Conviértete en un experto en la Cooperation Project and NGO Management for Development con todas las garantías gracias a TECH” 

Son bien conocidos los casos de proyectos de Cooperación Internacional para el Desarrollo que se han topado con desafíos culturales, sociales y políticos, quedando afectada su viabilidad y la aceptación por parte de la comunidad local. En este sentido, la falta de comprensión de las necesidades, costumbres y formas de vida de estas culturas puede llevar a la implementación de soluciones que no son adecuadas para su contexto específico, lo que reduce el impacto de la iniciativa.  

Bajo este contexto, es fundamental que las estrategias que se desarrollen en el seno de estos proyectos sean realmente efectivas, en base a un minucioso estudio del contexto cultural, religioso o político. Por ello, son elementales programas como eesta Postgraduate diploma, que dota al profesional de las Humanidades de todo cuanto precisa para una gestión diligente de los proyectos de Cooperación en base a criterios de eficacia, redundando en beneficio de las comunidades objetivo. 

Mediante él, desarrollará una especialización integral con la que emprenderá un recorrido por la evolución y estado actual de los debates en torno a los programas de desarrollo, así como por las técnicas, tendencias y proyectos que se requieren en la Cooperación Internacional. De la misma forma, se profundizará en la importancia de la Comunicación Social o en las variadas y desafiantes áreas de trabajo de las ONG. 

Desde luego, una completa oportunidad de actualización que impulsará la carrera profesional del egresado. Solo se le requerirá por su parte un dispositivo con conexión a Internet, con el que podrá consultar en cualquier momento del día los avanzados materiales académicos que TECH ha preparado para él. 

Además, unos reconocidos Directores Invitados Internacionales impartirán unas exclusivas Masterclasses.

Unos prestigiosos Directores Invitados Internacionales ofrecerán unas rigurosas Masterclasses donde abordarán las últimas tendencias en Cooperation Project and NGO Management for Development”

Esta Postgraduate diploma en Cooperation Project and NGO Management for Development contiene el programa educativo más completo y actualizado del mercado. Sus características más destacadas son:

• El desarrollo de casos prácticos presentados por expertos en Gestión de Proyectos de Cooperación y ONG para el Desarrollo 
• Los contenidos gráficos, esquemáticos y eminentemente prácticos con los que está concebido recogen una información práctica sobre aquellas disciplinas indispensables para el ejercicio profesional 
• Los ejercicios prácticos donde realizar el proceso de autoevaluación para mejorar el aprendizaje 
• Su especial hincapié en metodologías innovadoras  
• Las lecciones teóricas, preguntas al experto, foros de discusión de temas controvertidos y trabajos de reflexión individual 
• La disponibilidad de acceso a los contenidos desde cualquier dispositivo fijo o portátil con conexión a internet

Actualízate en las estrategias de Comunicación Social que fortalezcan el Derecho a la Información o a la Libertad de Expresión en los países en vías de desarrollo”   

El programa incluye en su cuadro docente a profesionales del sector que vierten en esta capacitación la experiencia de su trabajo, además de reconocidos especialistas de sociedades de referencia y universidades de prestigio.  

Su contenido multimedia, elaborado con la última tecnología educativa, permitirá al profesional un aprendizaje situado y contextual, es decir, un entorno simulado que proporcionará una capacitación inmersiva programada para entrenarse ante situaciones reales.  

El diseño de este programa se centra en el Aprendizaje Basado en Problemas, mediante el cual el profesional deberá tratar de resolver las distintas situaciones de práctica profesional que se le planteen a lo largo del curso académico. Para ello, contará con la ayuda de un novedoso sistema de vídeo interactivo realizado por reconocidos expertos.

Lidera la gestión de los proyectos realizados por cualquier tipo de ONG tras solo 600 horas de especialización en las que profundizarás en un extenso catálogo de recursos interactivos” 

Especialízate desde cualquier lugar gracias a contenidos diseñados por docentes con una dilatada experiencia en la Cooperation Project and NGO Management for Development”  

The syllabus of this Postgraduate diploma has a differential feature: it contains the most updated syllabus on the market on the Cooperation Project and NGO Management for Development. Additionally, TECH offers students a truly flexible academic experience in which they will be immersed in an individualized educational itinerary that revolves around them. Therefore, the concepts on which they will deepen will have a very practical component in their career thanks to Relearning, which allows them to internalize them more effectively and durability based on its reiteration.

