Distribution by Region

Distribution by Organisation Type, Document Type, Region and Year

Competition occurs mostly in documents published in Europe, followed by Asia, North America, Africa and MENA with comparatively smaller contributions. Overall, the top five contributors in terms of occurrences are RC, NGO, IGO, NGO_Fed and State organisations.

RC, NGO, IGO, NGO_Fed and State documents provide the greatest number of occurrences, primarily from activity reports published in Europe.

There are different ways to contribute to the process of desired change to realize self-reliance, which includes networking, funding long-term programs, providing technical support and grants, promoting access to private sector loans, promoting positive competition and other creative methods that can contribute to empowering communities in the realization of self-reliance.

Major urban events, such as sports competitions, can be significant triggers for actions to address climate change

Activities include seminars and debates with students on human rights; cultural activities such as music or writing competitions; theatre performances for and with students; dissemination of human rights education materials in schools; training for teachers and other school personnel; and the setting-up of human rights clubs in schools.

Goals for 2014: If we are going to thrive in 2014 and beyond, we need to develop strategies to overcome challenges such as reductions in government funding, increasing competition, growing stakeholder expectations, increasing urban poverty and incorporating new technologies.

The problems of competition, duplication of work and fragmentation of efforts continue to exist within the NGO sector.

A number of reports have highlighted various issues contributing to xenophobia; some of which include poor service delivery and competition for resources.

The environment, itself, may be a source of the conflict in that it contains the resources over which competition may arise and intensify into armed conflict. At the same time, the environment itself can be damaged by warfare arising from this competition or other causes of conflict.

• is a/an

  • positive, organized event related to the humanitarian sector

• • project, activity

  • approach, creative method

  • trigger for action

  • chance [i.e., opportunity]

• results in

  • gains/benefits (for organised events)

• is a/an

• a generally negative dynamic between humanitarian actors

• challenge, risk, issue

• criteria

• is characterised as

  • ever-increasing

  • generally negative

  • unfair for smaller local organisations

  • a means to increase performance/standards

  • worsened by a broken funding system

• is regulated via

  • competition policy & law

• is caused by

  • the need for fundraising & other resources

• is related to sector-wide issues

  • duplication of work

  • fragmentation

  • lack of cohesion

  • withholding of information

• results in

  • operational challenges

• is a/an

  • activity

  • factor

  • problem

  • a driver of humanitarian issues

  • cause of conflict

• is characterised as

  • ever-increasing

  • generally negative

• results in

  • increased antagonism

• • economic challenges

• • resource loss

• is regulated via

  • competition policy & law

• is caused by

• • increased demand

• • increased scarcity

• • crises/disasters

    • their increasing frequency

    • climate change

  • other socioeconomic conditions/policies

• • the presence of humanitarian aid

Also we actively launched first aid competitions , road safety campaigns, and stop swimming accidents campaigns to spread the culture of safety awareness.

The ICRC sponsored students from Zimbabwe to take part in an annual all-Africa moot court competition.

To engage children in the subject, some 250 pupils from across Georgia participated in an IHL competition organized by the ICRC.

The CSNIS Team organised an all island essay competition, for children and adults, on 'Sharing Knowledge towards Humanity'.

Through SPARK's training efforts almost 500 entrepreneurs were trained in 2011, while more than 2,000 Business Plan Competition proposals were accepted, showing both the necessity and the opportunities of Rwanda.

Humanitarian assistance can have unintended negative impacts. Valuable aid resources can increase exploitation and abuse and lead to competition, misuse or misappropriation of aid. Famine can be a weapon of war (e.g. deliberately depopulating an area or forcing asset transfers). Aid can negatively affect the wider population and amplify unequal power relations between different groups, including men and women. Careful analysis and design can reduce the potential for assistance to increase conflict and insecurity (including during natural disasters). Design to ensure equitable distribution and the impartial targeting of assistance.

With the child focused intervention, communities are now able and geared to work with us. We experience stiff competition on the ground on fundraising work mainly because of saturation of the market. Many NGOs fundraise through child sponsorship and their mode of programme delivery is service provision and direct support which sounds more palatable to people in need than our strategic approach.

A growing body of evidence suggests that threats to livelihoods, immigration and resource scarcity can become sources of violent conflict, and indicates that climate change can directly and indirectly influence these trends.262 Indeed, the United Nations Security Council acknowledges climate change as a threat to human security as resource scarcity, water stress and migration potentially lead to competition and conflict.263 Still, there is much uncertainty about the specific causal links between climate change, human insecurity and the risk of violent conflict.

