NGO MANAGEMENT IN PATTAN DEVELOPMENT ORGANIZATION

NGO MANAGEMENT IN PATTAN DEVELOPMENT ORGANIZATION AUTHOR(S): HASSAN DANIAL ASLAM AISHA RAFI HASSAN DANIAL ASLAM SENIOR LECTURER FACULTY OF MANAGEMENT SCIENCIES THE ISLAMIA UNIVERSITY OF BAHAWALPUR AISHA RAFI GENERAL SECTARY HUMAN RESOURCE MANAGEMENT ACADEMIC RESEARCH SOCIETY

PREFACE NGO Management is a field which is characterized by very fastest changes in shortest time period. Theoretical knowledge cannot be applied straight away to the practical world; some compatible fieldwork in the shape of research work is essential for students as through this they will access the knowledge on one hand and then apply this to practical situations. This research report gives an overview of the PATTAN DEVLOPMENT ORGANIZATION and the areas in which this NGO is working for the betterment of the society with some key activities and sectors of involvement and the detail of its major projects at the end. HRMARS, Pakistan www.hrmars.com 2

TABLE OF CONTENTS Topics Background Vision Mission Area of work Management structure Management hierarchy Ways of working Key pillars of Pattan List of pattan s partners List of Pattan s partners organizations & networks Major donors Research Major projects on which the Pattan is working List of ongoing & completed projects 1992-2006 Pattan s motivational policies Planning process Control and evaluation SWOT analysis HRMARS, Pakistan www.hrmars.com 3

BACKGROUND The term non-governmental organization (NGO) is used in a variety of ways all over the world and, depending on the context in which it is used, can refer to many different types of organizations. In its broadest sense, a non-governmental organization is one that is not directly part of the structure of government. In early times the concept of charity was present in almost every religion. In 1980, there emerged the concept of participatory development. After second world war, which caused much destruction, the developed countries 1% of their national income gave it to the developing countries. In 1990s, there came professionalism in this field and along with it there occurred the need for developing management structure for these organizations who is working for the betterment of society. PATTAN Development Organization was established in 1992 to work with the powerless and most vulnerable people in the riverine communities of the Punjab province. Its primary mandate was help the communities on the issues of disaster preparedness, management and mitigation. However, since its inception, PATTAN has been never been a service delivery organization, but has always focused on harnessing the unreleased social and political potential of people in an effort to enable them to take control of the decisions that affect their daily lives. PATTAN, therefore, strived to facilitate the creation of local level institutions that could represent and articulate the interests of all social groups, breaking the barriers in the way by traditional power structures. PATTAN, in fact, was the institutionalization of efforts by a group of volunteers who had tirelessly worked with the victims of September 1992 floods that ravaged much of the country, leaving thousands dead. Backed by OXFAM, this group of volunteers was primarily engaged in distribution of relief and rehabilitation goods tents, food and seeds to worst-hit riverine communities in the Sargodha, Multan and Muzaffargarh areas, the southern districts of the Punjab. However, this group of volunteers soon realized that the riverine communities of Punjab were home to the country s most marginalized people and that relief alone would not address their social and political vulnerability. It was this realization that enabled PATTAN to take into account the importance of political factors in its sphere of activities. It was this belief that did not allow us to agree to the common contention that all disasters are natural. In countries like Pakistan, the occurrence of disaster can often be attributed to political and man-made causes. Similarly, the distribution of post-disaster relief is heavily determined by expediency of local power elite in cahoots with administration. PATTAN, therefore, kept political sociology as the guiding force in its work and given priority to increasing the political bargaining capacity of people it has been have been working with. The major objectives of PATTAN s work with riverine communities included; Mobilization of communities and HRMARS, Pakistan www.hrmars.com 4

