Civil Society Organizations
We support Local Civil Society Organizations CSOs and Implementing Partners (IPs) to consolidate and strengthen their local and national role as responsive and effective implementers of relief, humanitarian and development assistance that leverage their local presence and human resources to become sustainable actors within their communities.
Often, overstretched CSOs and Implementing Partners (IPs) are bearing the burden of program implementation in the relief, humanitarian and development sector, while receiving varying technical support to strengthen core organizational structures, systems and policies beyond the need of any particular donor/partner project.
For CSOs and IPs to become self-sufficient and sustainable organizations, able to engage direct funding from donors and improve efficiencies and accountability, it is necessary to provide targeted support for their long-term organizational development.
We support CSOs and IPs staff with relevant, dedicated and strategic organisational development support, training and integration into local, regional and global peer support networks that increases their long-term sustainability.
We guide them through an on-site, collaborative organizational capacity assessment to self-identify areas for organizational development. Our partners and clients are provided with the tools, training and mentoring support to develop the systems, functions and policies which form the foundations organizations. Throughout the program, each CSO and IP are provided with ongoing mentoring support and be integrated into a local, regional and global community of practices to build peer support structures and develop local capacity.
CSOs and IPs play a central role in ensuring that essential services are delivered over the “final mile” to vulnerable populations across the globe and regions. Often, overstretched CSOs and IPs are continually being required to adapt their organisational postures, system, policies, and procedures to align with partner or donor requirements and are limited in their ability to focus on strategic and organisational development that will improve their own sustainability beyond any single project.
In May 2016, 18 donor countries and 16 aid organisations signed a ‘Grand Bargain’ that aims to “get more means into the hands of people in need”. This commitment aims to provide 25% of global humanitarian funding to local and national responders by 2020 along with more un-earmarked money, and increased multi-year funding.
The emergence of operationally active CSOs and IPs and the increased level of
experience and technical capability within the local human resource pool provides a real opportunity to develop long term local capacity that is more efficient and effective in delivering humanitarian assistance and more accountable to the populations it serves and funds they manage.
Client: WHO Jordan office for the Health Utilization and Capacity Assessment, Research