Inquire into the keys to the Cooperation Project and NGO Management for Development with just a computer or Tablet"

Module 1. International Development Cooperation

1.1. International Development Cooperation

1.1.1. Introduction
1.1.2. What Is the International Development Cooperation?
1.1.3. Objectives and Purpose of International Development Cooperation
1.1.4. Goals of the Spanish International Development Cooperation
1.1.5. Evolution of the Spanish International Development Cooperation
1.1.6. Origins and Historical Evolution of International Cooperation
1.1.7. Europe's Reconstruction Plans in the Bipolar Conflict
1.1.8. The Processes of Decolonization in the Postwar Years
1.1.9. Crisis of the International Development Cooperation
1.1.10. Changes in the Conception of International Development Cooperation
1.1.11. Bibliography

1.2. Modalities and Instruments of International Development Cooperation

1.2.1. Introduction
1.2.2. Main Tools of International Development Cooperation

1.2.2.1. Development Cooperation
1.2.2.2. Development Education
1.2.2.3. Technical Assistance, Training and Research
1.2.2.4. Humanitarian Action

1.2.3. Other Cooperation Tools

1.2.3.1. Economic Cooperation
1.2.3.2. Financial Help
1.2.3.3. Scientific and Technological Cooperation
1.2.3.4. Food Aid

1.2.4. Modalities of the International Development Cooperation
1.2.5. Types of Modalities

1.2.5.1.1. Modality According to the Origin of the Funds

1.2.6. Types of Aid According to the Stakeholders Channelling International Development Cooperation Funds

1.2.6.1. Bilateral
1.2.6.2. Multilateral
1.2.6.3. Decentralized Cooperation
1.2.6.4. Non-Governmental Cooperation
1.2.6.5. Corporate Cooperation

1.2.7. According to the Geopolitical Situation and Level of Development of Donor and Recipient Countries
1.2.8. Depending on the Existence or Non-Existence of Limitations on the Application of Funds
1.2.9. Other Cooperation Tools Co-Development

1.2.9.1. Co-Development Interventions

1.2.10. Bibliography

1.3. Multilateral OrganizationsOrganismos multilaterales

1.3.1. The International Development Cooperation System
1.3.2. International Development Cooperation Stakeholders
1.3.3. Stakeholders in the Official Development Assistance System
1.3.4. Definitions of Relevant International Organizations (IOs)
1.3.5. Characteristics of International Organizations

1.3.5.1. Types of International Organisations

1.3.6. Advantages of Multilateral Cooperation
1.3.7. Contributions of International Organizations to the Multilateral System
1.3.8. Multilateral Financial Institutions (MFIs)

1.3.8.1. Characteristics of MFIs
1.3.8.2. Composition of MFIs
1.3.8.3. Types of MFIs

1.3.9. Bibliography

1.4. Sources of International Development Cooperation

1.4.1. Introduction
1.4.2. Difference between Governmental and Non-Governmental Cooperation
1.4.3. Multilateral Financial Institutions
1.4.4. The International Monetary Fund
1.4.5. United States Agency for International Development USAID

1.4.5.1. Who are They?
1.4.5.2. The History of USAID
1.4.5.3. Intervention Sectors

1.4.6. The European Union

1.4.6.1. Objectives of the EU
1.4.6.2. General Objectives of EU External Action

1.4.7. Non-Financial Multilateral Institutions

1.4.7.1. List of Non-Financial Multilateral Institutions
1.4.7.2. Actions of Multilateral Institutions
1.4.7.3. Non-Financial

1.4.8. United Nations Organization
1.4.9. Bibliography

1.5. Spanish Cooperation Master Plan 2018-2021

1.5.1. Introduction
1.5.2. Action and Management Challenges for Spanish Cooperation
1.5.3. What Is a Master Plan?

1.5.3.1. Spanish Cooperation Master Plan
1.5.3.2. Areas Composing the Fifth Spanish Cooperation Master Plan

1.5.4. Goals of the Master Plan

1.5.4.1. Goals of the Fifth Master Plan of the Spanish Cooperation

1.5.5. Geographic Priorities for Action under the Master Plan of the Spanish Cooperation
1.5.6. The 2030 Agenda

1.5.6.1. What Is Agenda 2030?
1.5.6.2. Development of Agenda 2030
1.5.6.3. General Specifications
1.5.6.4. Implementation of Agenda 2030