formation of Flood Protection Associations for collective bargaining, Capacity-building of disaster-prone communities to prepare for disaster preparedness in order to minimize the losses of life and property. Pattan has extend its services from river line to marginalized groups as well such as laborers because if they people don t know the political know how they can t succeed in their lives. There are four types of work there are doing; Disastrous response Political education Research and advocacy Social sector development. VISION To have democratic and just society where all people enjoy equal economic, political, socio-cultural and religious rights, equitable opportunities and benefits of development process without any discrimination. MISSION Pattan is committed to mainstreaming marginalized and isolated communities, groups and women into political and economic decision-making processes at all levels through mobilization, networking, capacity-building and advocacy for structural and policy change. AREA OF WORK Since its establishment, Pattan has worked intensively with riverine communities along the banks of the Chenab, Sutlej and jehlum, in central and southern Punjab. For the period 1999-2004, Patttan is expanding this area to address the needs of communities along 250 kilometers stretch of Chenab between trimun Barage and Chenab barrage. In addition to its area based activities, Pattan works throughout Pakistan on: advocacy democratization gender issues women rights disaster management and development electoral reforms youth HRMARS, Pakistan www.hrmars.com 5

MANAGEMENT STRUCTURE Their national office is in Islamabad which is also working as its head office. Their national field office also known as the training office is in Multan which is responsible for the training of Pattan s employees. Pattan is currently working in 19 districts, SINDH, Hyderabad, Badin, Khairpur, and Ghotki. PUNJAB: DG khan, Multan, Khanewal, Jhang, Faislabad, Lahore, Chakwal, Rawalpindi, Muzaffargarh, Sargodha, Attock. NWFP: Mardan, Dir, Peshawar, Mansehra, DI khan, and Islamabad. it is also running disaster preparedness and community development learning centers in Multan. MANAGEMENT HIERERCHY Board of Governance National coordinator Finance & Administr ation Youth Pattan lock Natak Pattan Program Support Democratic Action, Research and Education NFC- SM ZFC DTL The board of governance consists of seven members they are all volunteers they are not charging any salaries against the serves they are providing, their major responsibility is making vision and policy for the NGO. Then at the second level in the hierarchy national coordinators are paid employees and they directly report to the board of governance. At HRMARS, Pakistan www.hrmars.com 6

the third level, in the hierarchy all the employees in those six departments are responsible for implementing operations and they are getting salaries against the serves they are providing. FINANANCE AND ADDMINISTRATION: This department is responsible for all the activities of the NGO related to finance and administration. YOUTH: Previously it was working on (Pattan Nonehaal Tanzeem) but now they have the separate department to engage youth regarding political awareness and they are doing this in collaboration with the British high commission. PATTAN LOKK NATAK (PLN): It promotes different cultural activities of the areas in which the NGO is working. PATTAN PROGRAM SUPPORT UNIT (PPSU): It is working in 19 districts. This department s main responsibilities are training of employees, human resource development, human resource management, gender issues, and disaster management. DEMOCRATIC ACTION RESEARCH AND EDUCATION (DARE): DARE seeks to promote active citizenry through action, research and education in order to strengthen the democratic processes and good governance. There are three main responsibilities of this department research, publication and advocacy. NFC-SM (NATIONAL FIELD COORDINATOR): This department main responsibility is the social mobilization of the people of the rural areas. Under this department there are two sub departments. One is ZFC which is divided into five zones and DTL which is working in 19 districts. WAYS OF WORKING Pattan works through: Mobilization Action Research Education Training Its work is based upon a process of social organization in which Pattan works with riverine communities to develop effective community level institutions that represent all social groups and channel their efforts in development work. Pattan worked with over 100 community organizations in its mitigation and development programs. Pattan works for improved local governance which starts with transparency and democratic norms in community level institutions an also involves fostering better links and cooperation between communities and line departments and district administration. In the area of flood management Pattan pursues the idea of shared HRMARS, Pakistan www.hrmars.com 7

