Sudanese Indigenous Non-Governmental Organizations (SINGOS/Partners)

Norwegian People’s Aid has operated in South Sudan for over 22 years in solidarity with its people in spite of Khartoum’s prolonged embargoes. This was accomplished by working outside the Operation Lifeline Sudan with a mission to alleviate human suffering in coordination with indigenous NGOs. This cooperation strengthened further after the CPA.

Prior to the Comprehensive Peace Agreement (CPA), NPA facilitated and created enabling environment for many peace forums and financed civil education. After the CPA there was acknowledgement that women and youth had missed out on opportunities like education, skills training and higher education opportunities. Human suffering, uncertainty, poverty and lack of education within the political, economic and social context had to a great extent hindered the rapid transformation of a war-torn nation into a democratic society espousing equitable sharing of resources and fair dealing.

It is for this reason that in 2005 NPA in consultation with USAID/OFDA, boldly took on partnerships with over 18 Sudanese NGOs (SINGOs) with varying developmental mandates ranging from returnees protection, disarmament, relief distribution, skills training and peace building. “The apparent need for the success of implementation was building capacities of these local institutions and returnees resettlement”, says Martin Muiri, the Grants and focal person in partnerships management.

In 2006 NPA settled on returnees’ resettlement and capacity building of local institutions and subsequently developed and enhanced productivity of local institutions such as farmer groups, cooperatives, women’s groups, self-help groups, veterinary coordination committees and county development committees. Specifically and ever since this period, NPA has built CBOs and interest groups’ competences and encouraged the strengthening of relations and cooperation between SINGOs and the various government and international actors. NPA began promoting responsible governance, openness, inclusiveness and transparent decision-making in all spheres as reflected in its prior projects and borrowing from lessons learnt.

 

In 2007 NPA prepared with a budget close to $500,000 focused on urgent priorities, strategic fit, and became firm on agreed goals and clear objectives. Partners’ budgetary allocations reflected level of competence, sustainability and local needs. NPA successfully built CBOs physical presence in South Sudan who until 2006 had been based across East African countries. There was also completion of 5 modest functioning resource centers equipped to teach basic courses in entrepreneurship, tailoring, carpentry and brick-making targeting women and youth. These young institutions were spread out in Unity, Upper Nile and Jonglei.

 

2008 to 2009 financial years were successful and defining moments for partnerships. NPA Sudan programme underwent organizational restructuring to conform to NPA global strategy and consequently, some partnerships fell under various programs based on scope and strategic fit. NPA pertinent programs in this sector are Civil Society, Gender & Equality, Development and Emergency.

 

Presently, NPA is revitalizing political and civil human rights which serve as linchpins for equality and development. Social inequality and a biased distribution of resources comprise main bottlenecks to peace, prosperity and development. Indeed, local institutions are now on growth path to promoting communities’ struggle for equitable distribution of resources and democratic participation.