Umbrella Partnership: a case study on capacity building and bringing synergy between local and national NGOs in an emergency

Nepal’s 9th & 10th 5-year plan had identified Non-Governmental Organization as vital partners in contributing to reducing poverty. On the other hand same local NGO working at district and provincial level lack the capacity; specifically not having defined roles and responsibilities in responding to the specific needs of poor and disadvantaged communities (Badu, 2002). Chand (2001) has identified that local NGOs which are working and advocating in the sector like drinking water and sanitation requires robust organizational technical and management capacity. Due to the lack of capacity of local NGOs, INGOs and donors preferably work with other INGOs or civic groups formed by donors and communities (ADB, 2005). This situation leads to a vicious cycle where a local NGO having low organizational capacity is left behind without having an opportunity to partner with INGOs. This ultimately leads to limiting the prospects of having access to learning and sharing opportunities for their overall organizational growth and development. This paper intends to share the learning of partnership experience while working in COVID-19 Pandemic.