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Summary What is the state of DEI in US-founded international development organisations (both for-profit and nonprofit), and how has this state changed since 2021?   What has been the action, as compared to the professed intentions for action?    In this NGO Soul+Strategy podcast episode, I interview Shiro Gnanaselvam, President and CEO at Social Impact, on DEI (Diversity, equity, and inclusion) trends in US Development agencies.   Shiro’s Bio: CEO of Social Impact, a US-based mid-size consulting company that offers MEL (Monitoring, Evaluation, and Learning) services to the international development sectorFormer EVP and COO of Social ImpactCOO of AfriCare, largest and oldest African-American founded international NGO focused exclusively on the continent of Africa.Senior Director, Monitoring and Evaluation, Millenium Challenge Corporation  We discuss:  Racial and ethnic minorities remain under-represented in positions of powerThe global development sector remains predominantly white and female, including at the topDisability reporting shows signs of greater awarenessOrganizations have invested in establishing governance structures for DEI: policies, strategies and staff with dedicated responsibilities as well as collective staff bodies (DEI councils etc.)There are modest improvements in how diversity data are capturedCommitment to DEI remains, but competing priorities and resource limitations are a severe impediment to progressThere are tensions between global DEO, localization and domestic DEI that need to be resolved – but also many points of similarity  Resources: Shiro’s LinkedIn Profile Social Impact website Social Impact’s blog post on overall survey results Social Impact blog post on 7 actions the US development sector must take   YouTube video of this podcast Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces. Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities. You can find Tosca’s content by following her on her social media channels:  Twitter LinkedIn Facebook Youtube

Summary What should I imagine, practically, when a team coach starts to support my team? What does a well-known team coach find the most rewarding about working with nonprofit teams? Can a team coach detect any differences in team behaviors or tendencies between their for-profit and nonprofit clients?    In this NGO Soul+Strategy podcast episode, I interview Alexander Caillet, CEO and co-founder of Corentus, Inc., on all of the above questions,  including how to navigate team behaviors when it comes to organizational politics as well as decision-making.  His answers may surprise you!   Alexander’s Bio: ·       CEO and co-founder of Corentus, Inc. ·       Adjunct professor at Georgetown University,  in its Leadership Coaching Certificate Program ·       Alexander also worked at other coaching and consulting companies ·       His education is in Organizational Psychology   We discuss:  Corentus’ vision: thriving, high-performing teams that result in a sustainable and harmonious futureWhat differentiates Corentus’ approach to team coaching from other approaches is its blending of team coaching with team facilitation, training, and consulting Alexander is one of the pioneers in the relatively new field of team coachingThe various stages of a team coaching engagementCorentus has worked with a range of nonprofits: Save the Children, Oxfam, Technoserve, Syngenta Foundation, AIPP, and others.Alexander observes interesting differences in what pre-occupies teams in the for-profit and nonprofit space, respectively. They relate to themes such as productivity, efficiency, and effectiveness of processes, as well as decisivenessHe also observes differences in terms of a greater focus on achieving consensus or even unanimity in the nonprofit sphere, rather than using decision-making methods such as voting, delegation, and authority with consultation.  Quotes: “I was surprised to encounter issues of hierarchy, power, DEI, and dysfunction in the nonprofit sector, I had not expected these as much in this sector” Resources: Alexander’s LinkedIn Profile Corentus Website Corentus Email Info on Corentus' offer on Low bono / Pro bono team coaching opportunity   YouTube video of this podcast Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces. Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities. You can find Tosca’s content by following her on her social media channels:  Twitter LinkedIn Facebook Youtube  

