The peace agreement and the establishment of a government in south Sudan pose new challenges to established means of NGO coordination. Working under a tripartite agreement between the UN, Government of Sudan (GoS) and the SPLM meant that NGOs, which came under the umbrella of the UN, were unequal partners. With the establishment of the Forum and the SC, NGOs could use their collective voice to greater advantage. Unfortunately, the OLS/non-OLS distinction – which the UN was obliged to maintain rigorously until the peace talks were well underway – created artificial divisions and rivalries which undermined coordination between NGOs. Lack of international political recognition of the SPLM’s de facto government complicated attracting funding. Lacking a viable tax base, and in the absence of effective governance and regulation, the local authorities resorted to taxing NGOs directly and indirectly – behaviour which was tolerated, and even encouraged, by some donors.
Southern Sudan has presented a unique operating environment for the NGO community for the better part of 22 years. During the civil war, Operation Lifeline Sudan (OLS) defined the space for NGO activity regardless of participation in OLS itself; and since the signing of the Comprehensive Peace...
"NGO Coordination Bodies: Funding strategies" outlines various funding strategies and the advantages and disadvantages that come with them. These strategies include: core donor, consortium, subscription, and service charges.
This note clarifies leadership and coordination arrangements in the situation where a complex humanitarian emergency or natural disaster is taking place, a Humanitarian Coordinator has been appointed, and a UNHCR-led refugee operation is also underway. The detailed accountabilities, roles and...
