NGO Networking - Revision history

Frederick Swarts: /* The Future of NGO Networking and Partnering */

2008-08-12T16:45:36Z

‎The Future of NGO Networking and Partnering

Frederick Swarts: /* Resources */

2008-08-12T16:39:12Z

‎Resources

Frederick Swarts: /* Resources */

2008-08-12T16:22:39Z

‎Resources

Frederick Swarts: /* Resources */

2008-08-12T16:15:52Z

‎Resources

Frederick Swarts: /* Organizational Framework and Vision */

2008-08-12T16:15:28Z

‎Organizational Framework and Vision

Frederick Swarts: /* Factors in NGO Networking and Partnering */

2008-08-12T16:13:34Z

‎Factors in NGO Networking and Partnering

Frederick Swarts: /* NGO Network Formation */

2008-08-12T16:12:18Z

‎NGO Network Formation

Frederick Swarts: /* NGO Network Formation */

2008-08-12T16:11:46Z

‎NGO Network Formation

Frederick Swarts: /* NGO Network Formation */

2008-08-12T16:07:14Z

‎NGO Network Formation

Frederick Swarts: /* Types of NGO Networks */

2008-08-12T15:59:12Z

‎Types of NGO Networks

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 ==The Future of NGO Networking and Partnering==
-The future of NGO networks is contingent on building upon existing models and continued efforts at improving 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.
+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 “ a participatory approach” be utilized to moderate the “effective 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.
+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==

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 #'''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 the advantages to networking between organizations and constructing partnerships that include, but are not limited to the following:
+''In NGOs and Rural Development: Theory and Practice'', Bhose discusses some of the advantages of networking between organizations and constructing partnerships:
-#Since most organizations that are volunteer-based like NGOs operate on a small-scale and with limited staff, there can be a tendency toward isolation. Being part of a network imparts a global context to local work.
+#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 as well as the preservation of our natural environment. This often leads to tension with conflicting sectors, and a network or partnership of individuals or organizations is a stronger force than acting singularly.
+#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.
+#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).
-As NGOs increasingly become “full-fledged participants in the business-government interface” (Doh & Teegan 10), there are likewise increased opportunities for organizations to build networks and partnerships in attempts to become more adept at achieving their goals. Below are several important factors in NGO networking and partnering:
+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.
 ==The Future of NGO Networking and Partnering==

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 ====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 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 (see Organizational Framework and Vision) of an NGO is often the primary tool it uses in order to communicate its message and to educate others about its purpose. An organization that provides a clear picture of what it stands for and the kind of change it works to advocate necessarily attracts other individuals or organizations with like interests who would want to aid the effort.
+#'''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.
-#A second important resource for a NGO is its size, which can be defined in a number of ways. A larger organization has entry to more contacts than a smaller one. Furthermore, its stronger presence is more effective when responding to opposition.
+#'''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.
-Since the purpose of networking and partnering between NGOs is to build upon shared goals and interests, the effectiveness of doing so when the separate organizations are able to show how they are each invaluable to the network, fulfilling the missing link.
+''In NGOs and Rural Development: Theory and Practice'', Bhose discusses the advantages to networking between organizations and constructing partnerships that include, but are not limited to the following:
 #Since most organizations that are volunteer-based like NGOs operate on a small-scale and with limited staff, there can be a tendency toward isolation. Being part of a network imparts a global context to local work.
 #Many NGOs work towards alleviating social, political, and economical injustices as well as the preservation of our natural environment. This often leads to tension with conflicting sectors, and a network or partnership of individuals or organizations is a stronger force than acting singularly.

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 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.

← Older revision		Revision as of 16:15, 12 August 2008
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	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.

		+	==Factors in the Formation of an NGO Network==
	===Organizational Framework and Vision===		===Organizational Framework and Vision===

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 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.
 ===Organizational Framework and Vision===
-Since an organizational framework and vision is what draws individuals to the work of a single NGO, the same concept necessarily 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==

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 *Donor Attraction
 *Raising Legitimacy of Member NGOs
-*Increasing Opportunities to Start Projects/Activities. (Bhose 48)
+*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 [[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).

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 ==NGO 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 work of that network throughout its existance. There are various types of 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,''' 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.''' 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 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.
-And, various practical reasons for network formation amongst which are:
+Some practical reasons for network formation may include:
-#Donor Attraction
+*Donor Attraction
-#Raising Legitimacy of Member NGOs
+*Raising Legitimacy of Member NGOs
-#Increasing Opportunities to Start Projects/Activities (Bhose 48)
+*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 childbirth safe for all women and newborns in the developing, as well as, developed countries” (White Ribbon Alliance), Shaver 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).
+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.

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 The basic types of NGO networks that presently operate consist of, but are not limited to, the following:
-#Communities of Practice: self-organized; share common work interests and practices; informal in nature; aim to develop capacity for more effective individual practices. Examples: Vietnamese American Non-Governmental Organizations (VANGO), Idealist, Global Volunteer Network (GVN).
+#'''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: research, study and disseminate information beneficial to members; can be informal or formal. Examples: European Research Center on Migration and Ethnic Relations (ERCOMER), Internet Center Anti Racism Europe (ICARE), GENET.
+#'''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: organized around specific sector (e.g. non-government, health, education, etc.); donor-initiated. Examples: NGO Network Alliance Project,
+#'''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: 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).
+#'''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: individual organizations that collaborate to provide services. Examples: Engineers Without Borders (EWBI), International Ngo Network (INN), Palestinian NGO Network.
+#'''Service Delivery Networks''' are individual organizations that collaborate to provide services. Examples: Engineers Without Borders (EWBI), International NGO Network (INN), Palestinian NGO Network.
-−
 ==NGO Network Formation==