In this issue

• Message from the Secretariat
• Members' space
• Membership Strategies: Challenges and opportunities for National Associations
• How can civil society better engage with government?
• Report from SCVO-NANGO peer-learning exchange visit
• Leading by example? National Associations and the LTA question
• Civil society’s response to the crisis in Haiti

Message from the Secretariat

Dear members,

We are pleased to circulate the first edition of our newsletter for 2010. In this edition we provide updates on AGNA work and on the working groups created during the 2009 AGM. The first section of the newsletter focuses on updates from the AGNA Secretariat. The next section provides an update from the group working on membership strategies and this is followed by a synopsis of the activities of the group working on civil society government relations. Please get in touch with the lead persons of each group using the details provided above in the “member’s space” if you are interested in joining any of the four working groups.

The group working on membership strategies aims to develop practical ways of improving membership strategies by collating information from all members. A survey has been sent out with questions about specific aspects on running membership-based organisations. The group working on civil-society government relations aims to identify partnership working models already operating in countries, examine strengths and weaknesses of each model and develop a framework model for AGNA members. These experiences will centre around three key areas; policy engagement framework, advocacy framework and resourcing framework. Work has begun in this group and key documents have been circulated among members. The group working on global advocacy aims to develop best practice examples on global advocacy for members. While the group working on the legitimacy, transparency and accountability of national associations aim to create a community of practice which will be used as a model of how LTA can best be applied.

In the other sections of the newsletter, we present a report from the SCVO-NANGO peer-learning exchange visit, a brief description of the response of civil society to the crisis in Haiti and an explanation of the issue of LTA as it relates to National Associations.

Once again we express our deep appreciation to Steering Committee members Kebba Barrow (TANGO-The Gambia and Dala Rawal (NGO-Federation of Nepal) for reviewing this edition.

Happy reading and best wishes

David Kode

Members' Space

Members in future issues we would like to use this section to feature your events, thoughts and questions on running national associations and other comments and contributions you may have. Please send them to This e-mail address is being protected from spambots. You need JavaScript enabled to view it

Four working groups have been formed to foster learning, and create best practice examples on key aspects of the work of AGNA members. Please get in touch with the relevant colleagues (see contact details below) if you are interested in any of the four themes highlighted.

Group 1: Civil Society- Government Relations
Objective: To provide resources to National Associations in order to improve relations between civil society and national governments.
Person to contact: Ivan Cooper – The Wheel Ireland.
Email: This e-mail address is being protected from spambots. You need JavaScript enabled to view it

Group 2: The Legitimacy Transparency and Accountability of National Associations (LTA)
Objective: To have LTA entrenched in the work of National Associations and create a community of practice to act as a model on how LTA can best be applied and used by members.
Person to contact: Roselle Rasay – CODE –NGO Philippines.
Email: This e-mail address is being protected from spambots. You need JavaScript enabled to view it

Group 3: Global Sharing of Advocacy
Objective: To promote best practices of advocacy and learning.
Person to contact: Urmo Kübar – NENO Estonia.
Email: This e-mail address is being protected from spambots. You need JavaScript enabled to view it

Group 4: Membership Strategies
Objective: To increase representation of members of National Associations and develop a framework on membership strategies.
Person to contact: Derya Kaya – TUSEV Turkey
Email: This e-mail address is being protected from spambots. You need JavaScript enabled to view it

VERY IMPORTANT: WORLD ASSEMBLY REGISTRATION OPENS

The next CIVICUS World Assembly will be held in Montréal, Canada from the 20th to the 23rd of August 2010. The overall theme of the CIVICUS World Assembly is Acting Together for a Just World. To register, go to the CIVICUS World Assembly website: www.civicusassembly.org. There are registration fee discounts for those who register before April 31.

Membership Strategies: Challenges and Opportunities for National Associations

Membership is a core issue for network/umbrella organizations. Members of the AGNA Membership Group are now working together to create a stronger membership base which will empower national associations and increase their efficiency and effectiveness as it relates to membership issues.

In an ideal world, a national association should have a geographically and thematically widespread membership network that is actively participating and engaging in the work of national associations. However, this is not the case for many organizations. In each country or focus area, all networks and membership-based organizations face similar problems concerning their members: How to assure active participation of members? How to expand their membership base? Finding answers to these questions was on the top of the agenda during the discussions in the last AGNA Annual General meeting. AGNA members prioritized membership relations and formed the Membership Strategy Group.

The group is aware that membership is mostly considered an internal issue and that there is a specific and genuine membership structure in each organization. Thus, the AGNA membership group aims to give practical advice and to create a hub of information that NAs can profit from.

