MSP | Peer-to-peer Platforms
Peer-to-peer learning platforms can take many forms, but their shared purpose is to create intentional spaces where leaders of local humanitarian NGOs and NGO networks exchange organisational leadership skills, practical knowledge, and lived experience with peers facing similar challenges. For many leaders, existing platforms provide entry points into such exchanges, while others may need to be adapted or created to better reflect local realities. Choosing the right platform depends on how well it aligns with a leader’s organisational role, context, and leadership development needs.
One category includes humanitarian networks, communities of practice, and platforms that connect leaders across organisations, whether nationally, regionally or globally. Entities like the NEAR Network, Charter for Change, CIVICUS and Start Network offer structured and informal spaces for discussing organisational leadership topics such as governance, localisation, coordination, and organisational resilience. These global platforms are useful for learning from diverse experiences and accessing tested leadership approaches, and some include in-person events in countries facing humanitarian crisis. Due to their global nature, however, some resources and events might be predominantly offered in English.
Closer to home, regional and national networks, associations and communities of practice, may be more closely aligned with local languages, cultures, and operating environments. Given the shared contexts, it may be worthwhile exploring membership in platforms that are not exclusively humanitarian in nature such as the Asia Disaster Risk Reduction Network (ADRRN), the MENA-focused International Forum of Development Organisations (IFDO) or national NGO federations. Opportunities for peer exchange will vary significantly based on the frequency of meetings and topics covered.
There exist digital peer communities that can link professionals together on such platforms as ReliefWeb, GlobalGiving or LinkedIn. While not designed specifically for organisational leadership, these spaces can support rapid peer advice, experience sharing, and access to tools when participation is intentional and well facilitated. The downside is that there is little curation offered and it may be difficult to find forums that address the specific leadership issues.
Service organisations refer to entities such the Lions, Kiwanis and Rotary Clubs. These often have local chapters that include senior leaders from various fields who share a commitment to social service. These organisations are often prone to offer mentorship and coaching support to non-profit organisations.
Finally, NGO network leaders seeking to engage peers can opt to start their own Community of Practice (CoP) to exchange knowledge and advice with others facing similar challenges. CoPs can meet virtually or in-person and can be simple to set up thanks to widely available technologies such as WhatsApp and Teams.
PROS and CONS
Pros: Possibility of long-term learning and exposure to insights, tools and guidance from multiple sources. Membership is generally free or low-cost (aside from possible travel to conferences and events). Benefits of networking may extend beyond organisational leadership development (new partnerships, sector advocacy, etc.).
Cons: Knowledge exchange is more informal and unstructured and will require actively engaging others. Not all discussions and topics covered by the group might be relevant.
USER SELECTION CONSIDERATIONS
Membership: Is the current membership of the network or platform in line with expectations in terms of experience and expertise? Are there senior leaders active who may be able to share relevant knowledge and insights?
Access: Are the gatherings on-line or in-person? Are they accessible in terms of time, location, connectivity or language?
Knowledge Management: Does the platform come with a resource library or other repository of information? Do events or calls generate case studies, white papers or other useful tools relevant to organisational leadership challenges?
Engagement level: What is expected in terms of time and effort from members? Is this compatible with the work schedule of the adopter?
EXAMPLES
Global networks that specialise in bringing together humanitarian leaders from local (and sometimes international) NGOs include the International Council of Voluntary Agencies (ICVA), and the localisation-focused Network for Empowered Aid Response (NEAR), which operates Localisation Labs in several countries around the world. Both hold global gatherings and feature extensive document libraries on their websites.
The South African-based CIVICUS Alliance has developed a network of Local Leadership Labs (LLL) that works with community-based organisations, national CSOs, networks, INGOs, supporters and funders donors to strengthen local actors’ capacity, build funders confidence in locally rooted actors through certifying them as funding ready and support locally led approaches and decolonised practices in real, practical way.
Regional networks of relevance include the Asia Disaster Risk Reduction Network (ADRRN), and Asia Development Alliance (ADA), the MENA-focused International Forum of Development Organisations (IFDO), Kenya-based ASAL Humanitarian Network (AHN) and RedLAC in Latin America. These generally conduct events in local languages and will feature organisations operating in the same or similar contexts.
Online forums include the Forum for NonProfit Leaders, Good Purpose Projects Community and Harvard Humanitarian Initiative groups on LinkedIn, the Facebook pages of the Humanitarian Leadership Academy and the Centre for Humanitarian Leadership.