Difference between revisions of "NGO Networking"
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In an interview with program assistant, Andrea Bertone of the Woodrow Wilson Center on March 2, 2000, Ann Hudock who worked for the Association for Rural Development (ARD) says that “ARD was subject to outside control and donors were driving the process” (Bertone). | In an interview with program assistant, Andrea Bertone of the Woodrow Wilson Center on March 2, 2000, Ann Hudock who worked for the Association for Rural Development (ARD) says that “ARD was subject to outside control and donors were driving the process” (Bertone). | ||
| − | Despite some of the difficulties that have historically surfaced with NGO partnerships, Goyder claims the reasons behind networking and partnering have genuine value when the partnership is based on a commitment to developing national organizations and not merely on funding. He believes that successful collaboration “requires joint strategic planning and agreement on objectives and indicators by which progress is measured. Once a relationship is established, problems can be openly acknowledged and addressed before they become overwhelming. There is much scope for learning by both sides” (Goyder). Agreeing with Goyder, strategic planning is crucial. The concepts and rationale that support the benefits for networks and partnerships remain valid and putting the theories into practice have been as positive as it has been challenging coming into the twenty-first century with the breadth of NGO variety expanding. | + | Despite some of the difficulties that have historically surfaced with NGO partnerships, Goyder claims the reasons behind networking and partnering have genuine value when the partnership is based on a commitment to developing national organizations and not merely on funding. He believes that successful collaboration “requires joint [[NGO Strategic Planning|strategic planning]] and agreement on objectives and indicators by which progress is measured. Once a relationship is established, problems can be openly acknowledged and addressed before they become overwhelming. There is much scope for learning by both sides” (Goyder). Agreeing with Goyder, strategic planning is crucial. The concepts and rationale that support the benefits for networks and partnerships remain valid and putting the theories into practice have been as positive as it has been challenging coming into the twenty-first century with the breadth of NGO variety expanding. |
==Types of NGO Networks== | ==Types of NGO Networks== | ||
The basic types of NGO networks that presently operate consist of, but are not limited to, the following: | The basic types of NGO networks that presently operate consist of, but are not limited to, the following: | ||
| − | #Communities of Practice | + | #'''Communities of Practice''' are self-organized and share common work interests and practices. They are informal in nature and aim to develop capacity for more effective individual practices. Examples: [[Vietnam NGO Sector|Vietnamese]] American Non-Governmental Organizations (VANGO), Idealist, Global Volunteer Network (GVN). |
| − | #Knowledge Networks | + | #'''Knowledge Networks''' focus on research and study and disseminate information beneficial to members. They can be informal or formal. Examples: European Research Center on Migration and Ethnic Relations (ERCOMER), Internet Center Anti-Racism Europe (ICARE), GENET. |
| − | #Sectoral Networks | + | #'''Sectoral Networks''' are organized around specific sectors (e.g. non-government, health, education, etc.) and are donor-initiated. Examples: NGO Network Alliance Project. |
| − | #Advocacy Networks | + | #'''Advocacy Networks''' are created to further causes of members and achieve specific goals. Examples: European Network Against Racism (ENAR), UNITED for Intercultural Action, Arab NGO Networks for Development (ANND). |
| − | #Service Delivery Networks | + | #'''Service Delivery Networks''' are individual organizations that collaborate to provide services. Examples: Engineers Without Borders (EWBI), International NGO Network (INN), Palestinian NGO Network. |
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==NGO Network Formation== | ==NGO Network Formation== | ||
| − | Network formation | + | Network formation can occur for many reasons and more often than not, the initial motivation for creating a network continues to affect the policies of that network throughout its existance. There are various types of network formation: |
| − | #Top-Down Formation | + | #'''Top-Down Formation,''' This formation usually begins with a donor-recipient relationship much like the kind of partnership that occurs between northern NGOs and southern NGOs. It tends to move towards collaboration amongst diverse organizations. |
| − | #Bottom-Up Formation | + | #'''Bottom-Up Formation.''' This formation is, informal in nature and arises from the need to achieve a specific goal or address a particular problem. Members generally come together to work around shared interests, and although they may collaborate to gather more donors for their activities, the network does not originate with the donor-recipient relationship or center around it. |
| − | #Formation as a “Compensatory | + | #'''Formation as a “Compensatory Mechanism.”''' This type of network formation occurs in response to a need for services that are no longer provided for by institutions run by the state or local government. |
| − | + | Some practical reasons for network formation may include: | |
| − | + | *Donor Attraction | |
| − | + | *Raising Legitimacy of Member NGOs | |
| − | + | *Increasing Opportunities to Start Projects/Activities (Bhose 48). | |
| − | Another reason for network formation is wanting to make an impact on an issue of real relevance to society. In an August 4, 2004 interview with Leibler and Ferri, Theresa Shaver of the White Ribbon Alliance, “an international coalition of individuals and organizations formed to promote increased public awareness of the need to make pregnancy and | + | Another reason for network formation is wanting to make an impact on an issue of real relevance to society. In an August 4, 2004 interview with Leibler and Ferri, Theresa Shaver of the White Ribbon Alliance, “an international coalition of individuals and organizations formed to promote increased public awareness of the need to make pregnancy and [[Children's NGOs|child]]birth safe for all women and newborns in the developing, as well as, developed countries” (White Ribbon Alliance), noted that her group’s formation was based on “the vision of a world in which childbirth is not a potential death sentence and women’s lives are valued.” In additional interviews, several network representatives cited “the need to fill a void and said that the anticipated benefits outweighed the potential risks” (Leibler and Ferri). |