As a first step, a survey questionnaire was designed to learn about a range of issues that determine and orient membership strategies. Firstly, it includes questions that will supply data on membership profiles of AGNA members. Secondly, there are specific questions that will help us to learn about the activities of NAs through which they serve their beneficiaries. Thirdly, the survey gives us information on how the NAs communicate with members and finally there is a set of questions serving the self-assessment of organizations.

The survey will not only form the base of a report on membership strategies that includes trends and different approaches, but it will also help us collect some useful brochures, reports, articles on membership. By examining the survey outputs, we are hoping to define common needs and to come up with tools and tips that NAs can incorporate in their work. An e-group that will allow AGNA members to exchange ideas will also be established to enhance communication.

The survey questionnaire was sent to AGNA members and 22 members completed the survey. A big thank you once again to all respondents for their participation and interest. Aside from putting together a toolkit on membership, the group will attempt to create a network for information-sharing, advising and mentoring on the issue for the upcoming months. If you are interested in joining this working group or you have colleagues who you consider may be interested, please get in touch with me at This e-mail address is being protected from spambots. You need JavaScript enabled to view it . Any other information including reports on this will also be appreciated and can be sent to the same address. Last but not least, on behalf of Membership Strategies Group, I would also like to thank the CIVICUS membership department for supporting our work.

How can civil society better engage with Government? Let’s start by learning from each others practice
Ivan Cooper (The Wheel Ireland)

There was a great deal of interest at the AGNA meeting in Johannesburg in September 2009 in the whole area of how civil society can better work in partnership with government.

Fundamentally, our national associations are all about supporting effective civil society participation in our national lives – and to be effective this usually involves working with our government colleagues. But practice varies a great deal across the different members of AGNA.

While in some countries there are quite sophisticated formal models operating where representatives of civil society participate with Government in agreeing national policy, in other countries there are no formal partnership working structures or processes in place and in still others civil society is persecuted and denied a right to exist.

While recognising all the above, and certain that our objective is not to develop some sort of “one-size-fits all” model for structuring engagement between civil society and government, delegates agreed that we could usefully share each others experience of partnership working.

This approach should help us to expand our thinking about what is possible and could equip us to lead a process of deepening partnership working in our national contexts by learning about how civil society and government engage in each others countries.

Delegates were enthusiastic about the benefits that could result from sharing and learning from each others experiences in this absolutely critical area and everyone also agreed that such an endeavour was also a very practical way for the members of AGNA to cooperate and tangibly benefit from their membership.

A project team has volunteered to lead this work for AGNA over the coming months – all AGNA members are invited and encouraged to become involved – and the team has began to scope out how this work can best be done.

Elements will likely include identifying the partnership working models that are operating in our countries (if any), examining the strengths and weaknesses of each (recognising of course that perfect solutions are unlikely to be found in practice – whatever about in theory!) and perhaps distilling from that a framework model of some “essentials” that evidence may suggest need to be in place for partnership working to be effective.

The group will continue by comparing experiences and put together an AGNA model and framework. These experiences will be gathered around the following three areas; policy engagement framework, legal framework, advocacy framework and resourcing framework.

Please get in touch with me on This e-mail address is being protected from spambots. You need JavaScript enabled to view it if you are interested in joining this working group.

SCVO – NANGO Peer-learning event, Harare, Zimbabwe
Fiona Talcott, Scottish Council for Voluntary Organisations

The main objectives of the SCVO-NANGO peer-learning exchange visit were for SCVO to learn first hand about the reality faced by colleagues working with NANGO, to develop and update strategies for collaboration between the two national associations and to identify potential donors and initiate discussions with the donors.

The key lessons that came out of the exercise were:

• The sense of commitment from colleagues in NANGO is very evident and the legal and political environment in which they work seems to have improved a lot from what it used to be.

• The traditional role of a national association (NA) can be made more problematic by both the relative strength of member organisations and changes in the political environment. For example, the relationship between NANGO and some of the larger/stronger organisations in its membership can be quite a challenge. Over the last few years some of the human rights organisations have risen to be very prominent with significant funding. What value can NANGO add and how can it demonstrate it and differentiate itself from them? There is evidence that the current transitional political period, and the slight ‘normalising’ of governance and policy processes, offer opportunities for NANGO to address these questions (while, hopefully, the human rights coalitions will no longer need to be playing as significant a role). NANGO is well placed to build its leadership role, and thankfully it is choosing to take a pragmatic approach, focusing on what’s workable rather than holding out for utopia.

• In the same light, the demands on NANGO from relatively weaker members is similarly challenging for they often expect the NA to provide all, and be an expert on every sub-sector. Add to this the divisive nature of funding in terms of maintaining good relationships across civil society (i.e. who has access to it, for what, and perceived poaching), and it’s obvious that NANGO’s role definition is crucially important for it going forward.

