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There was one NGO (namely, Agragamee) initially involved in Orissa Tribal Development Project (OTDP). It was responsible for the execution of the Human Resources Development (HRD) activities, a very critical component of the project, which included training and education of the targeted population in areas of prime concern related to the project. However, soon after the project become effective a power-struggle developed between the NGO and the project management team caused mainly due to differences of opinion on how project activities ought to be implemented. The NGO believed the peoples’ voices were not given due emphasis in the prioritisation of projects’ activities and implementation, whereas project management saw the NGO as misleading the target group by sensitising them in a (political) manner inappropriate for their participation in the project. This created an atmosphere of tensions and mistrust, leading after a few years of implementation, to the NGO’s withdrawal from the project. Following this, a replacement NGO to implement the HRD component was not identified, and project management themselves conducted the earmarked activities, for which they were not well equipped. The evaluation mission believes that, the non-association for the full duration of the project, of an NGO with appropriate experience and capabilities to undertake HRD activities contributed to the shortcomings of the OTDP.
It may be noted that the NGO (Agragamee) involved in the project had a missionary zeal, a proven track record and experience of working closely with the target group, whose confidence the NGO was widely believed to enjoy. Another important point to note about the NGO is that, in addition to their attention to grassroots issues and concerns, their power base was also considerable amongst the tribal people. The latter factor appears to have led the NGO overtime to becoming somewhat unfocused in their thoughts, actions and operations.
While
project designers do try to select the best NGOs in the project area,
this selection must be made with utmost care, taking into account the
NGOs’ reputation and capability, but also their relationship with
all the stakeholders. Furthermore, it is imperative to clearly define
in advance the objectives, role and responsibility of the NGO and each
partner in the process. To this end, it may even be advisable to identify
during project design the NGO to involve, and to make them participate
in the design process. In this way, it will be relatively easier to have
a common understanding right from the start about what is expected of
each partner. Finally, at start-up, special team building sessions could
be organised to inject a spirit of co-operation and effective participation.
This would also be an opportunity for all concerned to appreciate their
respective roles and boundaries, as well as to recognise those of the
other stakeholders. The project management and the governments on their
side should avoid adopting paternalistic and top-down attitudes, and consider
the NGO as an equal partner establishing a relationship based on consultation
and dialogue. However, adequate monitoring mechanisms must be introduced
at the project management level to ensure that the NGO involved is discharging
its duties and role in a manner in which the overall objectives of the
project under consideration will be satisfied.
References:
1. Completion Evaluation Report (214-IN)
2. Evaluation Report of Govt. of Orissa 1998
3. WFP Project Completion Report 1998