1.5.7. Bibliography

1.6. Humanitarian Action

1.6.1.  Introduction
1.6.2. Humanitarian Aid in the International Context
1.6.3. Tendencies in Humanitarian Action
1.6.4. Main Goals of Humanitarian Action
1.6.5. First Strategy for Humanitarian Action in Spanish Cooperation
1.6.6. The Financing of Humanitarian Action and Its Evolution
1.6.7. Principles of International Human Rights Law and Humanitarian Action
1.6.8. Summary
1.6.9. Bibliography

1.7. Gender Approach in International Development Cooperation

1.7.1. Introduction
1.7.2. What Is the Gender Approach?
1.7.3. Why Is It Important to Incorporate the Gender Approach in Development Processes?
1.7.4. Gender Approaches in International Development Cooperation
1.7.5. Strategic Lines of Work on the Gender Approach in International Development Cooperation
1.7.6. Objectives of the Fifth Master Plan for Spanish Cooperation Regarding the Promotion of Men's and Women's Rights and Opportunities
1.7.7. Priority Equality Goals in the Spanish Development Cooperation
1.7.8. Sectoral Gender Strategy in Spanish Development Cooperation
1.7.9. Gender Mainstreaming Guide
1.7.10. Bibliography

1.8. Focus on Human Rights In International Development Cooperation

1.8.1. Introduction
1.8.2. Human Rights
1.8.3. Human Rights Approach to Development Cooperation
1.8.4. How the Human Rights Approach Emerged
1.8.5. Elements that the Human Rights Approach Contributes to the International Development Cooperation

1.8.5.1. New Frame of Reference: International Human Rights Standards
1.8.5.2. New Look at Capacity Building
1.8.5.3. Participation in Public Policy
1.8.5.4. Accountability

1.8.6. Challenges of the Human Rights Approach in Development Cooperation Interventions
1.8.7. Challenges in Project Identification and Formulation
1.8.8. Challenges in Project Execution
1.8.9. Challenges in Project Monitoring and Assessment
1.8.10. Bibliography

1.9. Human Mobility and Migration

1.9.1. Introduction
1.9.2. Migration

1.9.2.1. First Human Movements
1.9.2.2. Types of Migrations
1.9.2.3. Causes of Migrations

1.9.3. Migratory Processes in the Era of Globalization

1.9.3.1. Improved Living Conditions
1.9.3.2. Vulnerability and Migration

1.9.4. Human Safety and Conflict
1.9.5. Challenges of the International Asylum System
1.9.6. The OHCHR
1.9.7. Human Rights Based Migration Strategy
1.9.8. Bibliography

Module 2. Design, Monitoring and Assessment of International Development Cooperation Projects

2.1. Fundamental Knowledge for the Design of International Development Cooperation Projects

2.1.1. Introduction
2.1.2. Meaning of the Project
2.1.3. Types of Projects
2.1.4. The Project Cycle
2.1.5. Steps to Elaborate a Project
2.1.6. Identification
2.1.7. Design
2.1.8. Execution and Follow-Up
2.1.9. Assessment
2.1.10. Bibliography

2.2. The Logical Framework Approach

2.2.1. Introduction
2.2.2. What Is the Logical Framework Approach?
2.2.3. Approaches to the Method
2.2.4. Definitions of the Method
2.2.5. Steps of the Method
2.2.6. Conclusions
2.2.7. Bibliography

2.3. Project Identification According to LFA I

2.3.1. Introduction
2.3.2. Participation Analysis
2.3.3. Criteria for the Selection of Project Beneficiaries
2.3.4. Outline of the Results of the Participation Analysis
2.3.5. Difficulties in Participation Analysis
2.3.6. Golden Rule of Participation Analysis
2.3.7. Case Study

2.3.7.1. Diseases in the Montecito Community
2.3.7.2. Participation Analysis

2.3.8. Bibliography

2.4. Project Identification According to LFA II

2.4.1. Introduction
2.4.2. Analysis of the Problems
2.4.3. How the Problem Tree Arises
2.4.4. Steps to Elaborate a Problem Tree
2.4.5. Problems in the Elaboration of a Problem Tree
2.4.6. Conclusions

2.4.6.1. Analysis of objectives
2.4.6.2. Problem Tree

2.4.7. Bibliography

2.5. Project Identification According to LFA III

2.5.1. Analysis of Alternatives
2.5.2. How to Conduct the Analysis of Alternatives
2.5.3. Criteria for Evaluating Alternatives
2.5.4. Sequence for Conducting the Analysis of Alternatives
2.5.5. Conclusions
2.5.6. Bibliography

