Spin-offs as part of the business development of Helvetas Eastern and South-East
Helvetas Swiss Intercooperation in Eastern and South-Eastern Europe is a regional nongovernmental organization (NGO) working to effectively achieve poverty reduction and improved socio-economic development since the early 1990s.
Fiche signalétique
- Départements participants Haute école des sciences agronomiques, forestières et alimentaires
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Institut(s)
HAFL Institut Hugo P. Cecchini
Agronomie - Unité(s) de recherche Agriculture internationale et développement rural
- Organisation d'encouragement Autres
- Durée (prévue) 01.02.2024 - 30.06.2024
- Direction du projet Prof. Dr. Zenebe Uraguchi
- Équipe du projet Prof. Dr. Zenebe Uraguchi
- Partenaire EYE Kosovo, Helvetas Swiss Intercooperation Kosovo
- Mots-clés Access to markets and value chains;Climate change mitigation and adaptation;Project cycle management and impact assessment;Capacity building;Curriculum development;Innovation and co-creation of knowle
Situation
Helvetas’ regional structure allows for high levels of agility in organizational development while also allowing for the use of expertise for wider outreach, addressing similar challenges across borders and contributing to greater exchange. Regionality is a value addition that the organization considers vital to its success and outreach. In Eastern and South-Eastern Europe, Helvetas primarily implements projects on behalf of various clients, mostly the Swiss government. While this provided the organization with a solid buffer in the past, the market is increasingly becoming competitive. More and more NGOs are seeking financing from traditional funding sources. Some donors are providing much less financing and for shorter durations than required (as mandates) and/or prefer instead channeling more resources to multilateral organizations. Diversification in sourcing funding and services with good ideas and human capital is consequently critical now and for the future.
Approche
To ensure adequate funding and remain relevant, organizations like Helvetas are investing in diverse areas, including core capabilities and specific knowledge that is hard to imitate, alliances with other NGOs (often called merger and acquisition – M&A), sharing of resources, facilitating cooperation and co-creation with private sector enterprises, and repurposing fundraising strategies. Many organizations design and implement some of the most creative solutions to the various development challenges within the regions and communities they serve. Yet what they often lack are (i) a solid understanding of the changing nature of the funding environment to compete and secure projects, (ii) the operational and administrative capacity to use available resources and generate the evidence base and learning for improvement; and (iii) clear strategy of maintaining portfolio while retaining staff of projects that end as a result of agreed-up on implementation timeframes. Sources of funding are shifting in priorities and size. Proposal solicitation cycles are aligned with the strategies of major donors, but they are also open – even though relatively smaller in size – to award projects based on ideas and negotiations.
