for organizations involved in international activities)

January/February 1998 Volume 2/Number 1

From November 21-23, 1997 leaders of North American based international NGOs met at a conference co-sponsored by CIVICUS: World Alliance for Citizen Participation, the International Society for the Prevention of Child Abuse and Neglect (ISPCAN), the International Council for Adult Education and the Johnson Foundation. The leaders came together to compare notes on the governing of international NGOs (in areas such as organizational structure, Board development, communication, membership and strategic alliances and partnerships) as well as to discuss the possibilities for an on-going network.

At the end of their discussions the leaders agreed to continue their discussions via electronic listserv as well as other modes of communication, and develop an INGO case statement to better articulate the important results obtained by operating on the international level. The leaders also agreed to continue to explore ways to further strengthen this network and to publicize the collective work of the international NGO community.

The other organizations whose leaders attended included the International Association for Volunteer Effort (IAVE), International Federation of Training and Development Organizations (IFTDO), International Women=s Tribune Center (IWTC), Mega-Cities, Mexican Center for Philanthropy, and the Panos Institute. Bonnie Koenig of Going International was the project leader for the conference.

By Suzy Salib, Program Officer, Opportunity International - US

For the past 27 years, OPPORTUNITY International and its Partner Organizations have provided credit and business training to enable poor entrepreneurs around the globe to start or expand their own businesses, increasing their income and transforming their lives.

During the early 1990s, the number of OPPORTUNITY International Partners doubled, from 26 to 53 organizations. 47 of these were in "developing" countries, and the remainder were in developed countries.

As a result, there was an apparent need for greater strategic direction, coordination and support among Partners. Partners initiated a two-year process to create a structure of relationships that would enhance their collective ability to meet these needs and achieve their missions, balancing the autonomy that Partners valued with the authority required to improve coordination and strategic direction. This process culminated in a Network Forum that brought together over 50 Partner Organizations from 32 countries to create a new membership organization, the OPPORTUNITY International Network. The new Network will enable Partners to raise their service and performance standards. The main features of the Network are centered around membership standards, an accreditation process and Network Service Centers. To demonstrate their commitment to accountability and shared responsibility, all Partners will participate in Network governance and contribute membership dues to cover the costs of the new Network.

Partner representatives led these efforts through their service on an 11-member Network Design Council (NDC). NDC members brought valuable experience to the process and provided accountability to Partners at every stage in the decision-making process. Also critical to broad participation were an extensive Partner survey and in-depth interviews

conducted by NDC members. The NDC commissioned a survey of future trends affecting microenterprise development as well. Combining this information with the survey and interview results, the NDC developed 11 resolutions outlining the basic framework for a new network governance structure.

Membership Standards

Throughout the process, Partners voiced their support for membership standards that would provide benchmarks of performance relative to other organizations and incentives for maintaining high standards of excellence. As a result, members in the new Network will be either accredited or

provisional members. Accredited members will include those organizations that have met all membership criteria and have completed a formal accreditation process. Provisional members will include those

organizations that meet membership criteria, but have not completed the accreditation process or are no longer meeting accreditation standards.

Accreditation

Partners also endorsed the accreditation process as an integral part of membership. Accreditation will be vital in providing Network members with new technical resources for building quality, sustainability and outreach capacity. By reviewing the performance of members against established standards and guidelines, in priority performance areas, the accreditation process will also build Network-wide best practice. Central to achieving accreditation will be each organization's self-evaluation and a peer review process.

Service Centers

To replicate key best practices in management and lending among members, Partners supported the creation of Network Service Centers. Service Centers will provide a more systematic infrastructure for promoting knowledge, tools and systems across the Network. They will focus and refine the technical assistance services available to members on a Network-wide basis, providing more opportunities for local expertise to be applied and shared more effectively. Many decisions regarding the location of Service Centers, allocation of responsibilities among current Partners and other management considerations still remain to be made. But the new Network structure will allow for Service centers to be distributed across the Network, with services flowing in both directions between developing and developed countries.