responsibility between community and government. Pattan is encouraging development of preparedness and mitigation culture, identifying and addressing sources of vulnerability before flood strike. Pattan is based on traditional coping mechanism and inter-actions between people and environment, treating floods as a resource rather than just a threat. All programs focus on identifying and strengthening people s capacities rather than just addressing their vulnerabilities. A high degree of community participation assures accountability of Pattan staff to the communities in which they work. KEY PILLARS OF PATTAN Key activities and sectors of involvement PILLAR 1: SOCIAL ORGANISATION: Community Mobilization: Building a network of village level organizations, with the capacity to manage local initiatives in flood protection and community development. Culture: Celebration of the folk culture of riverine communities, to enhance confidence, self-expression and social cohesion. PILLAR2:FLOOD PREPAREDNESS, MITIGATION AND RESPONSE: Flood Preparedness: preparation of community and area level preparedness plans, linked to relevant training, warning systems and contingency stocks. Flood Response: appropriate response to needs. Linking government and community: workshops and informal linking to improve the penetration of government services in riverine areas, especially during flood season. Advocacy: promotion of policy change and institutional reform. Research: action research to inform Pattan s field program and advocacy. Disaster mitigation: work with communities for practical steps to reduce vulnerability e.g. promotion of flood proof grain storage and sanitation systems. Housing: construction of flood resistant houses and promotion of design improvements. Community infrastructure: flood infrastructure, such as village embankments and bridges. PILLAR 3: TRAINING AND CAPACITY BUILDING Conduct of training courses in flood preparedness and mitigation, plus skill formation for specialized development and mitigation work, for community activists and staff of organizations working in the flood prone areas. Pillar 4: COMMUNITY DEVELOPMENT HRMARS, Pakistan www.hrmars.com 8

An integrate package of activities to provide access to essential social services, strengthen people s livelihoods and thus enhance their capacity to withstand floods. A special focus is addressing gender inequalities. Health: public health measures, training of community health workers, access to family planning. Education: establishment of community schools and quality improvement in government primary schools. Agriculture: community based provision of extension, services and links with government departments. Livestock: community based provision of extension, services and links with government departments. Savings, credit, and income generation: provision of access to working capital to facilitate productive activities, skills training and help in starting up enterprises revolving loans to promote livestock rearing and access to agri-inputs. LIST OF PATAN S PARTNERS WCN (Women councilors) KIG (Khawateen Itahad Group) PWs (Political Party Workers) PIO s (Public Interest Organizations) Citizens (Public) Minorities Peasant Workers (Formers) Laborers PDT (Pattan Dehi Tanzeem) LIST OF PARTNERS ORGANZIZATIONS AND NETWORKS PNF Punjab NGOs Forum Member SPNF South Punjab NGO Forum General Secretary FAFEN Fair and Free Election Network General secretary ADRN Asian Disaster Reduction Network Member ARDA Alliance for Reforms and Democracy in Asia Member PNCC Punjab NGOs Coordination Council Member MAJOR DONORS Pattan s activities are funded through voluntary contributions from the community, a trust fund and grant assistance from a range of international donor organizations. Following are the organizations which serve as the funding sources for Pattan; HRMARS, Pakistan www.hrmars.com 9

OXFAM (initial donor) British high commission V.S.O. (U.K.) Concern International (Ireland) World food program U.N.D.P. Catholic Relief services U.S. Embassy European commission ADB federal fund commission Asia Foundation (U.S.A.) F.E.S. (Germany) K.A.S. (Germany) F.N.F. (Germany) The Netherlands embassy Trocaire (Ireland) NOVIB (the Netherlands) J.I.C.A. (Japan) RESEARCH A Report Based on Case Studies of Women Councilors 2000-05 A report Based on Case Studies of 20 Union Nazims 2000-05 Understanding the Role of Political Dynasties Local Government Election 2005 Role of Civil Society Organizations in Local Government Election 2005 Measuring Electoral Process: A Report Based on Monitoring of Local Government election 2005 Digging Deeper: A Study Based on Focus Group discussion with Voters and Candidates Common Ground-I: A Report Based on Survey of Voters Common Ground-II: A Report Based on Survey of Candidates, Councilors and Nazims People's Agenda for Union Nazims and Naib Nazims Electoral and Political Reforms: A Pre-Requisite for Democratic Governance A Comparative Analysis of 2000 and 2005 Local Election Election Observer Issues Local Government Election 2000 General Elections 2002 Women Baseline Report on Women's Participation in Political and Public Life in Pakistan, 1999 Women's Participation in the Local Government Elections, 2001 HRMARS, Pakistan www.hrmars.com 10

