December,2019

February, 2018

Towards a self-esteemed CSO-NGO in Bangladesh

Grassroots Voice for Localisation
Campaign on Grand Bargain and Localisation

A mission for building self-esteemed CSO-NGO sector

COAST Trust started this localisation campaign in May 2015, during the country consultation process for the World
Humanitarian Summit, Nairobi, 2016. The objective of the campaign was to build self-esteemed CSO-NGO as the
third sector to positively engage with the government and private sector for sustainable and equitable development.
A forum of the local organisations named BNfWHS (Bangladeshi NGOs for WHS) was formed and seven actionable
points were raised through a comprehensive nationwide consultation. Further study and consultation helped us raise
18 expectations to donors and INGOs through a public forum held in Dhaka for localisation on the eve of the World
Humanitarian Day on 19 August 2017 (http://coastbd.net/wp-content/uploads/2018/09/18-expectations-and-demands-
from-Bangladeshi-NGOs_English.pdf).
We know that substantial changes need time and continuous advocacy. The emergency response for the Rohingya
refugees manifested the gap once again, and the need for raising this demand was felt yet again. This campaign,
supported by OXFAM, aims to bring the issue back and engage all actors, including the UN agencies and INGOs. The
main objective of localisation was to strengthen the grassroots voice so they can be heard.

Major Topics covered

Grand Bargain (GB) Principles
The aim of the GB principles is to
give more importance to the local
capacity not only for sustainability
and accountability, but also to reduce
the aid transaction cost. There are 10
clustered workstreams with 52 targets
to achieve the GB commitments. The
main workstreams are:
- Greater transparency;
- More support and funding tools to
local and national responders;
- Reduce duplication and
management costs with periodic
reviews;
- A participation revolution: include
people receiving aid in making
decisions, which affect their lives;
- Harmonise and simplify reporting
requirements;
Charter for Change (C4C)
C4C is an initiative, signed by both
national and international NGOs, to
practically implement changes to
the way the Humanitarian System
operates, to enable more locally-led
response. It includes 8 Commitments
that INGOs agree to implement in
efforts to address imbalances and
inequality in the global humanitarian
system.
Aid Effectiveness to Development
Effectiveness
The history and impact of the
transformation from Aid Effectiveness
to Development Effectiveness is also
discussed in a separate session to
make the participants understand
the role and relationship of all the
development actors.
The history and process of forming
the Global Partnership for Effective
Development Co-operation (GPEDC)
(http://effectivecooperation.org/)
is explained along with its role
and scope of work. The difference
between the regime of Aid
Effectiveness and Development
Effectiveness is explained and
discussed.
Objective
The overarching objective of the country-
wide localisation campaign are:
- To introduce the Grand Bargain (GB)
and Charter for Change (C4C), the
commitments of donors and INGOs for
the development interventions along
with other documents and process,
including Development Effectiveness,
Principles of Partnership, World
Humanitarian Summit to the local
organisations in Bangladesh.
- To figure out local organisations’
expectations from donors, INGOs
and the government of Bangladesh
for a result-oriented and sustainable
development.
- To promote and motivate local CSO-
NGOs to make them accountable
to people they work for as well as
to the government and donors, so
they gain moral strength to hold
their counterpart, the donors, more
accountable.
 Findings from Groupworks
Below are the compiled findings
as identified by respective groups
in breakout sessions in 8 divisional
workshops. Similar recommendations
were merged together while the number