2.6. The Logical Framework Approach to Project Design

2.6.1. Introduction
2.6.2. Planning Matrix

2.6.2.1. Vertical Logic
2.6.2.2. Horizontal Logic

2.6.3. Origin of the Planning Matrix
2.6.4. Composition of the Planning Matrix
2.6.5. Contents of the Planning Matrix
2.6.6. Bibliography

2.7. Indicators and Assessment of International Cooperation Projects for the Development of Peoples

2.7.1. Introduction
2.7.2. What Is Viability?
2.7.3. Feasibility Factors
2.7.4. Assessment
2.7.5. Types of evaluations
2.7.6. Assessment Criteria
2.7.7. Design of Assessment
2.7.8. Assessment Indicators
2.7.9. Data Collection and Analysis Tools
2.7.10. Collection of Information
2.7.11. Bibliography

2.8. The Logical Framework Approach to Project Design II: Practical Cases

2.8.1. Introduction
2.8.2. Case Study Presentation

2.8.2.1. Diseases in the Montecito Community

2.8.3. Annexes
2.8.4. Bibliography

Module 3. Social and Transformative Communication

3.1. Fundamentals of Communication

3.1.1. Introduction
3.1.2. What Is Communication?

3.1.2.1. Concept and Definition

3.1.3. Objectives, Audiences and Messages
3.1.4. Right to Information and Communication

3.1.4.1. Freedom of Speech

3.1.5. Access and Participation
3.1.6. Brief Overview of the Media According to Typology

3.1.6.1. Written Press
3.1.6.2. Radio
3.1.6.3. Television
3.1.6.4. Internet and Social Networks

3.1.7. Conclusions

3.2. Communication and Power in the Digital Age

3.2.1. What Is Power?

3.2.1.1. Power in the Global Era

3.2.2. Fake News, Control and Leaks
3.2.3. Publicly Owned Media
3.2.4. Commercial Media

3.2.4.1. Large Conglomerates in Europe
3.2.4.2. Large Conglomerates in Latin America
3.2.4.3. Other Conglomerates

3.2.5. Alternative Media

3.2.5.1. Evolution of the Alternative Media in the Spanish State
3.2.5.2. Current Trends
3.2.5.3. The Problem of Financing
3.2.5.4. Professional Journalism/Activist Journalism

3.2.6. Initiatives for the Democratization of Communication

3.2.6.1. Examples in Europe
3.2.6.2. Examples in Latin America

3.2.7. Conclusions

3.3. Communication and International Cooperation

3.3.1. Social Communication

3.3.1.1. Concept
3.3.1.2. Themes

3.3.2. Stakeholders: Associations and Research Centers

3.3.2.1. Social Movements

3.3.3. Collaboration and Exchange Networks
3.3.4. Cooperation, Education for Social Transformation and Communication

3.3.4.1. Types of Communication from NGDOs

3.3.5. Code of Conduct

3.3.5.1. Social Marketing

3.3.6. Educommunication
3.3.7. Working with Alternative Media
3.3.8. Working with Publicly Owned Media and Commercial Media
3.3.9. Communication and Cooperation in Times of Crisis

3.3.9.1. Technical and Labor Impacts
3.3.9.2. Impacts on Social Movements

3.3.10. Tensions between Professional Journalism and Activist Journalism

3.4. Communication and Gender Equality

3.4.1. Introduction
3.4.2. Key Concepts
3.4.3. Women in the Media

3.4.3.1. Representation and Visibility

3.4.4. Media Production and Decision Making
3.4.5. The Beijing Platform for Action (Chapter J)
3.4.6. Feminist Communication and Inclusive Language

3.4.6.1. Basic Concepts

3.4.7. How to Identify and Avoid Stereotypes
3.4.8. Guidelines, Best Practices
3.4.9. Examples of Initiatives
3.4.10. Conclusions

3.5. Communication and Sustainable Development

3.5.1. The Sustainable Development Goals (SDGs)

3.5.1.1. Proposal and Limits

3.5.2. The Anthropocene

3.5.2.1. Climate Change and Human Development

3.5.3. Communication about "Natural Disasters" from NGDOs

3.5.3.1. Regular Coverage in the Mass Media

3.5.4. Advocacy Possibilities from NGDOs
3.5.5. Environmental Defenders in Latin America

3.5.5.1. The Data: Threats and Deaths

3.5.6. How Can NGDOs Communicate the Work of Human Rights Defenders?

3.6. Communication and Migrations

3.6.1. Introduction
3.6.2. Key Concepts and Data
3.6.3. Hate Speech and Its Foundations

3.6.3.1. Dehumanization and Victimization

3.6.4. Necropolitics
3.6.5. Regular Coverage in the Mass Media
3.6.6. Social Networks, WhatsApp and Hoaxes
3.6.7. Advocacy Possibilities from NGDOs