Summary Leadership transitions are tricky -- and potentially risky -- moments in a nonprofit's life. What are the most common pitfalls or aspects that get overlooked when nonprofits -- and outgoing leaders themselves -- tackle such leadership transitions? What key strategies and tactics are essential to ensure a smooth leadership transition and maintain organizational stability? What are the habits, practices, and behaviors that are most aligned with a successful exit of an Executive Director? In this NGO Soul+Strategy podcast episode, I interview Ignacio Saiz,  who transitioned out of the Center for Economic and Social Rights (CESR) some 2 years ago, on the right way to do this.   Ignacio’s Bio: Senior Advisor on Human Rights, Economic Justice, and Strategic LeadershipFormer Executive Director at the Center for Economic and Social Rights (CESR)Ignacio also held various managerial and leadership roles at Amnesty International, including Director of Policy Programs, Deputy Director for the Americas, and other roles  We discuss:  How planned transitions should be seen as an opportunityWritten transition plans help in avoiding miscommunication, and in allocating clear roles and responsibilities for how to deal with the transition, while clarifying the timeline as wellA comprehensive communication strategy is vital: outwards (towards donors/funders, peers/partners), as well as inwards (towards staff, board, advisory councils, volunteers etc.)Participation of staff is vital. One mechanism can be representation of 1-2 staff in the Board recruitment committee, as long as the organization is  very clear though about staff's decision rights vis-a-vis  the selection of the successor Outgoing leaders often underestimate the anxiety that may occur among staff and some board members -- especially if their  tenure has been longWhether the outgoing leader plays any role in the organization beyond their tenure is a very tricky and highly contextualized  decision, and needs to be carefully negotiated between the outgoing and incoming leaders. Most importantly, this must be completely steered by the needs and preferences of the incoming leader.  Quotes: “Boards need to realize top leadership transition involves more than a recruitment”“Planned leadership transitions should be seen as a shared opportunity, not a cause for concern”“Transition takes at least two years, and has to include the transition-in period when the incoming leader needs active support”  Resources: Ignacio’s LinkedIn Profile Ignacio's blog post on the matter (note links at the end to two good additional resources)   YouTube video of this podcast Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces. Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities. You can find Tosca’s content by following her on her social media channels:  Twitter LinkedIn

Summary What are some structural things that are wrong in development aid and in civil society? Which mindsets most need to be decolonized when it comes to the relationship between global South civil society organizations (CSOs) and INGOs? Global North-founded INGOs need to be reimagined. How, in turn, do global South-founded NGOs have to change to take over many roles that INGOs currently still fulfill? And how do they need to recalibrate their power relationships with INGOs? In this NGO Soul+Strategy podcast episode, I interview Charles Kojo Vandyck, a development practitioner based in Ghana, a leader at the West Africa Civil Society Institute (WACSI), and a thinker on alternatives to development and alternatives to  INGO models.   Charles’ Bio: Development practitioner, based in Ghana, who is on a mission to drive transformative change within civil societyHead of the Capacity Development Unit at the West Africa Civil Society Institute (WACSI)Core team member, RINGO project – Reimagining International NGOs Founding Member of the International Consortium on Closing Civic Space (iCon)Trustee of INTRAC and an Advisory Board Member of Disrupt DevelopmentHost of the podcast Alternative Convos, which focuses on social cohesion as well as social change in Africa. You can find Alternative Convos on Spotify  We discuss:  The West African Civil Society Institute (WACSI), based in Accra/Ghana, is a regional organization focused on civil society support and institutional strengtheningRINGO project: the Reimaging the INGO project is a collaborative global project among civil society leaders to prototype new models of INGOs that shift power to the global South and equalize relationships between global South and global North NGOs as well as fundersAccording to Charles, here are some of the problems with current models of development and aid architecture: a projectized approach to development;  local expertise of people is insufficiently recognized in project design; the ad-hoc and short-term nature of money flows; the presence of dependency cultures; lack of asset-based models to development (instead of  deficit-based ones)The policies and ways of working of INGOs have to be part of what needs to shiftThe RINGO project helps to identify areas of stuckness and develop prototypes for alternativesThe hardest nuts to crack within the RINGO project are related to structural racismGlobal South NGOs also need to change their models: they need to invest more in talent development and succession planning, to help generational shift from founders to successors; develop their skills in intersectoral as well as intersectional approaches to development; and invest in technology skills.  Resources: Charles’ LinkedIn Profile Podcast Alternative Convos – on Spotify WACSI Website Reimagining the INGO Website   YouTube video of this podcast Click here to subscribe Email Tosca at [email protected]  You can find Tosca’s content by following her on her socia

