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				Dr. Hans Fleisch Comments on Rabbi Homolka's presentation Underfunded? - This is true for many NGOs, but many other NGOs have the opposite problem: they are rich, even have corporate firms, and have problems with the tax authorities of spending their money. Dependence on public appreciation and the media? - This is true for some NGOs, but not for all. For many it is very imortant because they are lobbyists not to be seen very much. Of course those NGOs who want to rise money through the media or as advocates need the media for awareness-creation on specific issues; you then can do more for your goal if you want to reach decisionmakers. Not able to deal with complex issues? - Complex things often go to NGOs because of their complexity. Governments ask them as alternate experts in decision making situations or as consultants in complex research projects - there are very many research NGOs who do nothing but research, and they are very good. Single-issue oriented? - To be the market leader in a small niche is an excellent strategy. If you are the number one, than you can lead the evolution, you can make partnerships with other number ones, and than you have an impact. The staff are believers and not researchers? - Again that is very different. NGO people are more committed. When you call civil servants at 4:30 p.m., you won't reach them. If you call NGOs on Sunday, you'll often find people - without any coercion. NGOs are not stable? - You can counterargue if you compare them with enterprises: 80 percent of the new enterprises are bankrupt within five years. Now read how many NGOs exist after five, after twenty years. Legitimacy? - This is the point where I totally agree with Mr. Homolka. NGOs do not need democratic legitimacy, they are non-profit enterprises. But I think it is the wrong question. Of course, NGOs cannot govern. This is clear by definition. If they would govern, they wouldn't be NGOs anymore. On solutions We should think in three sectors: the governmental sector, the for-profit private sector, and the third sector which includes NGOs and foundations. They are driving forces of the future. Those who partner with institutions from other sectors will be the winners and the players of the future. And those countries will win where there is a good partnership between the government and the non-governmental including the private for-profit sector. This three-partnership-model and partnership, in principle, will solve many problems. TOP
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