Voter s Education, 2001 Women in Local Governments, 1996-1997 Training Need Assessment of Women Councilors, 2002 Women Representation in Legislatures: The Way Forward, 2002 Disaster Politics of Relief as Experienced by the People of District Badin, 2003 Impact of Flooding on Riverine Communities in Pakistan 1995 Proceedings of National Flood Disaster Preparedness Workshops in 1993, 1995, 1996, 1997 and 1998 Report on Community-Based Flood Mitigation Project 1992-93 Socio-Economic Impact of Floods on Riverine Communities 1995 The Flood Damage Survey of Lai Nullah Basin, November 2002 Community-Based Disaster Risk Reduction Strategy Plan Report on Construction of Flood Resistance Housing and Embankment Project Reports on Earthquake Disaster Response 2005 Drought Assessment Report 1999-2000 Flood Relief and Rehabilitation Programmed 1992-93, 1995-96 and 1997-98 Report on Formation of Flood Protection Associations and Flood Disaster Preparedness Training 2004-2005 Rehabilitation of Shantinagar/Tibba Victims in District Khanewal, 1997-98 Democratization and Community Empowerment Democratization through Community Development, 2000-04 Strengthening Democracy in Pakistan: A Practical Programme, February 2002 Policy dialogue on Agrarian Reforms and its Relevance to Devolution of Power, 2000 Rise of Religious Militancy and Sectarian Terrorism in Pakistan. A Case Study of Southern Punjab, 1999 The Power of Protest Democratize Political Parties Asia Democracy Index 2005: A Joint Project of ARDA and PATTAN Pakistan Democracy Index: A Foundation Report 2006 Social Forces & Ideology in the Making of Pakistan by Hamza Alvi 2004 Reports on Jamhoori Maidans Proceedings of International Women Day Celebrations 2000, 2001, 2002, 2003, 2004, 2005 and 2006. Reports Earthquake Disaster Response Paper no.1 Local Government Election 2005 - Brief Reports Earthquake Disaster Response - Baseline Position Paper Majority of earthquake victims do not want to leave their villages Earthquake Disaster, Situation After 6 Months Earthquake Update -1 HRMARS, Pakistan www.hrmars.com 11

The Impact of Government and NGO Efforts in Earthquake Relief and Reconstruction Programs. MAJOR PROJECTS ON WHICH THE PATTAN IS WORKING WOMEN COUNCILORS NETWORK (WCN) Women have formed one the most socially, economically and politically marginalized segments in the Pakistani society. Being the most pertinent organizing principles in the patriarchal society, gender roles are defined as such that women survive at the lowest rung of tribal, feudal, and capitalist social settings, with slight variations in rural-urban context. Against this backdrop, PATTAN initiated its engagement with councilors in 2001, considering devolution of power plan as a ray of hope for people s empowerment. However, PATTAN realized that a majority of women councilors on the reserved seats lacked comprehension of the Local Government Ordinance and political skills that are needed to articulate the issues of the people and effectively represent them in the local councils. It was this understanding that was acquired through extensive need assessment conducted with newly elected councilors that enabled PATTAN to design a comprehensive training module for the councilors. The training program was initiated in 11 districts of Punjab and is now being extended to 4 districts of Sindh and three districts of NWFP. However, training itself is not sufficient, PATTAN facilitated the women councilors that were roped in its training programmes to organize and network at district level and later at the Punjab level. The Women Councilors Network, therefore, came into being, the first elected body of the councilors whose membership exceeded more than 2000 during the past four years. The major objectives of the WCN included: To function as a political mouthpiece for women s rights movement in the legislative bodies in the country. To remove economic, cultural and social obstacles hindering the effective functioning of women s councilors. To train and capacitate councilors for an effective role in highlighting and addressing people s issues in the legislative bodies To create cooperative linkages among women councilors across the country in order to give political weight to their voice. To educate the councilors on the provisions of the Local government Ordinance and the role of various state institutions subordinate to local governments. To mobilize media, political parties and civil society for the mainstreaming of people s issues. HRMARS, Pakistan www.hrmars.com 12