Summary Welcome to our 50th podcast episode! In this episode, we continue to zero in on what it takes to adopt and shepherd innovation through social change organizations. I interview Emma Proud, head of Learning and Adapting at Brink, an agency that coaches and consults on behavioral innovation approaches.   Emma’s Bio: Head of Learning and Adapting at BrinkFormer Director of Organizational Agility at MercyCorpsDirector for Center for Adaptive Management at MercyCorpsEmma played other roles at MercyCorps, as well as at Save the Children and in private-sector consulting as well  We discuss:  Leadership mindsets Emma observes in social change organizations that act as an obstacle when it comes to creating innovation-friendly climates:overconfidencelow-risk appetitegetting distracted by the 'halo effect' of the new or the 'shiny'difficulty in killing your 'darling innovation projects' ( sunk costs phenomena also plays a role in this); in other words, difficulty with stoppingwhen considering the risks attached to innovation, not thinking through the risk of doing nothing as wellIt is helpful to move clients to an innovation portfolio approach (groups of innovation), accompanied by the development of criteria before you intervene in innovations; The importance of aligning innovations with the organization's strategic prioritiesInnovation 'shepherds' are different from those that need to be concerned with the adoption of innovation – the former are more organizational change managers  Quotes “Innovation is about better, not necessarily about new” (Ann Mei Chang, author of Lean Impact)”   Resources: Emma's Twitter Emma's LinkedIn Brink's website Stanford Social Innovation Review (SSRI) article by Emma Proud and others: 'The Adoption of Innovation Youtube video of this podcast Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces. Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities. You can find Tosca’s content by following her on her social media channels:  Twitter LinkedIn Facebook Youtube

Charity Navigator is a free online resource for US-based donors, an intermediary rating agency with 11 million unique users per year. It currently rates just about 200.000 US-registered nonprofits, both domestic and internationally operating ones, and is quite influential in driving the behavior of donors and, indirectly, of nonprofits that are rated on the platform. Charity Navigator has changed the indicators with which it rates nonprofits in significant ways in the past 10 years - and more is to come. High time to have a talk with Michael Thatcher, CEO of Charity Navigator, about what they are up to! Summary Who pays for generating the data that nonprofits need, and who should pay? What about the idea that some or all nonprofit outcomes are fundamentally immeasurable or have unmeasurable components? How could the US government IRS 990 forms that nonprofits have to submit to the US Treasury Service be improved to provide better data on activities and actual results?  In this NGO Soul+Strategy podcast episode, I interview Michael Thatcher, President & CEO at Charity Navigator, on his organization’s changing expectations of nonprofits, and how this impacts  US nonprofit behaviors.   Michael’s Bio: President & CEO of Charity NavigatorBoard member of Giving Gap and Keystone AccountabilityChief of Technology for Asia, Middle East, and Africa at Microsoft  We discuss:  Charity Navigator purposively does not charge donors or nonprofits to use its platform.Charity Navigator’s methodology has changed substantively since its inception – and in ways that at least partially respond to the widespread criticism that had been lobbed at the agency by nonprofit leaders, analysts, and funders.  One of many criticisms had been that CN reinforced the 'overhead myth' and thereby indirectly harmed the nonprofit sector.There is an interesting tension that CN has to hold between being largely publically funded (through average donations of $45 per person, annually) and offering just enough – but not too much – information to the average user of Charity Navigator's platformWhich non-US countries are considering starting an intermediary rating agency similar to CN, and how are they going about it?  Resources: Michael’s LinkedIn Michael’s Email Michael’s Twitter Charity Navigator Website Charity Navigator’s Press Room Charity Navigator’s Knowledge Base Youtube video of this podcast Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces. Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities. You can find Tosca’s content by following her on her social media channels:  Twitter LinkedIn Facebook 

