NGOs, Crisis Management and Conflict Resolution
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NGOs, Crisis Management and Conflict Resolution

Measuring the Impact of NGOs on Intergovernmental Organisations

Daniela Irrera

Daniela Irrera explores the relationship between non-governmental organisations (NGOs) and intergovernmental organisations (IGOs). The author reviews the issue of NGOs’ participation in the decision-making processes of intergovernmental IGOs and investigates new activities undertaken by NGOs, including their participation in multilateral humanitarian intervention operations, crisis management and conflict resolution.
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Chapter 6: NGOs’ roles in peace operations: a survey analysis

Measuring the Impact of NGOs on Intergovernmental Organisations

Daniela Irrera


At the end of the long theoretical reflection on the roles played by NGOs within the humanitarian system, empirical data can contribute in confirming some basic assumptions and developing future perspectives on a task – providing peace and stability and relieving human suffering – that needs to be accomplished through a multidimensional and integrated approach. As already clarified from Chapter 4 onward, the interactions with the major IGOs responsible for security management, the controversial relations with the military and the range of traditional and innovative duties exercised during the different phases of the crisis process constitute the ideal factors to measure the impact on the ground. Therefore the Humanitarian Non-Governmental Organisations’ Representatives’ Survey (HNGORep) is based on the need to build an empirical background for better understanding the identities and approaches of the most involved humanitarian NGOs as well as the effective dialogue and interactions they have with other actors of the humanitarian system. Discussions about the relationships with the military were not driven by the intention to challenge the core assumption of the literature on NGOs, that is the total refusal to merge with actors provided with different security language and culture. They were, rather, inspired by the need to verify to what extent the celebrated top–down mechanisms of coordination are perceived and applied, and, lastly, whether working in the same territory and on the same crises actually produces behaviours and practices that may be relevant and shape humanitarian action.

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