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2 Defining the Challenges of Coordination
2 Defining the Challenges of Coordination
Pages 7-14
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From page 7... ...
The first session of the workshop discussed the ethical, cultural, and social obstacles faced by peacebuilding organizations in adopting technologies to break down the information silos in which they work. A CLASH OF CULTURES Tremendous progress has been achieved over the past 20 years in improving the sharing of information among organizations involved in peacebuilding, said Ambassador Robert Loftis, Interagency Professional in Residence at USIP.
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From page 8... ...
DATA SHARING IN CONTEXT To understand the challenges of information sharing, it needs to be seen in the context of the broader structure and experience of civilian-military relations and civilian management of humanitarian, development, and peacebuilding activities, said Randy Tift, senior policy advisor in the World Vision US International Programs Group. For NGOs, information sharing occurs along a spectrum of involvement, from information gathering and needs assessment to the use of information for the delivery of aid or services.
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From page 9... ...
World Vision seeks to engage in ongoing dialogue with the military and police, with a view to promoting adherence to international humanitarian law and other human rights instruments and to increasing the military's understanding of the roles of humanitarian organizations. World Vision recognizes that in some cases military and international police actors are in a unique position to provide data about specific humanitarian needs.
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From page 10... ...
Enabling NGOs to act independently, even when implementing programs funded by the US government, is not only necessary but makes the achievement of US strategic objectives much more likely. NGO independence does not bind NGOs operationally to security imperatives but rather strengthens US security by addressing root causes of insecurity, according to Tift.
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From page 11... ...
Some forms of data sharing or other kinds of collaboration with the military or other government agencies can be appropriate, Tift acknowledged, but not if they undermine humanitarian objectives. As an example, he cited a case in Afghanistan where World Vision was asked, as part of a US government grant, to retarget the beneficiaries of its aid to serve counterinsurgency objectives.
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From page 12... ...
" Military culture is more amenable to evaluation than is the development community, said Campbell, but in either case representative stakeholder dialogue focused on outcomes can yield the information needed to adapt and learn. Tift identified another missing ingredient: effective policy dialogue among organizations, especially between NGOs and civilian agencies in the US government.
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From page 13... ...
In this way organizations can adapt based on what they learn, though this typically works best in smaller and more agile organizations. In larger organizations, change can occur in pockets of the organization that encourage adaptation and learning.
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