Governance & Member Dues

Partners expressed their strong desires for a broadly representative governing body that would provide accountability, shared responsibility and minimal bureaucracy. A 12-member international board of directors comprised of people who are already serving on the local boards of both Support Partners and Implementing Partners will represent seven regions. This broadly representative board combines local and international representation, giving every Partner a voice in the new Network. The Network Board will determine strategic priorities for the entire Network and maintain its mission and vision. Responsibility for the development and management of membership standards, the accreditation process and Network Service Centers will be delegated to a Network Office. The Network Office will solicit Partner input throughout these processes. This small office will also maintain Network-wide communication flows, oversee Network-wide training, develop new Partners and manage and provide support to Regional Offices. Dues will be based on a percentage of Partner budgets and loan portfolios, promoting shared responsibility and mutual accountability.

Next Steps and Conclusion

Partners representing 32 different countries unanimously approved the resolutions creating the new Network, and their boards of directors are currently ratifying them. As the collective understanding of "we" expands through the Network, Partners are building a vision not just of what the

Network Office will do for them, but what they will do for each other by working together in a new way.

For additional information contact: Larry Reed, Managing Director, Opportunity International Network via e-mail at lreed@opportunity.org

Question: AHow does your organization maintain good communication across geographic boundaries"

By Cynthia Mills

Executive Director

Pilot International & Pilot International Fdn

("Serving people with brain related disorders and disabilities.")

Answer: In order to address effective communication across geographic boundaries, one must consider a comprehensive definition of "good communication."

For purposes of my response, "good communication" shall be described as interaction between two or more parties in a time sensitive manner, via the most appropriate vehicle, with full consideration of the parties interacting - (including language and cultural sensitivity issues) - which produces effective results as measured by the understanding and satisfaction of those involved..

Pilot International has adult and student members in nine countries world-wide, speaking primarily Japanese and English. In communicating effectively, we identify who our audience is; what needs to be communicated; within what time frame; how often; the most appropriate vehicle; and the preference of the audience. The introduction of geographic location into the picture presents numerous issues of which timeliness, cost, translation, and cultural issues are only a few.

With the introduction of mass technology to the home and office, the expectations of all members, regardless of location, has increased -particularly regarding speed of the communication. Technology has introduced a more personal and regular interaction with the membership due to the speed and reduced costs of communicating.

Pilot introduced voice mail two years ago so that the organization and individual staff members can be accessed 24 hours a day; as is true of facsimile communications. E-mail - both internal and external - was introduced a year ago and has become a regular feature of member services.

Translators who are fluent in English have been identified as points of contact within Japan and relay messages between non-English speaking members and the staff, so that everyone has equal access to Headquarters. Pilot is also listed on several non-profit web sites with basic information about programs and services. A Pilot web page will be up within six months to provide information world-wide and to begin interactive service to all members. Possible plans to provide some of the material in translation on the site is in discussion. An additional benefit of these new communication features is the instant member feedback and evaluation that is possible, whether it be of the web site itself or of a recent publication, article, decision, and etc. Training, education, and communication materials are also available to our membership in Japanese.

Steps to educate staff and board members who must interact with members from various cultures are on-going. Training in the form of trips to various locations were members are located has opened many eyes to necessary variations in membership services development and delivery. Meetings between staff and members at international convention to address the needs of various geographic constituencies has become a popular and regular part of our membership services activities.

Communication is a purposeful art. "Good" communication transcends all barriers to worthwhile organizational missions.

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ARIES is an on-line network of nonprofit organizations in Europe. Their website is <http://www.aries.eu/int>

According to the French newspaper ALe Monde@ the Internet is increasingly multilingual. AThe percentage of web sites using only English has fallen well below the 90% estimated last year. Some claim that the share is now only about 60%.@

-@Le Monde@, Paris, June 16-17, 1997 as translated in the AWorld Press Review@, New York, October 1997