of times they were raised has been
mentioned in the bracket.
Group 1: Expectations
from donors, I-NGO and
Government
1. UN and INGOs should stop
direct involvement in project
implementation right now.
Projects should be given to local
organisations from the local
community. National NGOs should
implement local projects through
local NGOs as well to end uneven
competition (7).
2. Separate fund should be given for
capacity building and institutional
development of local organisations
for sustainable development (5).
3. Local language (Bangla) should
be used in project proposal,
reports, data, information and all
correspondence. Web sites of the
donors and INGOs should have a
Bangla version (5).
4. Minimise bureaucratic barriers in
registration and renewal system.
For example, obtaining national/
government fund, including VGD/
VCF, should not require NGO Bureau
registration. NGOs should not be
required to have trade licence and
commercial VAT/tax schedule.
FD-6 approval process should be
shortened (5).
5. Development projects should be
prepared and implemented based on
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the local needs and the needs should be identified in a participatory way (4).
6. Projects should be for long term. Because it has been found short-term
projects hardly have sustainable outcomes (4).
7. Participation of representatives of community, local government and local
NGOs should be ensured when donors develop local projects (3).
8. 25% fund should be given directly to local organisations in line with Grand
Bargain commitments (2).
9. Abolish the system of local organisations’ contribution to project
implementation and management overhead cost should be increased for
local organisations (3).
10. Simplify the project proposal and report submission procedure for local
organisations. Sufficient time should be given for implementation. Ensure
easy access to grants and end sub-contract system.
11. Staff poaching should stop. ‘Ethical recruitment’ must be promoted instead.
Group 2: Self Accountability
1. Transparency and accountability is fundamental. It should be ensured to
community people, government and donors (6).
2. There should be an information disclosure policy of local organisations to
reveal all generic and demanded information, including the budget, to the
beneficiaries, local and national government and donors (6).
3. Beneficiaries and partners need to be engaged in decision-making process
as well as in all activities (4).
4. Annual activity report, financial report and audit report should be produced
on time and they should meet all agreed statutory requirements (4).
5. NGOs must abide by all existing laws and regulations of the country (3).
6. Local organisations should have their approved constitution along with
different organisational policies such as: HR, gender, sexual harassment
protection, financial, procurement, child protection, emergency plan and
others (3).
7. Local organisations should have a Citizen Charter mentioning the mandate
and services for the community people (2)
8. Rights-based approach should be integrated in the core policy.
Challenges
- The workshops discussed a wide range of topic and they are not easy
to understand in a short time. Two days for the workshop would have
been better for clearer understanding.
- Since we don’t have continuous programmes and events on these
issues at local level, there is a chance that participants will forget them.
- All the divisions could not organise press conference after the divisional
workshops to engage media in this topic.
Expected Outcomes
- Divisional level steering committees to be formed that would be able
to lead the actions and campaign activities at local level.
- Materials will be available on websites and will also be distributed at
regional and national events.
- Local facilitators/trainers will be oriented on the topics covered to
facilitate at district level.
- Divisional recommendations will be compiled into a national
declaration on localisation.