Summary What is most difficult or challenging about operating as a leader in a place like Oxfam? What does it take to lead from a political frame in NGOs? Rational persuasion: is it overrated?   In this NGO Soul+Strategy podcast episode, I interview John Samuel, Oxfam Asia Regional Director on influence and power in complex NGOs. John is an expert on Organizational Development. He is also the founder of Bodhigram, an Indian grassroots social movement,   John’s Bio: Regional Director of Oxfam AsiaFormer President of the Institute for Sustainable Development and GovernancePresident & CEO of Trancivic InternationalPresident of the National Centre for Advocacy StudiesCEO of FORUM-Asia, the Asia Forum for Human Rights and DevelopmentInternational advisor at UNDP  We discuss:  What John is most excited about in Oxfam at this moment, as well as what can be challenging as a leader in OxfamOxfam is a complex organization, combining multiple DNAs of the respective affiliates, their histories, organizational systems and national cultures - how to navigate this most effectivelyWhat it takes to develop relationships of trust in an organization like Oxfam: negotiation across differences, people, power, and national cultures. Also understanding where people are coming from, rather than using the same measuring scale on allHow integrity, truthfulness, conviction, and principles can bypass or negate internal organizational political dynamicsJohn's experience is that some people are mission-focused; some are career-driven; and some task-driven; knowing how to recognize these different drivers is helpful.  Quotes:   “Organizations are about people, systems, and power” “An organization is a living system, it’s organic; an institution, on the other hand, is about systems” “Humans are fundamentally relational, so you lead through people and relationships” “Leadership is about communication acts, through language” “Power is not what you have but what you are perceived to have” (Saul Lewinsky)   Resources: John’s LinkedIn Website of Bodhigram, the grassroots social movement founded by John  John’s blogs: Dancing with dreams reflects part of the philosophy of Bodhigram On leadership and language  John’s predictions for a 2030 future for INGOs   Youtube video of this podcast Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces. Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities. You can find Tosca’s content by following her on her social media channels:  Twitter LinkedIn Facebook Youtube

Summary A number of NGOs have aimed to strengthen their global legitimacy by adding more global South members/affiliates. Is this truly a valuable strategy? Does it help with legitimacy to be more 'globally balanced'? What are the hard lessons learned about how to manage this process? And how do local civil society as well as government respond?  Hazem Fahmy, the CEO of the CARE Egypt Foundation and former Country Director of CARE USA-line managed Egypt Country Office, is an excellent source of wisdom on all of this. He, together with his senior leadership and with other 'change champions' in his broader team and in CARE globally, shepherded CARE Egypt's transition into full membership. What does Hazem consider the most interesting or rewarding about the ‘art and science’ of change leadership? Equally, what is the most difficult or frustrating about this experience with change management and leadership? In this NGO Soul+Strategy podcast episode, I interview Hazem Fahmy, CEO of CARE Egypt Foundation, on CARE Egypt’s Country Office transition towards full membership.  Hazem’s Bio: CEO of the CARE Egypt FoundationCountry Director for CARE Egypt Country OfficeWorked at CARE Egypt for 19 yearsPhD from New Mexico University in Water ResourcesWe discuss:  CARE USA had overseen the CARE Egypt Country Office for almost 60 years before it transitioned to full CARE membership (with a voice in global governance)These kinds of transformations should not be seen as a project but as a change journeyThe addition of global South members to CARE’s confederation means that new topics have been introduced within CARE: it has changed the organization’s discourse on what mattersHow the new global South  members demanded that global North members too should live up to the same  standards that are expected of them Organizational change processes like this always take longer than expected, but that is acceptable– it's about living up to the intention of change, not about project deadlinesHazem finds it rewarding to hear people who used to be doubtful about this strategic direction now applaud what has been achievedOne cannot be overfocused on keeping staff comfortable by saying that most things will not changeEgyptian civil society largely accepts the CARE Egypt Foundation as part of its own, while Government has started to involve it more in consultative roundtables - so the transition to full membership has helped with local credibility.   Quotes: “Change management means navigating a lot of ambiguity, it is a discovery process; change is not a project” “Don’t leave influential people behind” “I am not denying there is a privilege in being tied to the CARE mothership”   Resources: Hazem’s LinkedIn profile Hazem’s Email Website of Care Egypt Foundation Hazem’s blog:   Youtube video of this podcast Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces. Or email Tosca at 