DEMOCRATIC ACTION RESEARCH AND EDUCATION (DARE) A democracy that serves the interest of all is not possible without the creation of a democratic society, which hinges on democratic culture, norms and practices. A democratic culture envisages behaviors, practices, and norms that define the people s ability to govern themselves. Democratic Action, Research and Education (DARE) Project, an initiative of Pattan Development Organization, draws strength from our faith in the power of knowledge and mutual understanding. We firmly believe that education is a vital component of to inculcate a change, particularly a democratic change in behaviors and attitudes. WE also believe that ignorance leads to passivism among the masses, which is an ideal situation for authoritarianism to set in. It is this passive behavior of people that allows dictators and autocrats to rule. On the other hand, democracy requires citizens who are independent, questioning and analytical and possess deep understanding of precepts and practices of democracy their rights as citizens and their power to exercise them. This also ensures good governance as an active citizenry. It is this faith on the power informed citizenry that encourages us to research and dwell deep in diverse aspects of society to enable us to develop a knowledge base that could feed into education and action campaigns of social and political groups. DARE, therefore, endeavors to engage in extensive research in politics and development to by roping in academics, research institutions, universities and civil society organizations. We believe that deeper understanding of issues that has so far inhibited the creation of democratic society and paved way for undemocratic regimes is a must to take rights actions to create an active citizenry, the cornerstone of democracy. These are the objectives of DARE: Democracy building by promoting democratic values, norms and institutions Strengthening of electoral processes Democratization of social and political groups Political equality and participation, with a particular focus on under represented groups women and minorities Democratic education and awareness Facilitation of dialogue and debate on issues that could lead to conflicts Keeping watch on state institutions and functionaries LIST OF ONGOING AND COMPLETED PROJECTS 1992-2006 Year Project Donor Main Components Beneficiaries HRMARS, Pakistan www.hrmars.com 13

1992-93 Flood relief & rehabilitation 1993-94 Flood preparedness & protection 1994-95 1. social organization 2. Pre-Beijing consultation 3. Saving & credit 1995-2000 Integrated Riverine development program Oxfam/ Bedding Concern Wheat seed Shelter Oxfam/ Construction of Ring bund Concern Construction of low cost houses UNICEF 1. Formation of 35 village organizations (men & women) 2. About 300 women participated 3.1 credit given to women groups for goat rearing 3.2 loan to men for irrigation Trocaire, EU, NORAD, CRS, Oxfam, Asia foundation, VSO 1. Social organization (55 women & 55 men VOs were formed) 2. health & hygiene 3. livestock development 4. agriculture and irrigation development 5. tree plantation 6. primary education 7. flood preparedness & mitigation 8. rural credit & enterprise 9. water & sanitation 1994-99 Flood preparedness Oxfam & training CRS 1994-99 Community CRS, KAS, development & Asia social change foundation, Dutch Embassy 1997-to Food security Action-Aid, Formation of poor farmer s date program Asia groups & provision of credit to foundation, men and women in 35 villages CRS, EU 1996-97 Religious harmony NORAD 1. rehabilitation of victims of Shantinagar 2. formation of Muslim and Christian groups 2,500 17,000 1,407 2,800 2,050 1. 30,000 3.1 210,000 3.2 35,000 55,000 6 national & 32 district & 70 NGOs & CBOs community level workshops held 9 training sessions were organized 23 NGOs & CBOs 5,000 About 27,000 HRMARS, Pakistan www.hrmars.com 14