• It is much easier to make plans than it is to implement them. Given recent instability in Zimbabwe, NANGO has been driven into a bit of a fire-fighting mode of operation. Making strategic plans a reality, and running day-to-day operations efficiently, hasn’t been easy but conditions suggest that the time may be right for developing and adopting smarter ways of working - for example, strengthening outreach and representation, and building institutional memory, through better use of integrated IT and communications systems (such as a shared members’ database, electronic calendars, and systems of reporting back both internally and to the sector as a whole). There is a need to build capacity for this less stimulating organisational management stuff which is essential for the all of staff team to shine as much as they deserve.

• Building on already good financial management systems might also open up possibilities for NANGO to act as a conduit for funding to the sector, which might otherwise not be made available. However, this is only feasible if the right systems are in place first.

• Appropriate and visible ‘branding’ is crucial for a national association and it’s an easy fix, once you’re clear about what you want. Although there are occasions when NANGO may wish to retain a low-profile, it’s difficult for NANGO to assert its role, let people knows it’s there, differentiate itself from members, and show what it can do that others can’t, if its not overtly ‘branded.”

How this experience will improve the work of SCVO

The SCVO will use the lessons learnt from this peer-learning exchange visit to:

• Expand opportunities for international interaction to a broader range of SCVO staff.

• Emphasise on a regular basis how colleagues in other countries achieve maximum outcomes with limited resources and how these colleagues offer very good examples of the meaning of community empowerment.

• Through my links with Scottish, UK and European voluntary sectors colleagues, help them to consider much more the different and much more challenging contexts that colleagues in other parts of the world work within, and therefore analyse better what it is about our approaches that work at home that may or may not be applicable for others elsewhere.

• Ponder on the possibility of making accredited Scottish NGO management courses available internationally and doing some comparative research on NAs role in constitutional change (e.g. Zimbabwe, Scotland and Nepal?).

• Develop community transport models being an option for shared vehicles for NANGO and its members in the provinces?

Following the peer-learning exchange visit, an invitation was obtained for NANGO to apply for British Government funds that previously they were perceived as ‘not hard hitting enough’ for. An initial exploratory meeting has now taken place.

Leading by Example? National Associations and the Legitimacy Transparency & Accountability (LTA) Question
Kristina Mand, Legitimacy, Transparency & Accountability Officer, CIVICUS

Even in the most difficult conditions, CSOs are fighting for their right to occupy more spaces in the public sphere, gain access to more financial and political resources, influence public policies and foster social change. In other words, we, the CSOs, have and want to have power. This is out right. We also have an interest to use that power well, be legitimate as institutions and on topics, be accountable and trustworthy to the target groups, funders, volunteers and partners, be clear and understand our actions and the way we operate. This is our responsibility.

Rights and responsibilities go hand in hand. National associations know this very well. When AGNA members came together in Johannesburg, in September 2009, they raised several LTA as responsibility related questions. Some of these questions focused on ways of involving members, how to build and expand on platforms with other CSOs in their countries, how to be transparent and open without becoming vulnerable, how to engage the government right from policy conception, formulation and implementation to monitoring, and how to present well-researched and evidence-based issues to avoid being pre-empted.

One of the roles of national associations is to lead by example, by using codes of good governance, accountability and transparency, or other voluntary approaches to guide their members on accountability and transparency issues. This was said in the session over and over again.

The other important reason for being fully LTA-compliant is the key role national associations play in communication and policy making with the policy makers, government or the parliament. This is only possible in countries where that relationship is working because there are some where it is non-existent and there are some where the public institutions are quite hostile. Often these threats are accompanied by the lack of accountability and transparency from the government. At the same time, these governments accuse CSOs of not being legitimate and accountable. Accountable (and hence legitimate) may mean many things; moreover, one can be accountable to some constituencies but that is not recognised by others, or one can have all the best intentions to participate in public policy making but lack or may be accused of lacking legitimacy as an institution. It is, therefore, particularly important for CSOs that seek to hold the government accountable to ensure their own legitimacy and accountability. But how can we secure civic space and safeguard civil society rights if we are not independent from government? How can we represent the collective interests of civil society with neither the mandate nor reporting structures to make this claim reasonable? Most national associations receive a proportion of their funding from governments. However, many CSOs look to their associations to protect their right to criticise and to defend their advocacy positions in front of the government. It raises questions on the independence of national associations and their sustainability when they depend on government/public funding to carry out their mandates.