Summary INGOs have been rocked by scandals and allegations of abuse of power, discrimination etc. in the last 5-10 years.  What kind of different types of scandals can we distinguish in our sector? Which factors that affect nonprofit scandals remain understudied? What's the distinction between integrity violations and competency violations? And should we be getting more concerned as a sector about the latter In this NGO Soul+Strategy podcast episode, I interview Cassandra Chapman, Associate Professor of Marketing at the University of Queensland, Australia, on causes, consequences, and prevention and recovery strategies for NGO scandals.   Cassandra’s Bio: Associate Professor in Marketing at the Business School of the University of QueenslandAssociate Editor at Nonprofit and Voluntary Sector QuarterlyFormer practitioner - Supporter Development Manager as well as Fundraising & Communications Manager at ChildFund, New Zealand  We discuss:  If the consequences of transgressions by nonprofits are directly relevant to the mission of nonprofits, then they are being punished harsher by the public and the mediaScandal consequences go up, if the nonprofit is perceived to be inactive afterward, or tries to cover it up‘Expectancy violations’ happen when nonprofits engage in ethical transgressions because nonprofits are perceived to be/are expected to be ‘good’Researchers should examine more on whether sector-level actions by nonprofit apex or peak bodies engage in apology, acknowledgment, and reparative actionsPersons who feel morally credentialled by working in nonprofits are actually more likely to transgress   Quotes: “My mission as an academic is to create usable know-how for practitioners” “People assume that there is a crisis in trust in charities; instead, actually, trust in charities has continued a little bit in charities over time”   Resources: Cassandra’s LinkedIn Cassandra’s Twitter Cassandra’s article: (this article is not available through Open Access; message Cassandra through LinkedIn and she can send you the PDF version) Cassandra’s short summary post on LinkedIn An upcoming website with summaries of articles by Cassandra: www.donorpsych.org Tosca’s essay on ‘Can organizational culture explain recent INGo scandals’ provides further perspectives   Youtube video of this podcast Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces. Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities. You can find Tosca’s content by following her on her social media channels:  Twitter

Summary What are the characteristics of 'digitally native' campaigning organizations? How do digital NGO campaigning organizations compare and contrast with traditional, 'brick and mortar' NGOs? Do digitally native civil society organizations and traditional NGOs sufficiently seek to complement each other, in order to maximize impact? I don't think they do. In this NGO Soul+Strategy podcast episode, I interview Nina Hall, Assistant Professor of International Relations at the Johns Hopkins University, on my episode 'Digital advocacy NGOs: a necessary, complementary force'.  Nina’s Bio: Associate Assistant Professor of International Relations at the Johns Hopkins University,  School of Advanced International Studies, EuropeNina's research explores the role of transnational advocacy and international organizations in international relationsPublished research on advocacy organizations and multilateral institutionsAuthor of the recent book Transnational Advocacy in the Digital Era, Think Global, Act Local (Oxford University Press, 2022)DPhil (Ph.D.) in International Relations from the University of Oxford We discuss:  Nina studies progressive national digital advocacy and other digital campaigning organizationsDigital advocacy organizations use digital campaigning tactics such as online petitioning, combined with offline tactics such as street mobilization, offline meetings with campaign targets, etc. Digital advocacy organizations are less likely to work on issues that are less broadly popular, such as minority rights issuesNina pushes back on the use of the word ‘platform’ for digital advocacy organizations since the actors she studies have actual HQs, paid staff, etc.The kind of digital advocacy organizations that Nina studies have most potential to be effective in more or less democratic societies, where they are in a position to pressure elected or appointed decision-makersThe profile of most ‘members’ (i.e. supporters) of digital advocacy organizations is that of middle-class, educated, urban citizens with adequate internet accessWhat are the strengths and weaknesses of this type of digital advocacy organization, as compared to those of traditional NGOs?What's the difference between staff-stewarding campaigning approaches versus member-driven approaches?   Resources: Nina’s professional Website Nina’s personal Website Nina’s book:  Transnational Advocacy in the Digital Era: Thinking Global, Acting Local, Oxford University Press, 2022 Nina's book recently won the ISA ICOM best book prize, see HERE Stanford Social Science Innovation Research excerpt of Nina's book - HERE Twitter thread by Nina on the book – HERE Youtube video

