Enhancing NGO Management in Ghana: An Alternative Approach

Abstract

Non-governmental organizations (NGOs) have been widely criticized for failing to transform the lives of poor neighborhoods in Ghana. Critics have variously attributed the failure of most NGO activities in the country to issues of insufficient funding support from external sources, inappropriate donor control, competition among recipient/agent NGOs, and an inability to sustain collective action in beneficiary communities. Naturally, efforts at addressing these challenges have often emphasized a need for external donors to increase funding support, reduce control over NGO activities, and ensure collaboration rather than competition among agent NGOs. However, merely outlining donor weaknesses, and incessantly holding external funders responsible for ineffective NGO operations, seem to suggest that improving the lives of disadvantaged Ghana must be externally initiated and funded. The purpose of this study was to conduct an in-depth investigation into the operations of different types of NGOs in the Upper West Region of Ghana by examining factors that enhance and hinder desired NGO performance in the region. It involved interview of NGO officials, consultants of NGO work, and focus group discussion with beneficiaries of NGO interventions in the region. The study revealed two important options for NGO operators. 1) NGOs may continue to pursue the current strategy of having their projects solely sponsored by foreign philanthropists, if they aim only to develop NGO staff, or 2) NGOs would need to adopt a more participatory management approach if their target is realistic transformation of the beneficiary community, help drastically reduce duplication, waste, and optimize use of donor resources.

Keywords: Organizational leadership, NGO management, strategy, performance management, Ghana