The Development Change Agent is a micro-level approach to development contextualises the development change agent at grassroots through the author’s relationship with the local beneficiaries of development. Edited by Theron, F, the book explains and applies popular but contentious development concepts and approaches like holism, a people-centered approach, capacity building, empowerment and participation, and approaches relevant to social capital, indigenous knowledge systems and action research methodology are introduced.
The Management Development Institute (MDI) —South Africa
A joint initiative of Southern New Hampshire University’s School of Community Enterprise Development (SCED) and the Thembani International Guarantee Fund (TIGF) offer a 5-day training course to equip business, bankers, corporate social investment and policy making practitioners on how changes in the business environment and policy realm have implications for the way business is conducted.
Training Dates Date: 17-21 November, 2008
The International NGO Training and Research Centre (INTRAC) is conducting a three-day programme on Supporting Southern Advocacy in from 5-7 November 2008 in London, UK.
Support your partners to integrate advocacy work into their programmes. Benefit from this insightful course by learning how to identify core advocacy skills, find real issues, causes and solutions, as well as key strategies for policy change and advocacy in difficult contexts. Identify and meet the challenges faced by Northern NGOs and donors in building advocacy alliances with Southern partners.
A common critique of organisations working in the development sector is that of excess spending, with little result or impact. Whether this is a fair criticism or not, the vast majority of NGOs, CSOs and development agencies are cognisant of the need to demonstrate that they spend wisely on projects and interventions that are making a difference. This is only possible, however, if development work is underpinned by transparent monitoring, evaluation and response mechanisms that support our work. Unfortunately, we do not always get it right.
The Guide to the Nonprofit Organisations Act was prepared by the NPO Legal Support Project of the Legal Resources Centre in Cape Town. Researched and written by Mary Honey, this publication aims to assist community leaders, NPOs, service providers, paralegals, advice officers and all roleplayers involved in building and strengthening NPOs.
The role of an NGO leader involves much more than just ensuring that their organisations comply with all laws, policies and expectations. NGOs, for the most part, have been set up to have a positive impact on society, and so I believe that when necessary leaders should be “rebels” who can take on “the system” and be agents of change for good.
Some years ago, while working as a lecturer at the Wits School of Education, a student of mine asked me why it was that so many school rebels seemed to have good leadership qualities.