatives

3.1.1 At Central Government Level

The Office of the Vice President, Co-ordinate Sector Ministries, Regions, and Districts on matters pertaining to NGO Sector. It is the National focal point for NGOs activities. Howe Sector Ministries have NGO Contact Officers to advice on Ministry Sector Polices. The sector Ministries have got direct working relationships with NGOs in fulfilling their sector policies. There also exist programs, which are carried out in collaboration with NGOs

3.1.2 At Regional Level

tinder the Ministry of Regional Administration and Local Government, in the Office of Regional Commissioner, there is Regional Administrative Commissioner (RAS). RAS is the contact person for NGOs operating at the Region Level. The Regional Secretariat comprises different experts sector wise that are responsible for issues related to NGOs on that particular Region The Community Development Officers (CDOs) in most of the Regions have the responsibility of working closely with NGOs, The modalities through which NGOs and Government work together at this level need to be revisited and clarified.

3.1.3 At District Level

The District Executive Director (DED) is the contact person for NGOs operating in the District.

3.1.4 Umbrella NGOs Networks

There exist Umbrella NGOs and Networks at National, Regional and District Levels, in the absence of the National NGOs Apex Body, these play the role of linking NGO-Government initiatives and are focal points.

4. TOWARDS POSITIVE GOVERNMENT / NGO RELATIONSHIP, SPECIFIC STRATEGIES FOR IMPLEMENTIN; COLLABORATIVE EFFORTS

Having seen the responsibilities, roles and existing NGO / Government relationship, it is worth discussing on the areas where can fbster the effective partnership for sustainable performance of the NGO Sector. There is much good practice, experience and many good ideas on which to strengthen NGO - Government relationship so that they become mutually respective and productive in all aspects.

4.1 Transparency and information flow

Good understanding and respectful relationships emerge in part from good and clear information. Mystery breeds suspicions and misunderstanding. Open and accessible information from NGOs to Government and from Government to the NGOs, foster good relationships. Information flow can be affected through regularly convened fora, whether on the big picture of NGO-Governmenr affairs in general or between individual Ministries and NGOs operating in their fields of activity.

4.2 Accountability

4.3 Mutual Trust

5. Conducive Working Enviroument

5.1 A Policy Framework, which supports collaboration and effective partnership between the Government and NGOs, is very vital. In this regard the Government in collaboration with NGOs and other Stakeholders formulated the National NGOs Policy, which seeks to provide enabling environment for the NGO Sector operations.

5.2 Every Central Government (Ministry) and Local Government (Regional). and Government administrative institution should adopt policies and ensure that they maintain up-to-date and accurate information about NGOs operating in their fields of interest and / or geographical area with which they are concerned; and which necessitate such Ministries, Agencies, and Institutions actively and regularly informing, involving, communicating with and seeking the advice of such NGOs, thus ensuring good communication and relationships with NGOs.

5.3 Stimulating and strengthening political commitments and creation of clear space for NGOs activities and Government / NGO interactions. Designing ways and means to avoid partisan considerations, which can stifle NGO initiatives and aspirations.

6. CHALLENGES

Self by NUOs revealed that quite a number of NGOs had become corrupt, including Community Based Organization. Corruption in the NGO Sector is ramely exposed, the following manifestations of corruption in NGOs are seen: -

6.1 Brief Case NUOs-They exist in name, and they are not involved at all at what ever level they claim to be. Leaders of such NGOs lie about being representative of group of people or communities, which in fact do not exist.

6.2 Many NGOs are not Democratic, Transparent and Accountable to the people or Community they support to serve i.e. some NGOs are formed by people who want to pursue their own interest. This has partly resulted from Structural Adjustment Programs, which have forced the shrinking of the Public Sector. Some people who were formally in the public sector have sought to sustain themselves by forming NGOs to a mass wealth or for political reasons.

6.3 The NGO Founder Syndrome’ NGO Founder sees the Organization as personal private property and wants to run it as such, refusing to he accountable to any other authority like a Board. In many cases these Founder Leaders fire Board Members who may try to sanction them in any way.

7. CONCLUSION

There is no doubt that NGOs have a role to play in the improvement of the livelihoods of the Tanzanians. The continuing growing demand fbr NGO services, the interest shown by the Government, General Public and the continued Donor support is indication that there has been satisfactory performance of this sector. In order to have more, the NGO Sector has to take positive steps in sonic areas

NGO need to build and strengthen a culture of involvement key stakeholdeis in their planning, implementation and evaluation process. Members and working personnel, for example have to take care part in the formulation of the Vision, Mission Statements. They have to he accountable to their members, the general public, Donors as wells as the Government.

Apparently. the Government and the NGOs should not view each other with suspicion. All parties should observe mutual respect, tolerance, trust, transparent and accountable in whatever they do to avoid and discourage elements which breed suspicion and hamper promotion ot partnership.

WITH THOSE REMARKS, THANKS.