1995-98 Food relief & rehabilitation Oxfam, CRS, Dutch embassy medical camps dry ration strengthening of houses bedding grain storage construction of footbridge livestock vaccination & deworming About 36,000 1995-99 Small scale infrastructural projects 1995- onwards Institutional development 2000-01 Voter education program on devolution of power plan 2000-01 Facilitation camps for candidates 2000-01 Research study on Local Bodies elections 2002 Women councilors training need assessment 2002 Research study on general elections 2002 EU, CRS, street improvement NORAD irrigation channels draining toilets &hand pumps Joint Currently in the process of venture* converting VOs & WOs into CBOs FES, Action Voter education Aid Community education on new devolution power plan Training to candidates FES, Action Facilitating candidates for Aid filling of Nomination Papers Awareness about the devolution plan DFID** Assess the readiness of voters, candidates & state Assess the awareness level of voters & candidates Monitor the election process UNDP to understand the problems of women councilors DFID assess the readiness of voters, candidates and state assess the program and manifesto of parties assess the awareness level of voters and candidates About 26,000 Direct 30,000 & 40,000 Indirect 48,000 beneficiaries 13,000 54 districts reports published 10 districts in Pakistan 53 constituencies in all over Pakistan HRMARS, Pakistan www.hrmars.com 15

2002 Research study n Presidential referendum 2003-06 Democratization in the state & society through community empowerment 2003-04 Second flood protection Second project 2005-06 Research study on Local Government elections 2005 monitor the election process DFID assess the readiness and mobilization of voter monitor the referendum process Finland embassy Federal Flood commission & ADB enhance capacity building of women councilors and party workers for good governance create and enhance political education & participation of citizens in governance formation of Provincial level Network of local Women Councilors. Training of trainer (TOT) on disaster preparedness & management Training to irrigation official on disaster preparedness & management Formation of Flood Protection Association (FPA) Community based disaster preparedness & management training to FPA, Councilors & community activist. Advocacy on flood related issues Research study on relief politics and state intervention DFID assess the readiness of voters, candidates and state assess the awareness level 20 districts in Pakistan HRMARS, Pakistan www.hrmars.com 16 10 districts of Punjab more than 1200 councilors & 1400 party workers 22 participan ts attended 19 irrigation officials attended 44 male and female FPA 500 partners got training in 3 districts of Punjab & 1 district of Sindh 64 districts in all over Pakistan

2005-07 Promoting Women Councilors effectiveness on Local Council 2005-06 Capacity building of Political parties workers at grass roots level of voters and candidates monitor the election process BHC Capacity Building of women councilors Interface session with Line Departments FES Training of party workers Jamhoori madian 19 districts with 1500 women councilors 16 districts with 50 party workers *Oxfam, CRS, Asia Foundation, EU, NORAD, Dutch embassy, TROCAIRE, DFID, Finland embassy BHC, FES. ** Department for International Development (UK) PATTAN S MOTIVATIONAL POLICIES The Pattan has a very hardworking staff. The number of permanent employees is over 60 and there are almost 30 or 40 people who are hired on contract of 3 to 6 months. There are 250 people working as consultancies. There 9 main offices if the organization, while the remaining employees in smaller cities operate from their homes. Following are some of motivational policies to motivate its employees. Staff Recruitment: They have hired experienced and qualified staff through selection tests, interviews and open discussions moreover they are giving very attractive salary packages to their employees the salary of district team leader for instance is above 20,000. NFC and Program Coordinator recruit staff at zonal level and departmental heads according to the approval of NFC and BOG advertise jobs and interviews and tests are conducted in Islamabad Staff Loan: the NGO has given the facility to its employees to take loan, the employee applies for the loan and the loan equivalent to his or her 4 month salaries is given. The amount of installment is adjusted according to the ease of employee. Staff Leave: NGO has allowed its staff member that in addition to public holidays the staff can take 45 days paid leave and the females can take 3 months maternity leave. Staff Health: Pattan is very cautious about its employee health. If any of its employee fall sick 2 ½ is deducted from staff s salary and 2 ½ is paid by the Pattan. HRMARS, Pakistan www.hrmars.com 17

