MatchMaker Solution Pack | Network Management and Coordination for Local Humanitarian NGO Networks

This resource package was developed as part of the Oxfam HST-LHL programme. Click on the button below to download the full report.

We welcome external contributions. Please feel free to use the “comment” function to share your thoughts with us or suggest additional solutions you would like us to feature.

LOCATION: Global

SECTOR: NGO Network Management and Coordination

DEMOGRAPHIC

• Primary target group: Board Members, executives and secretariat staff of local NGO networks, leadership of member organisations.

• Other possible target groups: Network partners, humanitarian platforms

• Welcome note

  ‍This MatchMaker Resource Pack provides an overview of potential solutions to improve the management and coordination of local humanitarian NGOs. It has been commissioned by the Humanitarian System Transformation through Local Humanitarian Leadership (HST-LHL) programme facilitated by Oxfam in partnership with more than 30 local and national actors, and funded by the Ministry of Foreign Affairs of the Netherlands. While this resource is primarily addressed to networks of local NGOs operating in humanitarian contexts, its contents should also be relevant to networks of civil society actors operating in the development space as well as large Clusters, NGO working groups, consortia, alliances and the like.

  This resource package contains a review of top solutions to a challenge that was identified and refined by key informant interviews and a desk research exercise undertaken by Response Innovation Lab (RIL), and selected as a priority by HST-LHL programme teams and partners operating in the seven program countries: Colombia, Democratic Republic of Congo, Indonesia, Kenya, Myanmar, South Sudan and Yemen. This Pack is meant to be an iterative resource, with solutions added and refined with the support of HST-LHL programme partners in an open-source manner, with curation from RIL. You can see the full synthesis of the research process that led to this challenge being selected here.

  It is important to note that this research specifically focused on internal operational risks and capacity gaps that local networks of humanitarian NGOs experienced and not on the broader challenges of humanitarian response systems (e.g., power dynamics between global and local actors).  Instead, this document focuses on suggesting solutions that can be directly investigated, assessed, trialled and adopted by local NGO networks and their members.  Partnership with international organisations in a risk sharing framework, however, is highly encouraged and may lead to more transformational results. A section dedicated to risk sharing suggestion is included in the document.

  Response Innovation Lab is a global collaboration between leading humanitarian non- governmental organisations (World Vision, Oxfam, Danish Refugee Council and Save the Children), and Civic (an international community social impact accelerator). RIL manages the largest network of response-based social innovation hubs, with a focus on strengthening the innovation ecosystem and scaling solutions through collaborative partnerships.

• How to use this guide

  The MatchMaker Solutions Pack is meant to be a guide that helps an organisation or network kickstart the process of identifying one or more solutions that can effectively address a particular type of challenge.  This process is meant to be internally driven, with or without external support and should include the following key steps:

  ·       An analysis of the specific gaps that the organisation or network faces in regard to the challenge highlighted in the specific MatchMaker Solutions Pack;

  ·       An assessment of the types of solutions presented in the document and their applicability to the specific needs of the organisation or network;

  ·       A decision to further explore one or more of the solution types and to identify providers available in, and adapted to, the organisation’s specific context;

  ·       Collecting information about the providers’ offerings and selecting the most suitable one(s) to pilot;

  ·       Testing this solution via a pilot project and using the evidence to make further decisions about further adapting and/or adopting the innovation.

  Throughout this process, outreach to peer organisations, networks and relevant knowledge hubs is highly encouraged to gather more specific insights into what solutions have succeeded and failed in the specific operational context.

  As you go through the contents of this MatchMaker Solutions Pack, please keep in mind the following:

  ·       The types of innovation provided are broad categories that include ideas that range from the simple to the highly disruptive, depending on the ambitions of the user. The same basic idea (for instance, enhanced professional training) can be applied in limited ways (assigning a one-off training course) or in a more transformative manner (developing a comprehensive digital staff training curriculum).

  ·       There may be barriers to some of the solutions presented and the user will need to assess whether these prohibit the use of an innovation type or whether they can be overcome through introducing an additional solution. For example, if poor connectivity prevents an organisation from accessing certain digital tools, it may be possible to introduce a new connectivity solution (such as an internet satellite subscription) that can be added to the pilot project.

  ·       This MatchMaker Solutions Pack was specifically designed for the Humanitarian System Transformation through Local Humanitarian Leadership programme and targets networks of local humanitarian organisations active in a wide range of operational settings (from highly fragile, low-income contexts to more stable, middle-income countries). It is possible that some solutions presented will not be considered innovative in some more economically advanced contexts. Conversely, some innovations suggested may not be as feasible in some of the more difficult operating environments.

