1 / 9

Moshi Dialogue

Moshi Dialogue. Issues to be explored Conference MS 3 June 09. The typical Danish-Tanzanian CSO-partnership. Outset: Friendship between a Danish and a Tanzanian organisation, could be professional organisations, specialised in e.g. hunting, water and sanitation

kaye-ball
Download Presentation

Moshi Dialogue

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Moshi Dialogue Issues to be explored Conference MS 3 June 09

  2. The typical Danish-Tanzanian CSO-partnership • Outset: Friendship between a Danish and a Tanzanian organisation, could be professional organisations, specialised in e.g. hunting, water and sanitation • The partners work together on joint projects that are limited in time, supported by Danida • Through the joint work the friendship and partnership is built up, modified and changed. • What is really the heart of the partnership, apart from the funding mechanism?

  3. Typical faith-based Danish-Tanzanian CSO-partnership • Outset: Friendship between a Danish and a Tanzanian organisation, based on joint values • Personnel and ideas are exchanged, presence is valued • Institutions are built to serve the poor, often with heavy North-input • To some extent the partners work together on joint projects that are limited in time, supported by Danida • Through the joint project work the friendship and partnership is built up, modified and changed. • What is really the heart of the partnership, apart from the funding mechanism?

  4. Fowler-’pathologies’ ? – glimpses from EASUN process • ”Northern CSOs build up a branch in Tanzania, their ’Tanzania office’. They build up capacity of the Tanzanian partners, and afterwards employing the partners’ best staff, leaving the partner in a difficult situation…” • How to secure the Southern organisations’ integrity

  5. Fowler-’pathologies’ ? – glimpses from EASUN process • Capacity development of Southern CSOs aims primarily to secure smooth management, not to build up strategic thinking skills • Strategizing might be experienced as a thing Northern NGO’s do to suit the back donor, not at something which is owned by both partners, not to talk about the beneficiaries…

  6. Other observations from EASUN: • on Dutch (or could it be Danish?) NGOs emphasizing equality: ”They don’t want to be seen as imposing even when they are imposing…” • ””Do not bite the hand that feeds you” is an old African proverb – and this is very well managed from this side”

  7. Mandate of Civil Society Organisations • Is it enough to have a good idea and be able to formulate and run a programme? • How can CSOs claim a mandate? • Who do they represent – measurement:Membership figures, geographical rooting, or?

  8. The added value of civil society • Civil society – what are our particular characteristics, what can we particularly offer compared to state and market? • How to develop our characteristics and capacity so that we are not just a sub-department of the back donor? • Values, e.g. to serve and/or to democratize/politicize/mobilise?

  9. Questions to partnerships • At what level is the commonality? • On which basis is my intervention appropriate? Procedural/values • Do I intervene on basis of what we share? Or on basis of my own values?

More Related