Questions / Comments / Clarifications

Q1. To GNETPAD – Not so clear on the goals and mission of establishing the NGO

Response: the goals and mission of GNetpad are embedded in its vision statement.

Q2. To Coalition on the Rights of the Child – The challenges of leadership, commitment, political and financial issues are most common to all NGOs. How do you deal with these challenges? Have you developed any mechanisms to deal with them?

Response: The network looks out for capacities & strengths of members, give them roles to play – e.g. involving them in training programmes run and facilitated by members within the coalition who have the experience.

With regard to leadership of the coalition, 40% executive are all neutral members and have no interest within the coalition and the remaining 60% are from the network

Q3. To InterAction - How can African networks develop to the level of US NETWORKS?

Response: Members budgets are much bigger than that of InterAction. Our activities tend to be very workshop heavy on every single issue but works and are effective. There are several working groups with specific issues in mind – e.g. a working group on Sudan exists. Additionally there are various directors for different issues – Advocacy Director, Legal Director and Information Director. The team however tries to be as coordinated as much as possible.

In terms of dealing with conflict, InterAction tends to use the byelaws as much as possible, however members are encouraged to write or protest since it is their right to do so.

On how African Networks can develop to levels of US, the response to that is to be specific about what you want to do, how and when.

Comment: Conflict arises in networks because many organisations come into the network with very high expectations. So from the very first day, these expectations affect the behaviour and attitudes within the platform. Individual interests rise over and above their own organisational objectives. They forget about their role in ensuring the success of the Platform. Addressing the problem is also a problem in itself. In such a situation how can the secretariat satisfy such organisations even as the secretariat attempts to raise funds/resources for the platform?

Q4. To what extent should networks be involved in legal issues between national governments?

Response: As much as possible, InterAction attempts to govern strictly with byelaws. InterAction does not get into legal disputes with members or the state; it is very strict about standards. At the same time communication is encouraged, going beyond emails and letters. It means reaching out and getting in touch face to face. Some members drop off so interaction is taking up a big drive to bring back the small members.

Q5. How long does the process of registering NGOs take in Ghana? Is there available information on Child Labour?

Response: Registration of an NGO can take a couple of days to weeks depending on the kind of contacts one has. Some CBOs/NGOs register at the District Assembly only. The urban based NGOs register with Ministry of Employment and Social Welfare.

Comment: Dynamic leadership is required to shift the direction of networks to be able to attract funding. Sustainability is to know when the problem that brought the network together is ended and the need to concentrate on other areas once the focus has shifted. This basically, is the root of all conflicts in networks – not realising when the focus has changed.

Q6. The structure of GAPVOD is not clear within the Network

Response: GAPVOD has constituent members from across the country but there are regional networks. Some board members are not members of the network. Sector coalitions also exist.

Comment / Question: Huge challenges have come up in the discussion but not enough solutions have been raised. How do you measure success? How do you know its time to quit?

Response: Success will be achieved when goals and objectives have been achieved. Most networks do not have clear goals which can be broken down into smaller achievable objectives.

Comment: On the issue of competition around resources, networks must so define their activities so that it does not conflict with its members activities. The network is there to harmonize and coordinate activities, by sharing information, training & capacity building, communication, research, monitoring of the NGO policy environment and legislative framework. This is where the network becomes relevant. For example, the Network does not get involved in HIV/AIDS project when it is aware some of its members are engaged in a similar activity.

One grave mistake networks make is to pretend to be donors when that is not their role. They give the impression that they can source for funding on behalf of network members. Funding of any kind should be utilised for operations at the network level and not necessarily for the funding of network members.