NGANGU - executif summery

Towards a contextualized proxi-mentorship of local associations in the strengthening of their capacities

Capacity strenghtening of local associations faces many challenges. How can we achieve organizational strengthening that is not limited to technical aspects since the most important challenges lie in the attitudes of partners (local and international) such as fear of change, feelings of misunderstanding or depreciation or risks of mimicry? How can we enhance the complementarity of each actor by integrating their specificities, their diverse knowledge and experiences?

In a fragile context such as that of the Central African Republic, the problem is historical and structural. Many local associations are former informal groups that became NGOs at the time of crises. This hybrid and organic model has many advantages, particularly for community mobilization, but also has disadvantages for international partnerships due to the lack of benchmarks and operational models, the need for time and mentorship to appropriate the operating and management methods of humanitarian and development NGOs.

Thus, CERAR and TEARFUND CAR set up the NGANGU pilot project ('strength' in Sango). This project sought to strengthen equitable partnerships between TEARFUND CAR and its local partners to strengthen civil society and the ability of local actors to make choices in an effective and contextualized manner. For the NGANGU project, CERAR developed an alternative capacity strenghtening and local mentorship approach, based on innovative principles, methods and tools and aimed at better reciprocity, complementarity and movind towards co-leadership between national and international organizations. These principles and methods allow local associations to integrate their learning into their everyday practices and are applicable with the means available according to the context and the circumstances of each local association. This contextualization to each situation and each association makes the NGANGU methodology transferable to other contexts or sectors.

Responses to challenges through NGANGU impact

A better understanding of the realities of local associations allowed them to make their specificities visible and valued and to be recognized by their partners. NGANGU allowed them to understand that their specificities are strengths for their positioning in the world of NGOs.
Their ability to articulate their vision, mission, roles and priorities and the acquisition of contextualized, inspiring and encouraging role models, allowed them to take ownership of the methods and tools adapted to their needs and to invest in longer-term plans.
A different perception of resources (financial, but also human and logistical) even limited, has led to an unblocking and a setting into motion. Local associations have learned to plan with the available resources and in case of challenges, to be creative and to look for alternatives oriented towards the expected results and the objectives set.
The ability to prioritize and limit changes based on objective criteria (priority for the association, feasibility within a realistic time frame, availability of necessary resources) has made it possible to acquire successful experiences of success and reduce the fear of change.
Enhanced abilities to make independent decisions, manage challenges and achieve goals, as well as better management of responsibilities and partnerships have increased self-confidence.
Better pooling of capacities and more collegial leadership, stimulating teamwork, has made it possible to distance themselves from the individual action of leaders and overly personalized management.

Towards a contextualized proxi-mentorship of local associations in the strengthening of their capacities

IMPACT REPORT OF NGANGU PROJECT IN THE CENTRAL AFRICAN REPUBLIC

Responses to challenges through NGANGU impact

A better understanding of the realities of local associations allowed them to make their specificities visible and valued and to be recognized by their partners. NGANGU allowed them to understand that their specificities are strengths for their positioning in the world of NGOs.

Their ability to articulate their vision, mission, roles and priorities and the acquisition of contextualized, inspiring and encouraging role models, allowed them to take ownership of the methods and tools adapted to their needs and to invest in longer-term plans.

The ability to prioritize and limit changes based on objective criteria (priority for the association, feasibility within a realistic time frame, availability of necessary resources) has made it possible to acquire successful experiences of success and reduce the fear of change.

Enhanced abilities to make independent decisions, manage challenges and achieve goals, as well as better management of responsibilities and partnerships have increased self-confidence.

Better pooling of capacities and more collegial leadership, stimulating teamwork, has made it possible to distance themselves from the individual action of leaders and overly personalized management.

The impact of the NGANGU project innovations

Cross-cutting methods

the gradual and phased approach

Contextualization

Capitalization

Contextualized Proximity Mentorship (CPM)

Specific méthods

a 360° self-evaluation

the adjustable action plan based on three pivotal changes

peer-to-peer learning