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Baltimore, Maryland, Johns Hopkins Bloomberg School of Public Health, Center for Communication Programs, Information and Knowledge for Optimal Health Project [INFO], 2005 Oct 10.  p. (Global Health Technical Briefs)Have you ever needed to quickly mobilize in-country networks for program scale-up? Have you ever wished for a reliable way to disseminate tools and strategies to community stakeholders? Have you ever looked for ways to strengthen nongovernmental organization (NGO) country collaboration for greater impact? Alliances such as the CORE Group and the White Ribbon Alliance for Safe Motherhood (WRA) help donors and partners meet these challenges and reach more women and children in need. They do this by offering one-stop access to established networks whose reach and reputation in developing countries make them highly effective partners. The CORE Group, established in 1997, is a membership association of 40 international NGOs whose mission is to promote and improve the health and well-being of children and women in developing countries through collaborative NGO action and learning. Collectively, CORE Group members work in more than 140 countries. (excerpt)
Washington, D.C., World Bank, Environmentally and Socially Sustainable Development Network, Social Development, 1996 Feb. , v, 59 p. (Social Development Paper No. 12)This report defines types of nongovernmental organizations (NGOs) and identifies strategies for identifying participatory NGOs. It also discusses capacity building, the tension between service delivery and capacity building, the potential to increase the scale of activity among NGOs, project or process development, and linkages between NGOs and government. The World Bank now aims to foster more participatory community-based development among development-oriented NGOs trying to reduce poverty. Development-oriented NGOs tend to have the strongest grassroots links and the greatest experience reaching disadvantaged groups with innovative methods. The World Bank has historically ignored participatory processes. The challenge is to locate NGOs willing to collaborate and those that have sufficient capacity to meet goals; to support the participatory character of NGOs; and to help reduce friction in styles with the operations of the World Bank and governments. Highly participatory NGOs tend to work on a very small scale. Another challenge is to build the institutional capacity of NGO partners. The usual management training is unsuitable and insufficient for NGO needs. History, politics, and ideology define the differences in links between governments and NGOs. Partners may be constrained by government attitudes and regulations. The cases confirm the importance of a clear, shared understanding of partner NGO roles; a flexible, staged process of collaboration; opportunities for strong, relatively homogenous common interest-based groups; a supportive, nonintrusive state context; and a shared view and willingness to cooperate among major donors.