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Tools for knowledge and learning : a guide for development and humanitarian organisations

RAMALINGAM, Ben
July 2006

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This toolkit brings together approaches and techniques aimed at supporting the learning and knowledge management of humanitarian organisations, to enhance the efficiency and effectiveness of their work. It provides a comprehensive overview of 30 tools and techniques, divided into five categories: i) strategy development; ii) management techniques; iii) collaboration mechanisms; iv) knowledge sharing and learning processes; and v) knowledge capture and storage. This guide is primarily aimed at staff working in development organisations

How to build a good small NGO

ALIN, Fadumo
et al
2006

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A user-friendly and practical guide on how to build and run a small non-governmental organisation (NGO). This manual aims to build good practice into NGOs, and to help recognise, address and solve a range of problems. The manual covers all key aspects of running a small organisation, including identifying mission and purpose, planning, getting legal status, building sustainability, monitoring and evaluation, financial management and fundraising. Each section includes exercises and useful examples. This publication is intended for those starting an NGO and also for small organisations seeking to improve their performance and effectiveness

Organisational governance

BLACKMAN, Rachel
2006

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This resource is aimed primarily at Christian development organisations, but the principles and operational structures can be applied to other organisations. It focuses on organisational governance, the process of overseeing an organisation, looking in particular at how governing bodies should operate and lead an organisation. Section 1 analyses the role of the board and explains how its remit and responsibilities differ from those of the CEO. Section 2 reviews two key competencies, delegating authority and responsibility and developing policies. Section 3 looks at the main responsibilities of the board, including recruiting and supporting of the CEO; identifying mission, vision and values of the organisation; strategic planning; fulfilling legal requirements; identifying funding sources; and assessing progress. Section 4 looks in some detail at key operational aspects such as roles of board members, recruitment of new members and internal board policies. Section 5 suggests ways of making the board more effective, through the proper use of committees, agenda for meetings, chairing of board meetings, minute taking, sharing information, decision-making and board development

The determinants of effectiveness : partnerships that deliver : review of the GHP and ‘business’ literature

DRUCE, Nel
HARMER, Andrew
January 2004

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This paper reviews what makes for good practice in governance and operations, and what determines "partnership effectiveness… what factors determine the extent to which the partnership objectives are achieved; and, what makes some partnerships work better and deliver more added value than others. The paper summarizes two literature reviews that were commissioned, aiming to: a) synthesise the evidence for the determinants of effective partnership from the existing evaluation literature for the major GHPs; and b) from the wider business and political science field and finds good (and less good) practices that results in more (or less) effective partnerships"

Study paper No. 6 of the 2004 DFID Study: Global Health Partnerships [GHP]: Assessing the Impact

Information management strategy formation in northern development NGOs

SCHUEBER, Michael
2003

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This research explores how information management (IM) strategies are formed in northern NGOs (NNGOs). It considers three relevant bodies of theory (information management, NGO management, strategy formation), and for a practical perspective, IM strategy formation in the Swiss NGO Helvetas. The analysis explores the cause-effect relationship of IM strategy formation and organisational culture and eventually draws attention to seven conceptual tensions that seem to influence IM strategy formation as well as to reflect the status of the organisation. Finally, it introduces a model that could be developed into a framework for guiding NNGOs in their processes of transformation

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