Many developing countries struggle to implement investment, trade and competition policies that contribute to good business and investment climates while at the same time supporting local entrepreneurship. Countries interested in attracting investment need to carefully weigh the costs of regulation against its intended benefits. For example, when striving to create favourable conditions for foreign investment, governments need to be careful not to: ● discourage public sector investment in public goods, such as the provision of education, energy and water ● crowd out domestic private investment ● permit excessive deregulation.

For the development of a macroeconomic management infrastructure, JICA provides support for the establishment of economic laws such as competition law, the formulation of macroeconomic models and the improvement of economic statistics including industry-related tables.

Public service recruitment and performance management processes are more transparent and merit-based, with all vacant positions now advertised for open competition and managed centrally by the Public Service Commission.

Football for Peace 2015 participants with players from the Loyola Meralco Sparks and the Meralco Football Club, and officers from One Meralco Foundation and the Philippine Marine Corps. their character hoping that the values they learn from playing the sport would inspire them to embrace the concept of friendly competition and adopt the culture of peace.

In other countries, the regulatory environment for private pension funds is similarly in flux, which may put at risk local capital market development. Moreover, the high level of government ownership of banks poses risks of directed lending and unfair competition.

Political indifference and negative competition between political actors may result not only in political tensions between groups and communities, but will also discount the potential for policy to address vulnerability within the country.

Without true political competition, meaningful opposition parties and independent judiciaries and legislatures and with little room for independent civil society organizations, unconventional and volatile political and civic action may possess an appeal.

The chart below represents the distribution of competition between 2005 and 2019 in terms of the number of occurrences and relative frequency of occurrences. It also allows you to view the distribution across Regions, Organisations and Document types.

In general, competition in the fundraising market is fierce with an increasing number of international actors.  Smaller organisations, such as SCA, are clearly at a disadvantage.

However, there is one field where we continue to struggle.  AHA, as an independent African actor, is at an ever-increasing disadvantage in the competition over funds.  Handicapped by economically weak constituencies; African governments are in the same predicament as we are.  To compound the situation, our chief international partner and sponsor over the years - the UNHCR - is itself struggling to mobilise resources, thus putting financial and other demands on their NGO partners, pushing out most Africa-made organisations.

But for all the possible benefits of international partnerships, in reality, international actors are often in direct competition with national actors, yet the odds of receiving funding remain heavily stacked in favour of international actors.  The financing architecture – its systems, standards and culture – is entrenched and unable to adapt to changing realities concerning who is best placed to respond.  This is in large part because those who benefit most from the status quo – international mediators of funds, who control the terms on which funds are passed on – are those who have the greatest influence in shaping the system.

Moreover, in some cases, the costs of employing military assets for disaster relief are billed directly or indirectly to humanitarian/development aid budgets.  This practice tends to deplete aid funds that could otherwise be spent on food, medicine and shelter and thereby puts the military in direct competition with aid agencies

The problems of very poor communities in the developing world seem suddenly closer to us in our current economic difficulties.  With a renewed sense of shared destiny, we can perhaps open ourselves to learn from those with long experience of crisis.  While the rich world is ruled by the law of competition, the poor know they can only survive through collaboration.  Every CAFOD project I visit proves the value of this instinctive solidarity – as volunteer carers sit with AIDS patients, as women run micro-credit operations based on mutual trust.

NGOs have also to adapt their role to new challenges: with the end of the bilateral competition, the world is going through a phase of extreme global competition, driven by special interests rather than the general ones and the common good.  Precisely for this reason it is necessary that an NGO has principles and values to be pursued as a guideline, today even more than in the past, with commitment, determination and accountability at every level.

With increasing competition for the more limited funds for development, and many looking for quick 'outputs', some grants are given to those with particular skills in proposal writing rather than those who are best at working with the communities. It is, therefore, difficult to maintain AAH-I 's vision of community-driven and sustainable improvement in the quality of life of disadvantaged communities. Our new strategic plan, launched in October describes the role of self-reliance and empowerment of the community to manage and govern their own development and hopefully incorporate the advantages of some of the one disease 'vertical' programmes with out being subverted from more holistic development.

Increasing competition for funds: With the increasing buoyancy and capacity of the civil society, the competition for the limited available development funds, is increasing.  Intermediary organisations that provide professional fundraising services for organisations that do not possess fundraising capacity, have also mushroomed.

Competition with other NGO's has also been a challenge as there is a lot of duplicating of projects within the same locations, which has hindered a quality service being provided.  This has been a problem as community members then have a high dependency on humanitarian support and leading to non conformity to the course of development in terms of depending on themselves and their environment to better the situation.  This also brings a setback in following up of the community members' progress as they visit different sites for their 'aid' and getting a clear picture of their improvement becomes difficult.  The process of coordination between the NGO's has already been rolled out to avoid duplicating of activities.

