Difference between revisions of "NGO Networking"

From NGO Handbook
(→‎NGO Network Formation)
(→‎The Future of NGO Networking and Partnering)
 
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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.
  
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==Factors in NGO Networking and Partnering==
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==Factors in the Formation of an NGO Network==
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===Organizational Framework and Vision===
 
===Organizational Framework and Vision===
  
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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.
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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.
  
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==Resources==
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====Resources====
  
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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.
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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:
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#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.
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#'''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.
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#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.  
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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.  
  
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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.
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''In NGOs and Rural Development: Theory and Practice'', Bhose discusses some of the advantages of networking between organizations and constructing partnerships:  
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#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.  
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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:
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#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.  
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#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.  
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#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).
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#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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#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.
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#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.  
 
  
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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:
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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 organizational framework and vision of an NGO is often clear to its members as well as to its potential constituents and/or partners so that those involved can work around shared ideas. 
 
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#The successful networking and partnering of NGOs relies on what their resources are and how those resources can be maximized through collaboration.
 
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#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.
 
  
 
==The Future of NGO Networking and Partnering==
 
==The Future of NGO Networking and Partnering==
  
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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.
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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.
  
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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.
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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 10:45, 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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