  We hope that you enjoy reading this document and, more importantly, that you find enough inspiration in these pages to start a meaningful conversation about creating change in your organisation or network.  We wish you an exciting and fruitful innovation journey!

• Summary

  PROBLEM DESCRIPTION

  Networks of national and local NGOs are emerging as key drivers of the localisation agenda. Through their collective nature, ability to federate members across civil society, effectively represent a wide range of communities and effectively advocate for change, they are an essential part of humanitarian infrastructure. However, their diffuse, heterogeneous membership, voluntary and decentralised nature bring about a set of distinct challenges for the organisations or secretariats called upon to manage and coordinate their action.

  For the purpose of this exercise the issue is defined as:

  Gaps in network management and coordination that limit visibility of the collective and its individual members, hinders proactive coordinated action (as opposed to donor-triggered collaborations) and leads to fragmented leadership.

  Interviews and desk research identified several components to address, including:

  • Inadequate mapping of network membership;

  • Ineffective governance mechanisms;

  • Internal conflicts related to resource allocation and leadership roles;

  • Limited interaction between members;

  • Conflicting priorities within network;

  • Difficulties in convening members;

  • Collective responsibility pressures;

  • Linking network and member organisation strategies;

  • Logistical costs of network management;

  • Difficulties in developing common network messaging;

  • Membership fee system.

  In the survey administered to HST-LHL programme partners, the issue of network management and coordination was voted #5 out of ten internal risks and capacity gaps.

  OBJECTIVES OF THE SOLUTION

  This MatchMaker Solutions Pack will focus on identifying innovations addressing the following broad areas of the above-described challenge:

  ·        Network strategic leadership and governance gaps;

  ·        Limited internal and external visibility of network composition, member profiles and collective capabilities;

  ·        Poor network cohesion, shared identity and common messaging.

  Solutions are meant to provide options which local humanitarian NGO networks can adapt, test and adopt, either through an internal process or in partnership with one or more external organisations. They are proposed separately but can be mixed and matched to fit the specific needs and contexts of the adopter.

  Scope

  This MatchMaker Solution Pack is meant to provide ideas for local humanitarian NGO networks and their members operating anywhere in the world.  As per the focus of the HST-LHL programme, special care has been taken to highlight solutions available to NGO networks operating in contexts ranging from low-resource settings (e.g. Yemen, South Sudan, et al.)  to Middle Income Countries (e.g. Indonesia, Colombia, et al.). Additional solutions may be applicable to NGO networks operating in high-resource settings.

  CRITERIA FOR DESIRED SOLUTIONS

  The research focused on solutions that respond to the following criteria:

  ·        Feasibility: Solutions must be compatible with the operating context of the adopters, the current capacities of their personnel and the structure of the network. Furthermore, digital solutions must be able to operate with limited connectivity;

  ·        Affordability: Networks should collectively be able to cover the costs of the proposed solutions based on existing levels of income and contributions or the solution can be subsidised by donors or other contributors as additional income or pro bono services;

  ·        Scalability and sustainability: Solutions should be able to expand and evolve from the pilot phase to become fully integrated parts of network systems and procedures;

  ·        Effectiveness: Solutions must generate improved results and performance for the network.

  CONTEXTUAL CONSIDERATIONS

  Adopters of solutions will need to account for the specific opportunities and limitations defined by their operating contexts. The description of solutions below will mention specific requirements and whether these might be a challenge in certain contexts.

  BUDGET AND TIME

  ·        It should be possible to adapt and pilot the solutions listed below at budgets ranging from US$10,000 to $25,000 and for a duration of 9-12 months.

  ·        Long-term costs of applying the solution at scale will vary and should be calculated during the pilot phase.

• Risk Sharing

  Because networks are generally not direct implementers of humanitarian programme, they are rarely eligible for funding opportunities targeting their members or other stand-alone organisations. A risk sharing approach would encourage international actors to steer more resources and open more engagement opportunities for these critical local alliances.  Some potential actions to consider would include:

  ·        Allowing network members to charge membership fees or donations to the network through the grant;

  ·        Including local networks as part of the project/programme governance structure;

  ·        Sponsoring network events and/or offering organisational support (access to facilities, extending negotiated hotel rates, etc.);

  ·        Helping raise the visibility of network to donors and other international actors.

Overview

• Leadership training programmes:  Online and/or in-person training courses and curricula especially targeted at non-profit executives and board members.

• Collaboration tools: Using digital tools to enhance information sharing and internal communications within a network.

• Network events:  Developing virtual and in-person events that reinforce network cohesion, strategic vision and collaboration.

The above solutions can be combined to generate hybrid innovations that leverage multiple benefits of each.