3.6.7.1. How to Recognize Prejudice
3.6.7.2. Overcoming Eurocentrism

3.6.8. Best Practices and Guidelines on Communication and Migration
3.6.9. Conclusions

3.7. Communication and Peace Building

3.7.1. Introduction
3.7.2. Peace Journalism vs. War Journalism

3.7.2.1. Features

3.7.3. Brief Historical Review of Warmongering
3.7.4. Communication on Armed Conflicts and Peace Processes
3.7.5. Journalists in Armed Conflicts
3.7.6. Possibilities for NGDOs

3.7.6.1. Shifting Our Focus to the Solution

3.7.7. Research and Guidelines

3.8. Educommunication for Walking

3.8.1. Introduction
3.8.2. Pedagogy and Popular Education
3.8.3. Media Literacy
3.8.4. Educommunication Projects

3.8.4.1. Features
3.8.4.2. Agents

3.8.5. Mainstreaming Communication for Social Change

3.8.5.1. The Communication Component in Other Projects

3.8.6. The Importance of Internal Communication in NGDOs
3.8.7. Communication to Members and Collaborators
3.8.8. Conclusions

3.9. Digital Culture and Development NGOs

3.9.1. Introduction
3.9.2. Paradigm Shifts and New Spaces

3.9.2.1. Characteristics and Main Agents and Networks

3.9.3. The Tyranny of the Click
3.9.4. The Imposition of Brevity
3.9.5. Citizen Participation in Digital Society

3.9.5.1. Changes in Solidarity and Activism in the Digital Culture

3.9.6. Promote the Participation of NGDOs in Digital Spaces
3.9.7. Indicators of Communication 2.0 in NGDOs
3.9.8. Conclusions

3.10. In Practice

3.10.1. Introduction
3.10.2. Elaboration of Organizational Communication Plans

3.10.2.1. Communication Plan Introduction

3.10.3. Project and Action Communication Plans
3.10.4. Basic Contents and Common Errors in Web Pages
3.10.5. Social Media Publishing Plans
3.10.6. Crisis Management and Unplanned Aspects in Social Networks
3.10.7. Subject, Verb and Predicate

3.10.7.1. Recalling Notions

3.10.8. Conclusions

Module 4. NGDOs and Local, Regional and International Solidarity

4.1. NGOs

4.1.1. Introduction
4.1.2. Meaning of the Acronym NGO
4.1.3. What Is an NGO

4.1.3.1. Definition and concept

4.1.4. NGO Conditions
4.1.5. History and Evolution of NGOs

4.1.5.1. When and How Are they Born?

4.1.6. Functions of NGOs
4.1.7. NGO Financing

4.1.7.1. Public Funds
4.1.7.2. Private Funds

4.1.8. Types of NGO
4.1.9. Functioning of a ONG
4.1.10. The Work of NGOs

4.2. Types of NGO

4.2.1. Introduction
4.2.2. Ranking of NGOs Worldwide

4.2.2.1. Types of Classification

4.2.3     Types of NGOs According to Their Orientation

4.2.3.1. How Many Types According to Their Orientation Are There?

4.2.4. Charitable NGOs
4.2.5. Service NGOs
4.2.6. Participatory NGOs
4.2.7. Advocacy NGOs
4.2.8. Types of NGOs According to Their Field of Action

4.2.8.1. Fields

4.2.9. Community-Based NGOs
4.2.10. Citizen NGOs
4.2.11. National NGOs
4.2.12. International NGOs

4.3. NGOs: Development and Solidarity

4.3.1. Introduction
4.3.2. Changes in International Development Cooperation and Its Relationship with NGOs

4.3.2.1. Main Lines

4.3.3. The "Third World" and NGOs
4.3.4. The Humanitarian Era From Intervention to the Global Village

4.3.4.1. Doctors Without Borders, Doctors of the World, etc.

4.3.5. Movements against the Third World
4.3.6. NGOs and Science

4.3.6.1. Scientific Research

4.3.7. The NGO Workforce
4.3.8. Ideological Biases of NGOs
4.3.9. Conclusions

4.4. NGO Legislation

4.4.1. What Type of Legislation is Applicable for NGOs

4.4.1.1. Introduction

4.4.2. Specific Laws
4.4.3. Generic Laws
4.4.4. State Regulations

4.4.4.1. Types of Laws and Decrees

4.4.5. Autonomous Community Standards

4.4.5.1. Introduction

4.4.6. Andalusian Autonomous Regulation
4.4.7. Canary Islands Autonomous Regulation
4.4.8. Catalonia Autonomous Regulation
4.4.9. Basque Country Autonomous Regulations
4.4.10. Obligations of the Associations

