Difference between revisions of "NGO Networking"
(→Organizational Framework and Vision) |
(→Resources) |
||
| Line 55: | Line 55: | ||
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. | 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 at its work depends heavily upon what resources are available to it as well as how it can provide itself as a resource for other NGOs it wishes to partner with. According to Doe and Teegan, international experts, there are two basic but key resources that are valuable to an NGO. | The degree to which an NGO is successful at its work depends heavily upon what resources are available to it as well as how it can provide itself as a resource for other NGOs it wishes to partner with. According to Doe and Teegan, international experts, there are two basic but key resources that are valuable to an NGO. | ||
Revision as of 09:15, 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.
