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How can INGO’s (continue to) add value to change processes in collaboration with South partners

How can INGO’s (continue to) add value to change processes in collaboration with South partners. Morten Bisgaard, Ibis Copenhagen November, 2008. Introduction. Increased focus on results and added value of INGO’s work is positive. The landscape of INGO’s will change in coming years.

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How can INGO’s (continue to) add value to change processes in collaboration with South partners

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  1. How can INGO’s (continue to) add value to change processes in collaboration with South partners Morten Bisgaard, Ibis Copenhagen November, 2008

  2. Introduction • Increased focus on results and added value of INGO’s work is positive. • The landscape of INGO’s will change in coming years. • Solidarity, context knowledge and joint political visions with partners is important, but not sufficient for future international INGO’s. • Many partners claim more direct interaction with INGO’s; but under new conditions. • INGO’s need to develop thematic expertise within specific fields in order to add concrete value to change processes in the South.

  3. Introduction • Two interrelated aspects to consider in order to strengthen added value of INGO’s: • Institutional challenges of INGO’s. • INGO’s partnership challenges.

  4. INGO’s institutional challenges 1 • Focus on few thematic development areas. • Invest in highly competent staff within specific thematic fields. • Create or join thematic learning communities. • Piloting/documenting/replication of best practices.

  5. INGO’s institutional challenges 2 • Establish or link up to a global learning platform. • Light and competent INGO structure in both North and South with focus on direct thematic involvement in partners’ processes. • Work in alliance with other INGO’s; a) in south development processes and international advocacy.

  6. INGO’s partnership challenges 1 • Joint partnership assessment. • Development plan for each partnership. • Clear (realistic) objectives and indicators on both the thematic work (project) and organisational aspects (partner). • Clarity on roles and responsibilities (INGO’s added value). • From project to program approach. • Ownership through Partners Forum. • A group of INGO’s enter partnerships with CBO’s, CSO’s NGO’s, research institutions, women’s organisation, combining rural and urban partners, and others.

  7. INGO’s partnership challenges 2 • Facilitating and advising partners’ thematic work (best practices) • Facilitating and advising partners’ evidence based Advocacy, local, national, and international. • Organisation development of partners; focus on legitimacy, accountability, communication, leadership, alliance building, etc. • Monitoring to validate progress, to learn, and to plan future action.

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