4.5. Types of Existing Associations

4.5.1. Introduction
4.5.2. Differences between Associations, Unions, Federations or Coordinators and Conferences
4.5.3. Youth Associations

4.5.3.1. Definition and concept

4.5.4. Legislation of Youth Associations
4.5.5. Main Characteristics of Youth Associations
4.5.6. Coordinators

4.5.6.1. Definition and concept
4.5.6.2. Objectives

4.5.7. Characteristics of Coordinators
4.5.8. Federations

4.5.8.1. Definition and concept

4.5.9. Characteristics and Objectives of the Federations
4.5.10. Types of Federations

4.6. Spanish Agency for International Development Cooperation and Other Regional Cooperation Agencies

4.6.1. Introduction
4.6.2. Spanish Agency for International Development Cooperation (AECID)

4.6.2.1. Meaning of the Acronym

4.6.3. Definition and concept
4.6.4. Objectives
4.6.5. Mission

4.6.5.1. Vision of the Agency

4.6.6. Structure
4.6.7. AECID Technical Offices
4.6.8. Cooperation Modalities and Tools
4.6.9. Development Promotion Fund
4.6.10. Conclusions

4.7. AECID Cooperation Sectors

4.7.1. Introduction
4.7.2. Water and Sanitation

4.7.2.1. How Do They Work?

4.7.3. Economic Growth

4.7.3.1. How Do They Work?

4.7.4. Culture and Science

4.7.4.1. How Do They Work?

4.7.5. Gender

4.7.5.1. How Do They Work?

4.7.6. Educational

4.7.6.1. How Do They Work?

4.7.7. Rural Development, Food Security and Nutrition

4.7.7.1. How Do They Work?

4.7.8. Democratic Governance

4.7.8.1. How Do They Work?

4.7.9. Environment and Climate Change

4.7.9.1. How Do They Work?

4.7.10. Health

4.7.10.1. How Do They Work?

4.8. Countries Where AECID Cooperates

4.8.1. Introduction
4.8.2. Geographic Priorities

4.8.2.1. What are they?

4.8.3. Countries and Territories of Association

4.8.3.1. Present and Future

4.8.4. Latin America

4.8.4.1. 12 Projects

4.8.5. Caribbean
4.8.6. North Africa and the Middle East

4.8.6.1. 4 Projects

4.8.7. West Sub-Saharan Africa

4.8.7.1. Three Projects

4.8.8. Central, Eastern, and Southern Africa

4.8.8.1. Three Projects

4.8.9. Asia

4.8.9.1. One Project

4.9. NGO Strategy and Management

4.9.1. Introduction
4.9.2. Manage an NGO
4.9.3. Strategic Planning of an NGO

4.9.3.1. What Is It?
4.9.3.2. How Is It Done?

4.9.4. Managing the Quality of the NGO

4.9.4.1. Quality and Commitment

4.9.5. Stakeholders

4.9.5.1. Stakeholder Relationship

4.9.6. NGO Social Responsibility
4.9.7. Third-Party Ethical Risk
4.9.8. Relationship between NGOs and the Private Sector
4.9.9. Transparency and Accountability
4.9.10. Conclusions

4.10. National and International NGOs

4.10.1. National NGOs

4.10.1.1. Main Projects

4.10.2. International NGOs

4.10.2.1. Main Projects

4.10.3. UNHCR

4.10.3.1. History
4.10.3.2. Objectives
4.10.3.3. Main Work Areas

4.10.4. Mercy Corps

4.10.4.1. Who are They?
4.10.4.2. Objectives
4.10.4.3. Work Areas

4.10.5. International Plan

4.10.5.1. Who are They?
4.10.5.2. Objectives
4.10.5.3. Main Areas of Work

4.10.6. Doctors without Borders

4.10.6.1. Who are They?
4.10.6.2. Objectives
4.10.6.3. Work Areas

4.10.7. Ceres

4.10.7.1. Who are They?
4.10.7.2. Objectives
4.10.7.3. Main Areas of Work

4.10.8. Oxfam
4.10.9. UNICEF
4.10.10. Save the Children

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