Cambodia-based NGOs are under the gun "as the government gears up to pass controversial legislation regulating the country's estimated 2,000 civil society groups" (Asia Times Online) who are part of a foreign donor-funded railway renovation project, costing approximately $141 million that will affect more than 4000 poor families living near the tracks.
On August 4, 2011, the Cambodian Ministry of Interior suspended Sahmakum Teang Tnaut (STT), one of several involved with monitoring the resettlement of residents displaced by the Asian Development Bank (ADB) and AusAID-funded rail project. At first, talks of suspension were due to inconsistencies in the group's paperwork, but later we found out the truth.
"STT operated and incited people to oppose national development by the government in order to make the development partners suspend or stop the project," the ministry said in an August 14 statement.
Since the suspension of STT, the government has warned NGOs about making "false" claims, such as the death of two children last year.
These NGOs have received criticism that marks them as using a project that will only benefit their career by exploiting others. They stay firm though stating that they are not opposed to national development.
But, since the United Nations "mission of the early 1990s seeded Cambodia with a vibrant civil society sector, NGOs here have had an ambivalent relationship with the government." (Asia Times Online) This, until recently, made Cambodia a safe and welcoming place to hold an NGO.
Some NGOs in Cambodia, such as VBNK- an NGO founded by Kumarian Press author Jenny Pearson - hold no responsibility in this debate, but still have to worry about more government interference. Like many NGOs, they choose to do business in a truthful way that will positively affect those in the country.
However, with the new regulation on the horizon, this may change things for NGOs, favoring more government involvement. If NGOs were honest, and handle their business practices with integrity, there, most likely, would be less government interaction. (Read Chris Corbett's new read to see how to create an honest nonprofit organization.)
These projects must be sustainable and help the people of Cambodia and if the government must intervene in order for this successful transition, then so be it.
Read more about this issue now.
Showing posts with label creative capacity development. Show all posts
Showing posts with label creative capacity development. Show all posts
Monday, September 19, 2011
Tuesday, July 5, 2011
Jenny Pearson's Creative Capacity Development - Now Available in Paperback
Ground control to Major Tom
Creative Capacity Development – reaching out across the space between multiple perspectives on capacity development
Several times in recent years I have found myself sitting in a room with some high powered people – bureaucrats, academics, technical experts, donor policy makers and the like – gathered together to discuss capacity development. At the first of these events I started by wondering what on earth I was doing there – I felt I was out of my depth and wouldn’t be able to contribute anything of value. Within an hour I had changed my mind and knew that what I had to contribute to the discussion was a much needed ‘voice of practice’. As I sat and listened to some eminent people saying some very interesting things, the title riff of the David Bowie number ‘Ground control to Major Tom’ kept popping into my head, and it just wouldn’t go away. From my perspective as a long term capacity development practitioner in a developing, post-conflict country it seemed to me that some of the ideas and opinions being expressed were just out there in the stratosphere. ‘Ground control to Major Tom’ is now my private mantra for all such meetings – it helps me stay grounded when the conversation is going off in directions I don’t understand, and it also helps me frame my contributions.
My book, Creative Capacity Development: Learning to adapt in development practice – launched June 2011, is the story of me and the organisation I founded trying to understand and integrate learning and change into our work as essential components of achieving sustainable capacity development. It explores the challenge of overcoming the profound blocks to capacity development that arise in complex cultural and post-conflict societies. It shows clearly that sustainable change only comes when you leave behind doing business as usual and embrace creative approaches that help people overcome their fears and move forward. My hope is that this book will make a contribution to building the bridges that are so badly needed to connect all the different groups concerned with capacity development – from practice on the ground to the upper echelons of political policy making, and all the levels in between, especially the in-country missions of international organisations, donors and INGOs.
I’m the first to admit that I don’t get it about the political and economic considerations and other mechanisms that drive aid and development policies, whether at global, home country or local office level. I realise that lack of understanding may reduce my capacity to be effective in facilitating positive change. However, on the other hand, I don’t very often hear any of the bureaucrats or experts I meet admit that they don’t get it about the realities of capacity development practice. The good news is that many are now recognising that the problem isn’t so much about knowing what good practice for capacity development should look like – the theory and some good examples are well documented - the problem is about knowing how to operationalise what is known. The bad news is that even in this changing understanding the voice of practice is rarely heard and even less valued in most of the debates about aid effectiveness, country ownership, and so on. Those who have something to say about the realities of actually doing capacity development don’t get a lot of air time in the complex agenda that seems mostly concerned with political considerations, accountability and measurable results. Despite the fact that we all (allegedly) have the same end goal in sight, there isn’t a lot of space for those who want to argue to doing things differently at the level of operations. Within the aid and development sectors there are multiple realities, world views and ways of doing business that are very far apart and this is reflected in the language we use, what we value and how we go about our business.
So who needs to learn to talk whose language? Who needs to understand whose perspective? Who needs to change their ways of working? The answer, of course, is that we need to learn how to understand each other in order to find a middle way that will increase the level and pace of change for the better. I learn about the issues and imperatives driving aid from going to meetings, reading position papers, research documents and so on. I hope that if some of the people working at other levels of the sector read my book, they will start to learn more about the challenges and realities on the ground and that will help us all move one small step closer to a shared understanding. Only when we all have appreciation and respect for each others perspectives and take them into account when framing our approaches to capacity development will we jointly be able to make a real difference.