Arguably, rather than there being too few agencies in Darfur there are in fact too many (small) ones. Competition over scarce resources, including human resources, has fragmented the overall response, and professional capacity is thin on the ground in many agencies.  Heads of agencies confirm that many positions remain vacant for extended periods, and that staff turnover is high.  This dearth of international staff has obvious implications for protection by presence, which relies for its force precisely on the foreignness of the presence.

Humanitarian aid should not be judged for failing to deliver in a role for which it was never designed; and yet it still has to adapt to changing times.  It's not a competition – we have to work together We wish to see a move away from the current situation of inter-agency competition, which wastes scant resources, towards a model of collaborative efficiency.  In the last decade the number of humanitarian organisations has expanded rapidly, creating a crowded market where everyone competes to raise funding from the same pot of limited financial resources.  With a few exceptions there is very little practice of working together to reduce overhead or procurement costs.  While the need for joint planning is often talked about, in reality every organisation is an island.  'Turf wars' are a common occurrence, with each organisation trying to position itself as the best implementer–and therefore most deserving of donor funds.  This duplicates efforts and saps energy which humanitarian aid can ill afford to lose.  The humanitarian and the development worlds cannot continue to exercise what is at best a benign neglect towards each other.  They must commit to working constructively together.  Part of the problem lies in the use of outdated definitions, used primarily by donors, which create artificial and unhelpful divisions.  There are growing inter-linkages between humanitarian, development, peacekeeping and climate change-related interventions and this should be reflected in the funding responses.

One of the most corrosive aspects of this problem has been the use of clusters as project funding channels.  This has been administratively dysfunctional, diverted clusters from their raison d'être and exacerbated the worst kind of negative competition between humanitarian actors.  The establishment of a pooled funding mechanism – akin to an ERF – where funding decisions are made collectively, based on clear criteria and cluster needs mapping, would go a long way to solving this problem.

Despite these constraints, UNDP continues to make an important contribution to achieving the MDGs, working increasingly closely with our sister organizations in the UN system.  Such cooperation should not mean a lack of competition in ideas or methods, but it should mean that there is a synergy in our actions which allows each organization to take advantage of its comparative strengths, pool resources when needed, and work in partnerships, which enable developing countries to steer their own development.

Two results of this level of resourcing are an unusually high level of competition ; and an emphasis on accountability.  Competition The abundance of funds led to an influx of agencies into some tsunami-affected areas, and there were instances where agencies competed over communities and beneficiaries.  An Indian colleague related how his friend's daughter had nearly been commandeered by an agency worker; 'Where did you get the little girl?  ', the staffer demanded to know.  At the same time, competition had some healthy effects.  It drove up standards.  For example, in South India initial hastily-constructed 'sheds' were replaced by standard houses with palm-leaf roofs, built to Sphere standards.  Partners had much more power to negotiate terms.

Also institutional funding enabled us to continue our support for victims of conflict and disaster, even though the competition for these funds is at times severe.  In general we see a trend to more emergency aid and less investment in recovery and development.  That is understandable given the size of the emergencies and the political climate.  However, in the long run there is a need to invest in stability, resilience and creating self-sufficiency.

The permeability between the refugee camps and the non-destroyed city created competition between the services which had existed before (water which had to be paid for, whether private or public) and the water supplied free of charge by the international aid organizations (free water from bladder reservoirs).  There is a risk that this competition will lead to the breakdown and decapitalisation of the fee-paying sector, whether public or private, despite the fact that, sooner or later, it will have to take over from emergency aid and unsustainable approaches involving handouts.  There is also competition between camps and neighbourhoods.

SPARK facilitated discussion as to whether the increase in Dutch NGOs and the competition among them leads to more efficient and effective development cooperation.

UNICEF's supply strategies leverage competition, transparency, improved forecasts, special financing, innovative contracting and partner collaboration.

Our work is guided by a vision of human life that puts cooperation and collaboration above heartless competition.

Success will rely upon a consensus of support for a culture-shift away from insularity, reactiveness and competition towards anticipation, transparency, research and collaboration.

Global cooperation can also help ensure that intensifying global competition does not result in a 'race to the bottom' in terms of labour standards, but rather in an agreement to push for full and decent employment for all.

MIFTAH strategy is based on a mixture of competition and collaboration with other NGOs; that is, competition for funds and collaboration on activities.