Civil society organisations, particularly community-based organisations, are often on the frontlines of responding to complex social challenges. Yet, they face a host of obstacles that limit their impact. Many are under-resourced and overstretched, relying on small teams to deliver programmes, fundraise and manage administrative tasks without access to adequate training, systems and leadership development courses. When core organisational functions are weak, interventions suffer. Considering ...
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Civil society organisations, particularly community-based organisations, are often on the frontlines of responding to complex social challenges. Yet, they face a host of obstacles that limit their impact. Many are under-resourced and overstretched, relying on small teams to deliver programmes, fundraise and manage administrative tasks without access to adequate training, systems and leadership development courses. When core organisational functions are weak, interventions suffer. Considering ...
The Learning Lunch - Community ownership is not a means to an end
The DGMT Learning Lunch
29 minutes
2 years ago
The Learning Lunch - Community ownership is not a means to an end
If you work in civil society or the socioeconomic development sector, you have probably heard, or used, the term “community ownership” because it aligns with broader goals of promoting social equity, empowering local communities and sustainable development. Community ownership goes beyond passive involvement or consultation and aims to empower communities to actively participate in decision-making and take responsibility for outcomes. In principle, civil society organisations and development...
The DGMT Learning Lunch
Civil society organisations, particularly community-based organisations, are often on the frontlines of responding to complex social challenges. Yet, they face a host of obstacles that limit their impact. Many are under-resourced and overstretched, relying on small teams to deliver programmes, fundraise and manage administrative tasks without access to adequate training, systems and leadership development courses. When core organisational functions are weak, interventions suffer. Considering ...