Jenny Pearson has lived and worked in Cambodia since 1995. She has qualifications in social work and management and worked in the public sector in England before coming to Cambodia. She arrived in Cambodia as a volunteer and went on to found and direct VBNK, Cambodia's leading capacity building institution. She has played a leading role in developing the capacity of the not-for-profit sector in Cambodia, introducing creative approaches to capacity development and serving on the boards of several prominent development organisations.
In 2007 she was a visiting fellow at the Institute of Development Studies in the UK. Since her retirement from VBNK in 2008, Jenny spends her time consulting and writing about capacity development, drawing on her years of experience to contribute the voice of practice to the international discourse on capacity development. She holds dual British and Cambodian citizenship and lives in a village outside Phnom Penh with her adopted Cambodian family.
Creative Capacity Development – reaching out across the space between multiple perspectives on capacity development
Several times in recent years I have found myself sitting in a room with some high powered people – bureaucrats, academics, technical experts, donor policy makers and the like – gathered together to discuss capacity development. At the first of these events I started by wondering what on earth I was doing there – I felt I was out of my depth and wouldn’t be able to contribute anything of value. Within an hour I had changed my mind and knew that what I had to contribute to the discussion was a much needed ‘voice of practice’. As I sat and listened to some eminent people saying some very interesting things, the title riff of the David Bowie number ‘Ground control to Major Tom’ kept popping into my head, and it just wouldn’t go away. From my perspective as a long term capacity development practitioner in a developing, post-conflict country it seemed to me that some of the ideas and opinions being expressed were just out there in the stratosphere. ‘Ground control to Major Tom’ is now my private mantra for all such meetings – it helps me stay grounded when the conversation is going off in directions I don’t understand, and it also helps me frame my contributions.
My book, Creative Capacity Development: Learning to adapt in development practice – launched June 2011, is the story of me and the organisation I founded trying to understand and integrate learning and change into our work as essential components of achieving sustainable capacity development. It explores the challenge of overcoming the profound blocks to capacity development that arise in complex cultural and post-conflict societies. It shows clearly that sustainable change only comes when you leave behind doing business as usual and embrace creative approaches that help people overcome their fears and move forward. My hope is that this book will make a contribution to building the bridges that are so badly needed to connect all the different groups concerned with capacity development – from practice on the ground to the upper echelons of political policy making, and all the levels in between, especially the in-country missions of international organisations, donors and INGOs.
I’m the first to admit that I don’t get it about the political and economic considerations and other mechanisms that drive aid and development policies, whether at global, home country or local office level. I realise that lack of understanding may reduce my capacity to be effective in facilitating positive change. However, on the other hand, I don’t very often hear any of the bureaucrats or experts I meet admit that they don’t get it about the realities of capacity development practice. The good news is that many are now recognising that the problem isn’t so much about knowing what good practice for capacity development should look like – the theory and some good examples are well documented - the problem is about knowing how to operationalise what is known. The bad news is that even in this changing understanding the voice of practice is rarely heard and even less valued in most of the debates about aid effectiveness, country ownership, and so on. Those who have something to say about the realities of actually doing capacity development don’t get a lot of air time in the complex agenda that seems mostly concerned with political considerations, accountability and measurable results. Despite the fact that we all (allegedly) have the same end goal in sight, there isn’t a lot of space for those who want to argue to doing things differently at the level of operations. Within the aid and development sectors there are multiple realities, world views and ways of doing business that are very far apart and this is reflected in the language we use, what we value and how we go about our business.
So who needs to learn to talk whose language? Who needs to understand whose perspective? Who needs to change their ways of working? The answer, of course, is that we need to learn how to understand each other in order to find a middle way that will increase the level and pace of change for the better. I learn about the issues and imperatives driving aid from going to meetings, reading position papers, research documents and so on. I hope that if some of the people working at other levels of the sector read my book, they will start to learn more about the challenges and realities on the ground and that will help us all move one small step closer to a shared understanding. Only when we all have appreciation and respect for each others perspectives and take them into account when framing our approaches to capacity development will we jointly be able to make a real difference.
Jenny Pearson has lived and worked in Cambodia since 1995. She has qualifications in social work and management and worked in the public sector in England before coming to Cambodia. She arrived in Cambodia as a volunteer and went on to found and direct VBNK, Cambodia's leading capacity building institution. She has played a leading role in developing the capacity of the not-for-profit sector in Cambodia, introducing creative approaches to capacity development and serving on the boards of several prominent development organisations.
In 2007 she was a visiting fellow at the Institute of Development Studies in the UK. Since her retirement from VBNK in 2008, Jenny spends her time consulting and writing about capacity development, drawing on her years of experience to contribute the voice of practice to the international discourse on capacity development. She holds dual British and Cambodian citizenship and lives in a village outside Phnom Penh with her adopted Cambodian family.
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