Summary What’s problematic about philanthropy in the ways the sector has practiced it for many decades? Are there limits to trust-based philanthropy? How do boards of grant-making philanthropies such as the Global Fund for Children have to change their composition, mindset, and oversight practices to lessen a compliance and upward accountability lens and to make themselves more responsive to actual needs?   In this NGO Soul+Strategy podcast episode, I interview John Hecklinger, President and CEO at Global Fund for Children, on how we can practice philanthropy that’s less colonial in mindset and practices. John’s Bio: President and CEO, Global Fund for Children (GFC)Co-Chair, Alliance for International Youth DevelopmentChief Program Officer, Global GivingBusiness development director, Global GivingDirector of Data Acquisition in the private sectorPeacecorp volunteer (US volunteering program)  We discuss:  Global Fund for Children acts as an intermediary in on-granting philanthropic resources from family and corporate foundations to child and youth-focused, local civil society organizations. It also facilitates peer cohort capacity strengthening among grantee partnersWhat John learned from working at Global Giving in terms of its innovative role in introducing crowdfunding to the nonprofit and citizen-giving sector  The risks when well-intentioned philanthropic organizations reinforce a mindset of compliance and upward accountabilityGFC stimulates homegrown philanthropy because communities have assets that can be leveraged How GFC’s board had to evolve in composition, mindset and practices  composition to be liberated from simply approving ‘pre-baked’ dockets of prepared projects and to move to an approach that allowed GFC to become more flexible and responsive to needsWhat does the future of philanthropy look like, beyond grantmaking, when on-granting organizations such as GFC have taken themselves out of the picture?  Quotes: “Everyone was getting smarter together once the board composition became more representative of the grantee partners it worked with”   Resources: John’s LinkedIn Profile Global Fund for Children (GFC) Website GFC’s blogs Podcast episode #22, NGO Soul + Strategy, with Dorothy Nyambi of MEDA Benchmarking study on Shifting Power among 17 CSOs (International Civil Society Centre)   Youtube video of this podcast Click here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces. Or email Tosca at [email protected] if you want to talk about your social sector organization’s needs, challenges, and opportunities. You can find Tosca’s content by following her on her social media channels:  Twitter LinkedIn Facebook 

Summary What is ‘transscalar activism’ in a nutshell? And how is it different from what academics call the 'Boomerang' model of international advocacy NGO networks? When did international NGO advocacy begin attracting the attention of academics, and why? What had shifted at that point, what had changed? What was the dominant narrative in academia for a long time? And what was wrong with that? In this NGO Soul+Strategy podcast episode, I interview Elizabeth Bloodgood, Associate Professor at Concordia University, Canada, and Christopher Pallas, Professor at Kennesaw University, USA, on major shifts in advocacy and campaigning approaches among NGOs. Trust me: their empirical research, based on practitioner case studies, is relevant for us practitioners.   Elizabeth’s Bio: Associate Professor at Concordia University in Montreal, Quebec, CanadaLecturer in non-state actors at the University of Pennsylvania, USAAssistant Professor at Dartmouth College, USA  Christopher’s Bio: Professor of Conflict Management at the Department of Political Science and International Affairs at Kennesaw University in Georgia, USAHis research focuses on nongovernmental organizations and their role in international policymaking and development  We discuss:  Chris and Beth argue that how we think about advocacy strategies in relation to the roles and practices of global North and global south founded NGOs is well overdue for an updateThe argument they make in their 2022 book ‘Beyond the Boomerang: From Transnational Advocacy Networks to Transscalar Advoacy’  is linked to hot topics of today, such as decolonizing aid, and a shift in power and agency between global South-founded and global North-founded NGOs – a shift that Beth and Chris argue has already been well on its way for 10+ year. The era of the so-called ‘boomerang effect’  model in global advocacy -- in which national-level global South-founded NGOs would link up to global North-founded NGOs on advocacy causes when they did not find their government to be responsive -- that era is overTheir argument as expressed in the book implies changes in what are legitimate, needed roles for global North-founded NGOs into the future.National NGOs in the global South now choose at what scale to operate (thus the term ‘transscalar activism’) – whether local, national, regional or global -- and these days ally with Southern CSOs as much as with global North-founded NGOsThis also means that we should expect to see that global South-founded NGOs will feel less obliged to engage in marketing and reframing of their local causes in order to get international partners or global-North based media on their side.     Resources: Elizabeth’s LinkedIn Profile Faculty page of Elizabeth Faculty page of Christopher Christopher’s Google Scholer page Book: &l