Staff Honorarium: The one who works more than its working hour is given an extra overtime pay. Staff Annual appraisal: the NGO go for the self assessment of employees as wells its take assessment from colleagues of an employee and then NFC assess and send the assessment report to head office and according to which an employee gets promotion. The self assessment of an employee. For further motivation they arrange or send employees for exposure visits outside the country in countries like Singapore, Bangladesh and India. PLANNING PROCESS The NGO has a monthly, quarterly and annually review and planning system. It made its plan work plans and allocates budgets for its plans and then finally goes for the implementation of its plan. Staff meetings and management structure PMC Program Management Committee: the meeting of PMC is conducted monthly, all sector s heads have to attend this meeting. SMC Strategic Management Committee: it is conducted quarterly. All sector s heads and national coordinators have to attend this meeting in which projects presentations are given. Annual Staff Meetings: it is conducted once in a year and major decisions have to be taken in it. CONTROL AND EVALUATION The Pattan development organization goes for its annual audit, under law 60 and by chartered accountants in Islamabad and submits these reports to donors. Pattan is an operational organization who works independently and made its own projects and then they write proposals to its donors. Donor applies for agreement and agreement is made between the two parties as an equal partnership. SWOT ANLYSIS STRENGTHS: Pattan is not having any funding problem mainly because of the their good performance and repute that attract their donors, the NGO donor relationship, area of interest and regular monitoring PATTAN has been never been a service delivery organization, but has always focused on harnessing the unreleased social and political potential of people in an effort to enable them to take control of the decisions that affect their daily lives. HRMARS, Pakistan www.hrmars.com 18

Pattan is having a very hardworking staff; employees are working more than their working hours, and are very efficient in achieving NGO s main objectives. Employees are highly committed to the aims and principles of the organization. The reasons why people volunteer are not necessarily purely altruistic, and can provide immediate benefits for themselves as well as those they serve, including skills, experience and contacts Pattan with less paper work at the grass root level and with maintaining a direct relationship with its people is now successful in winning people s trust, moreover less paper work help in saving cost of operations. One another Strength of Pattan is its community involvement one of its objectives is to work according to the needs of the people and to get its community involved in its working, in doing so, the NGO get more participation from its community side than expected. Pattan development organization has a very different management style it first started operations and then makes the infrastructure; it also helps in saving cost and avoids rent for better sustainability. For better financial management they made their own projects. WEAKNESES: One of Pattan s main weaknesses is the less paper work and improper documentation. But now the NGO is going for the documentation of its operations. They have almost prepared its rough sketch and they are going to finalize it in their annual meeting in January. OPPORTUNITIES: There are still many areas left where the NGO can work. There is more space for the NGO to extend its operations. THREATS: One of the biggest threats which the NGOs are facing from the beginning is WADERISM. The landlords of the rural areas don t want their peasants and other poor people of their areas to get improved themselves because there are in fear of if these people will get education they will not listen to these people own made rules. Another threat for Pattan is the uncooperative and rude behavior of the local people for whom the NGO is working. Another threat which the NGOs are facing is that often the NGO gets criticism from the religious parties like the one they get in passing Hadoood Ordinance. REFERENCES Muhammad Abdul Saboor HRMARS, Pakistan www.hrmars.com 19

(National Field Coordinator) Shahid Wasim HRMARS, Pakistan www.hrmars.com 20