9. Local organisations should be always prepared
for external evaluation by local government or
international actors (2).
10. To be self-esteemed, we have to be
responsible and inspired. Quality of work
must be ensured and all the records/
documentations preserved (2).
11. Ensure job security of the employees.
In turn, it ensures sustainability of the
organisation.
Group 3: Networking of local
organizations
1. Making a list of local CSO-NGO and
work as one local common platform for
advocacy and campaign. All the existing
NGO networks should be brought together.
Ensure transparency and accountability
within this platform as well as to the local
government and beneficiaries (6).
2. Increase communication and relationship
between NGOs and CSOs, particularly
through working together on local issues
and shared goals (4).
3. Local organisations should have a regular
monthly/quarterly meeting to increase
coordination and foster unity (4).
4. NGO and CSO should have regular and
credible communication and dialogue with
local authority on local issues. They should
be united on their opinion and work as a joint
force in the locality (4).
5. Mobilising local resources to increase
sustainability (3).
6. Showing tolerance and respect to others’
political view and belief and keeping from
partisan politics (2).
7. Local organisations should respect each
other during project implementation.
8. NGOs should provide financial support for
civil society activities as they don’t have
donor funds and yet they do important
advocacy work for the society.
9. Focusing on building capacity of local
organisations with specific focus on gender
equality and women empowerment.
10. Long-term plan for local-level partnership.
KM Abdus Salam
Director General, NGO Affairs Bureau
Local organisations are initiated from an inspiration to
respond to a specific cause in their own community.
We should appreciate them and engage them in the
whole process of development.
Lalit C, Chakma
Executive Director, Society for Advancement and Solidarity
You may not have the capacity that I have as a local.
Do the donors have the same love and feelings that I
have for my community for being one of them?
Parveen Halim
Executive Director, Children and Women Development Association
We are development organisations. The district admin
could integrate us in government development work.
Instead, they test us on what we are doing. This cannot
be a good approach.
MD. Rafiqul Islam
Director, Federation of NGOs in Bangladesh (FNB)
Our country is the biggest laboratory of non-
government development actors in the world. We must
disregard the notion that local NGOs are “not mature
enough” despite having 48 years of experience.
Md. Arifur Rahman
Chief Executive, Young Power in Social Action (YPSA)
The local organisations start as a voluntary venture.
So capacity-wise, they may have some limitations. But
funding from international organisations comes with a
lot of preconditions, which are often difficult for local
organisations to comply with.
Murshed Alam Sarkar
Chairman, Credit and Development (CDF)
International Organisations or funding agencies often
say that local organisations lack certain capacity. This
is just an excuse. That’s not right to say. Because in
any local emergency, local organisations are the first to
respond.
Abdul Awal
Chief Coordinator, NRDS
The developmental NGOs have a duty to win everyone
onto their side. Also, they should develop the capacity
to work with all stakeholders.
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 Women local NGO leaders are invited to the podium of the concluding sessions of the localization divisional workshops.
Campaign methodology
A thoughtful methodology is applied to mobilise this
7. Women leaders’ panel to conclude: Women leaders from
campaign to ensure expected outcomes and to avoid
deviation.
1. Convener committee: A divisional convener committee
is formed to mobilise the divisional workshop and
subsequent events. The general acceptance of and
8. Group findings: After the learning sessions are
trust on the committee by local organisations were
considered with importance.
2. Acceptable leader: A leader supported and trusted by
all local organiszations was selected in the division to
carry forward. A leader who has capacity to mobilise
the events, even with own funds if necessary, and has
the ability to engage existing networks like ADAB and
FNB in the locality was considered.
3. Training of the leaders: A training workshop is
organised in Dhaka for divisional leaders on organizing
divisional workshops, practical arrangements, what
to avoid and what to engage and campaign contents
like GB Principles, C4C, Partnership Principles,
Development Effectiveness etc.
4. Engaging Govt. Officials: As this campaign had an
objective of some policy level change regarding
implementation of development interventions,
government officials of the division were the most
important stakeholders to engage with for validation.
High level government officials have been invited.
5. Engaging existing networks: There are existing strong
networks of NGO and CSO like ADAB and FNB,
who have good reputation of bringing change in the
development sector and have the ability to carry
this campaign forward. Creating another network for
localisation campaign will not only be conflicting, but
also will be misuse of resources and strength. That’s
why it is declared that this is not going to be another
network. Rather, the objective of this campaign is to
reconnect the existing networks to act on this issue.
6. Press Conference followed by the workshop was
planned to let the media as well as other concerned
people in the division know about the event and
campaign. A few divisions were able to organise the
press conference, but others could not.
the district who came to the workshop were invited to
the panel to evaluate and share their inspiration in the
concluding session of the workshop. This was done to
motivate and inspire local women leaders.
conducted, three groups are asked to discuss in
breakout sessions and report back with specific
recommendations considering the local context and
practices. The specific tasks of the three groups are:
a. Expectation from donors, UN agencies and INGOs
as well as from the government of Bangladesh in
line with the Grand Bargain commitments, Charter
for Change, Development Effectiveness and other
documents.
b. What the local organisations can do for themselves
to make their organisations more accountable to the
people, partners and the government.
c. What can be done at the local level to strengthen the
unity of the network of local organisations to achieve
their own and shared goals.
Conclusion
Divisional workshops have been successfully
completed, with a lot of inspiration and commitment
found among small organisations at local level. They
felt like they found a window to look forward to and to
bring the change they are committed to. For the first
time, they felt that they also have a right to be in the
decision-making process for partnership.
The endeavor for the localisation has now steady
ground under the feet of the demand side. The donor
organisations and INGOs are also responding to this
issue gradually and the government of Bangladesh is
engaged in it positively. Our expectation is to carry this
forward.
Principal Office:
House 13, (1st Floor, Metro Melody), Road 2, Shyamoli, Dhaka-1207
Tel.:+ 88 02 9120358/9118435/9126131, Fax: +88 02-58152555
E-mail: info@coastbd.net, Web: www.coastbd.net
Disclaimer: The views of this publication are those of the authors and do
not necessarily represent those of Oxfam or any funding agency.