Management of Egyptian non-goverment organizations

The results of this study of Egyptian nongovernmental organizations (hereinafter ‘NGO’s) are an outcome of a survey of local Egyptian NGO case studies by the author analyzing the challenges that NGOs face through the grounded theory method. It was found that under the Mubarak regime that the legislation regulating NGOs was purposefully restrictive. It was further found that there was a direct correlation between high capacity and less restriction. The author submits that the data* supporting this article and the foregoing analysis and reforms have been made more relevant as a result of the recent Egyptian Democratic Revolution of 2011. This means that the more competent and adept Egyptian NGOs** become in terms of strategic and participatory management, the more that the NGOs can function and particularly to counter the legal and political legislation and bring about change, making them an invaluable asset for future democratic and legal reforms therein. Limited capacity in terms of strategic and participatory management is tantamount to less capability in dealing with the larger legal framework when it is restrictive. The analysis of the challenges NGOs face cannot be seen in a vacuum; the author submits that the current reforms occurring in the Egyptian legislative framework must extend to NGO Laws. With the easing of undue restrictions overall in Egyptian laws, the work of Egyptian NGOs will increase as the recognition of the value and effectiveness of civil society participation expands in Egyptian consciousness. The author proposes recommendations and amendments to the law in order to facilitate increased NGO capacity.