Dear Readers of the YouthSpeak,
Relationships are vital tonic for human co-existence. The ubiquitous nature of this can be found in the pattern of interactions between man and woman, friends, family members, collegues, people out of the same society or foreigners, who have similar interests like the fans enjoying world cup (currently) in South Africa. One can then only imagine what the world would be without these plethoras of mutually beneficial relationship.
Undoubtedly, our lives become more meaningful with the joy and happiness those around us radiates. People who are taking care others; people who are interested in us and we in them. People, who challange us in good and sometimes also in bad ways. But there is always a need for each of us to be part of any relation, of any partnership. You might be wondering “why these long talk on relationship?”, this issue of YS on – North-South partnership for Humanism development.
Improving North-South partnerships to be more equitable and effective has been a priority of many western, and even Asian, humanist organisations for a long time. International organisations like IHEU (International Humanist and Ethical Union) and IHEYO (International Humanist and Ethical Youth Organisation), as well as national and regional organisations have conducted numerous projects, conferences, seminars and workshops to guide partnership change efforts. Surveys carried out to evaluate the effectiveness of such partnerships show that concerns have been raised on the issue of mutual influence, a critical factor associated with effective partnerships. While Northern reports show that some influence has shifted to their Southern partners, many Southern NGOs say that they have little influence in their relations with Northern agencies. As the globalisation of civil society expands, it will become even more critical to improve nternational relations between civil society organisations and reduce perceptions of Northern dominance. Yet in the longer-term, organisational systems and strategies are not impossible to change. Leadership that is committed to improving partnerships and aware of the importance of structural factors can redirect organizational change efforts to address the most critical issues.
We hope, IHEYO and IHEU can be such leaders to develop and encourage further
projects in these directions with their support and guidance, with their knowledge and global will of better life conditions for all human kind. I think it is no crime if both could strive to be good examples, which we can follow.
Silvana Uhlrich,
President of IHEYO