| − | The prevailing view in the NGO sector is that networks formed “organically” (Leibler and Ferri), as opposed to originating from a donor, are significantly more sustainable. Since these network formations are based on collaboration, interconnectedness and social cohesion,” they often outlast monetary capital which is the basis of donor-recipient network formations. | + | The prevailing view in the NGO sector is that networks formed “organically” (Leibler and Ferri), as opposed to originating from a donor, are significantly more sustainable. Since these network formations are based on collaboration, interconnectedness and social cohesion,” they often outlast monetary capital which is the basis of donor-recipient network formations. |
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| + | ==Factors in the Formation of an NGO Network== | ||
===Organizational Framework and Vision=== | ===Organizational Framework and Vision=== | ||
| − | Since an organizational framework and vision is what draws individuals to the work of a single NGO, the same concept | + | Since an organizational framework and vision is what draws individuals to the work of a single NGO, the same concept translates when bringing together independent organizations to collaborate. These collaborations depend heavily upon shared visions and resources. |
| − | ==Resources== | + | ====Resources==== |
| − | The degree to which an NGO is successful | + | The degree to which an NGO is successful depends heavily on what resources are available as well as how well the NGO can offer itself as a resource to other NGOs. According to Doe and Teegan, international experts, there are two basic but key resources that are valuable to an NGO: |
| − | #The identity | + | #'''The identity''' of an NGO is often the primary tool used to [[Blogs and Community Groups|communicate]] its message and educate others about its [[Mission Statement|purpose]]. An organization that provides a clear picture of what it stands for and the kind of change it works to advocate attracts other individuals or organizations with similar interests who may want to aid the effort. |
| − | # | + | #'''The Size''' of an NGO is also significant. A larger organization may have more contacts than a smaller one. Furthermore, it may have stronger presence when responding to opposition. |
| − | + | ''In NGOs and Rural Development: Theory and Practice'', Bhose discusses some of the advantages of networking between organizations and constructing partnerships: | |
| + | #Since most NGOs operate on a small-scale and with limited staff, there may be tendency towards isolation. Being part of a network allows NGOs to expand and become part of an ever growing global network. | ||
| + | #Many NGOs work towards alleviating social, political, and economical injustices and towards the preservation of the natural environment. This often leads to tension within conflicting sectors; a network or partnership of individuals and/or organizations provides NGOs with a stronger force. | ||
| + | #In collaborating with other organizations there are increased opportunities for communicating on pertinent issues, sharing information and resources, and acting collectively, while bringing in fresh perspectives to shared interests (Bhose). | ||
| + | #Technology has made global communication ever more convenient and NGOs have been and can continue to use this to their advantage when it comes to linking to potential partners. | ||
| − | + | As NGOs become “full-fledged participants in the business-government interface” (Doh & Teegan 10), there are increased opportunities for organizations to build networks and partnerships in attempts to become more adept at achieving their goals. | |
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==The Future of NGO Networking and Partnering== | ==The Future of NGO Networking and Partnering== | ||
| − | The future of NGO networks is contingent on | + | The future of NGO networks is contingent upon building on existing models and continuing efforts to improve the quality of collaborations. This may entail supporting research, encouraging the sharing of information and resources, helping to fund already existing networks, and experimenting with different approaches to network building. |
| − | In an interview with UN System Network on Rural Development and Food Security, Ada Civitani, the head of the Education Unit of Association of Rural Cooperation in Africa and Latin America, provides some thoughts on building better NGO partnerships. Civitani suggests | + | In an interview with UN System Network on Rural Development and Food Security, Ada Civitani, the head of the Education Unit of Association of Rural Cooperation in [[Africa]] and [[Latin America and Caribbean|Latin America]], provides some thoughts on building better NGO partnerships. Civitani suggests “a participatory approach” be utilized to moderate the “effective [[Methods of Enhancing Accountability|accountability]] of each target group within a network in which the diversity of actors (geographical, thematic and cultural) will be considered as a quality indicator” (UN System Network on Rural Development and Food Security). Consideration should be given to the building “links between local and national level networking” (UN System Network on Rural Development and Food Security). Civitani goes on to stress building connections between regional and national networking. |
==Bibliography== | ==Bibliography== | ||
Latest revision as of 09:45, 12 August 2008
“NGOs work in a society as institutions in their own right and through negotiation with other institutional actors to achieve their interests. Their success in working in society depends to a great extent on their ability to influence others in their environments…”(Doh and Teegan 217)
Optimally, networks have the potential to benefit Non-Governmental Organizations (NGOs) in the areas of organizational development, performance, and advocacy. Likewise, the means for education and partnership multiply when NGOs connect with other NGOs or organizations. The Bureau of Democracy, Conflict and Humanitarian Assistance study, “NGO Networks: Building Capacity in a Changing World,” cites key characteristics shared by most networks and diverse approaches to NGO networking. In analyzing these characteristics and the way that networks function, a brief history of network ideology and NGO networking since the 1980’s, when such partnering practices became more common, provides background to the topic. NGO networks operate in many different areas of society and the circumstances from which they form are likewise varied. It is understood that as the challenges and benefits of NGO networking are negotiated, the present and future of NGO networks will remain a learning process that means continuing to evolve as engines of change.
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