This resource is primarily for the members, managers and volunteers of big and small NGOs. People interested generally in development and the role of civil society may also find it a useful capacity-building resource.

It is a quick reference containing ten sets of tips and online tools on common topics related to the basic content of international and domestic laws and generally accepted governance principles affecting the civil society sector.

Download the booklet here…

However, at the dawn of the 21st century, new issues and forces have been influencing the external and internal environment of agricultural cooperatives worldwide. Some of these forces include: the restructuring of the agricultural sector such as demographic changes and diversification of member-farmers; highly-advanced technological innovations; large-scale marketing and changing consumer preferences; shifting international agricultural trade regime; and globalization of the financial market. All these factors have left many agricultural cooperatives, particularly in the Asian region, groping to find more efficient business models in an increasingly harsh economy, and leaving resource-poor small-scale farmers with no option but to realign their economic activities and meager resources to external signals.

Continue reading about agricultural cooperatives in Asia…

In line with this, the network conducted series of round table discussions (RTDs) from April until July involving key pioneer leaders and groups engaged in learning and research institutions. The RTDs initially looked into the possibility for building an Asian Rural Peoples Learning Institute geared towards providing more systematic learning opportunities for first and second line CSO leaders. Later, through the various RTDs, the idea took a different shape.

The emerging concept focused on developing a participatory technology geared towards identifying innovative solutions to problems on rural poverty. The concept paper has undergone its third revision and is being developed into a full-blown proposal.

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It was the first and entry activity for the new set of ExeCom members elected during the 6th GA in June 2006. The LDS generated a baseline of the needs of AsiaDHRRA leaders and will input into the leadership growth tool designed for each of them. The growth tool is subject to a review in the next LDS and in subsequent ExeCom meetings.

I am a lead catalyst of social change. I initiate processes that empower people thru collective action. I am able to animate, inspire, challenge, influence, mobilize and draw people together to define what they want and move forward towards a shared goal.

I practice Musyawarah thus allowing the dialogue of life to flow and be transformed into understanding and productive cooperation through consensus.

I put value to relationships. I respect and get enriched by the diversity of idea and cultures of the people I worked with. I maintain an open yet critical mind in the spirit of pluralism. I listen well and empathizes with people. I nurture and promote the fellowship and solidarity within my organization and the broader formations of civil society where I belong.

I am inclusive. I work for processes and mechanism that provide recognition and equal opportunity to people regardless of gender, age, color, beliefs, ethnicity and religion. I endeavor not to create divides between people rather create venues to welcome each one as a member of the human family.

I am an innovator. I am an eager learner thus I go beyond my comfort zone and tries new ways of doing things. I am not limited by current limitations and conditions. I explore new strategies and approaches. I invests on developing expertise. I maintain direct contact with communities to ensure relevance of programs and strategies.

I am an advocate. I able to gather and synthesize information in a simple and useful form and able to communicate it effectively to different stakeholders. I join activities which provide me information and collective analysis of issues with the end in mid of coming with better alternatives and policy reforms.

I am creative. I make use of traditional culture e.g. dances, songs, poetry, local products as means to communicate idea and build solidarity

I am a mentor. I allow new leaders to emerge. I create learning opportunities for people to rise to leadership. I provide enabling environment for young activists and development workers to accomplish their tasks. I provide a “gentle breeze push” to motivate them to take on greater leadership roles.

I am a bearer of hope. I manifest and exude inner strength, passion, clarity of vision and positive outlook which captures the imagination of people and inspires them to move towards a common direction.

I am persevering in the face of difficulties. I endure with joy and consumed by passion to accomplish the task at hand and to pursue the struggle towards the vision for social change.

I am a reflective practitioner. I nurture the habit of maintaining quite moments for reflection which allows me to learn from my experiences and enables me to recognize mistakes and make amends. My mistakes humbles me and allow me to be forgiving to myself and to others too.

I lead with integrity. I maintain high moral standards by not compromising my principles and the principles of the civil society I represent. I am just and fair in my undertaking . I do my best to do what I preach.

I lead a simple and healthy lifestyle. I manages my time efficiently to balance my work and family concerns. I keep myself physically fit through exercise, healthy diet, and creative breaks. I avoid wasteful and extravagant lifestyles.

Rationale for the Code of Conduct of Asian NGO Leaders
As members of the community of NGO leaders in Asia, we recognize the importance of articulating and making known to the broader public the ethical principles that guide the work of social development workers.

Ethical dilemmas occur when values are in conflict. The Asian NGO Leaders Code of Ethics states the qualities and values to which we are committed, and embodies the ethical responsibilities of an NGO leader in this changing environment.

We significantly work for the formation of social infrastructures at all levels particularly thru building alternative community-based models and cohesive networks, coalitions and social movements actively engaged in advocacy for policy reforms as our contribution towards the vision for just, free, empowered sustainable and happy rural Asia. As such we are committed to participatory and empowering processes. We have a special obligation to ensure the quality participation particularly of the grassroots to democratic governance as well as to access and control over resources necessary for sustainable development.

The principles expressed in terms of qualities of an NGO leaders used in this Code are expressed in broad statements to guide NGO leaders in assessing one’s conduct and hopefully aid in ethical decision making. These statements provide a view of an Asian NGO leader; they cannot and do not dictate conduct to cover particular situations.

This paper presents the broad outlines of an emerging Asian NGO leadership framework–AsiaDHRRA’s initial attempt to consolidate the insights generated out of the two rounds of leaders’ dialogue, along with personal accounts of Asian NGO leaders, and leadership best practice in the region. Because it draws heavily from the impressions and perspectives of a select group of leaders, this framework does not assume to represent the mindset of the full range of NGO leaders in Asia. It does however aim to define what it means to be an NGO leader in the region.

This framework is a work-in-progress. Aided by insights from other stories and accounts, we see it being further enriched and sharpening our collective understanding of Asian NGO Leadership. Ultimately, we hope that this framework becomes a living document which inspires NGO leaders to look deeper into themselves and their experience, thus nurturing their commitment to building empowered, sustainable and happier communities in rural Asia.

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Mirren’s major objectives, firstly, was to gain a deeper understanding of Asian rural realities and country development context, specifically, to know what WRF in-country partners are doing in terms of their work, programs and strategies, and be acquainted with their leaders and staff.

Secondly, to deepen understanding of regional and networking Work of AsiaDHRRA and AFA and relate these to the efforts and plans of WRF as a meaningful platform for global networking and cooperation and lastly, to expand solidarity and possibilities for cooperation.

Mirren’s exposure program took her to Malaysia (ERA Consumer Malaysia, DHRRA Network Malaysia), Indonesia (Binadesa/InDHRRA, API), Japan (Ainoukai), Philippines (AsiaDHRRA, PhilDHRRA, Pakisama and various other Networks, NGOs and farmers groups

Capacity.org is a web magazine and web portal intended for practitioners and policy makers who work in or on capacity development in international cooperation in the South.

The site is accompanied by a printed journal and an email newsletter, which are published quarterly in English, French and Spanish.

Each issue of Capacity.org focuses on a specific theme relevant to capacity development, with feature articles, reports on policy and practice, interviews and a guest column, and annotated links to related web resources, publications and events.

Click here to download the Capacity.org magazine – Issue 28 | July 2006