In order to maintain the right to do our work, fulfil our mission and obtain moral and financial support, we have established the principles of legitimacy, transparency and accountability (LTA) of CSOs. As CSOs, it is important for us to question and improve our own LTA. If we do not set our own rules, then these rules will surely be imposed on us. And national associations should lead the way in setting good practice examples, in developing models of good practice and self-regulation on issues of transparency and accountability, in promoting the LTA and in ensuring they do what they say they do, and that they are transparent and accountable to their stakeholders.

CIVICUS believes that by understanding, honouring and practicing LTA principles, the public image of CSOs and civil society will be respected. CSOs from various countries with diverse environments and opportunities can learn from each other and use the success of others for the benefit of themselves and their target groups. LTA will enhance the ability of CSOs to respond to attacks against them and the concepts of LTA will be more homogenous and fulfilled. Organisations need to know why LTA is useful and then they need to know where to get information and tools, talk about achievements and ask questions. For more, information on LTA and LTA resources and tools please visit http://civicus.org/lta. 

Civil Society’s Response to the Crisis in Haiti
Addys Then Marte, Executive Director, NGO Alianza, Dominican Republic, Humphrey Fellow, Maxwell School, Syracuse University

It has been more than two months since Haiti was struck by an earthquake which destroyed property homes, schools, hospitals, businesses and the Haitian Presidential Palace (1918), whose visible wreckage makes it a lot easier to understand what happened. The Haitian authorities have announced over 200,000 human casualties and more than one million people have been displaced.

Many are the humanitarian efforts undertaken in this first month to help the poorest country in Latin America and Caribbean. The American continent and governments from most other regions of the world have shown solidarity; sending different sorts of aid and paying visits. Companies and its customers have sent donations; celebrities and artists have joined the Haitian cause.

There are many local and international organisations working in Haiti, including NGOs like Save the Children, Visión Mundial, Pan American Development Foundation, Plan International, community churches, local associations, chambers of commerce, professional groups among many others. Those organisations have shown their solidarity with the Haitian people distributing drinking water, food and medication. They also gave special attention to the most vulnerable ones, such as children, and provided health care, helped with identification and rescue of victims and provided psychological support.

Haitian NGOs like CECOSIDA dedicate their work to the HIV infected persons who were also victims of the earthquake. This is a specific, focused and very important work in Haiti, considering – and according to UNAIDS – that this is the Caribbean country most affected by this epidemic, with over 120,000 HIV infected, including around 6,800 children. Organisations from the Dominic Republic’s have created “The Platform to Help Haiti”. Its Coordinator Román Batista said that 55,000 persons have received food, medicine and health care by this platform. Numerous Dominican organizations are working together with Haitian organizations from 12 distribution points at the cities of Port-au-Prince and Jacmel.

Civil society organisations and volunteers have worked hard in relief efforts producing and passing information throughout the social online networks, such as Facebook and Twitter. These have been very helpful in facilitating the process of reporting to aid centers, identifying ways and means of making donations, providing contacts and useful information for organisations working in the field.

A few hours after the earthquake on January 12, a message was spread among different networks about the first humanitarian aid collection center opened by Centro Bonó, a Dominican civil society organization. The professional message clearly indicated the kind of food needed for such emergency.

Now some efforts are focused on the reconstruction. Early projections had indicated it was needed 10, 15 or 20 years to bring Haiti, and its capital Port-au-Prince, to the level it was prior the earthquake. Some perspectives draw attention especially on the educational reconstruction, the governance and means of economic development in Haiti. The education subject is vital considering that over 50% of the population is illiterate and 80% of schools are private.

The challenges faced by Haitians are enormous and more concerted efforts are needed in the reconstruction of the country. Together with private individuals, celebrities and governments, civil society has mobilized to provide much needed relief and aid to Haitians. The strength of civil society lies in its ability to mobilize networks in times such as these.

Far a field in Africa, the “Africa for Haiti” Campaign has been launched by a group of African patrons with the aim of leading efforts for contributions based on a “people to people” campaign for the long-term reconstruction of Haiti. This campaign resolves around the famous African belief in Ubuntu which means "I am because you are". To know more about this campaign please go to www.africaforhaiti.com

David Kode

AGNA Support Officer
This e-mail address is being protected from spambots. You need JavaScript enabled to view it

CIVICUS House, 24 Gwigwi Mrwebi Street, Newtown, Johannesburg, 2001, South Africa
PO Box 933, Southdale, Johannesburg, 2135, South Africa
tel +27 11 833-5959 • fax +27 11 833-7997 • email This e-mail address is being protected from spambots. You need JavaScript enabled to view it This e-mail address is being protected from spambots. You need JavaScript enabled to view it