eRiders deliver one-to-one consulting
services and hands-on
technical support. A succesful eRiding engagement depends upon trust
and mutual respect exhibited in the professional relationship
with the
client organization. eRiding is a client-centered approach
in which the client is expected to play an active role.
Although much eRider work is technology related,
we
also are adept at diagnosing organizational problems. Often,
client
organizations expect the eRider to act as an expert or doctor who
simply arrives, diagnosis a problem, fixes it and then leaves. However,
the
ultimate aim of eRiders is to raise the non-governmental organization’s
level of knowledge and
expertise to a point that renders eRider services unnecessary.
The tasks of an eRider may be summarized in six
steps:
-
Discuss client needs and potential working
relationship
-
Agree on work products, possible work
activities and working relationship
-
Gather and present data regarding needs or
problems
-
Review possible solutions and actions.
Implement agreed-upon activities to address problems or needs
-
Review and evaluate the working relationship
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As a consultant, an eRider's success depends upon
the level of
trust
and mutual respect exhibited in the professional relationship with the
client organization. This relationship is of particular importance to
eRiders for two reasons. First, eRiding is a client-centered approach
in which the client is expected to play an active role. Second, most
eRider clients are not accustomed to such a relationship. Often, client
organizations expect the eRider to act as an expert or doctor who
simply arrives, diagnosis a problem, fixes it and then leaves. Or, the
eRider is viewed as an extra employee and is expected to help with the
work that is already being implemented.
eRiders
are not magicians or doctors. As a facilitator, the eRider may help the
client define a problem and generate a solution, but the client must be
involved in implementing the solution. As a trainer, the eRider may
offer skills, best practices and/or theoretical frameworks. Often, the
eRider and the client have a long-term relationship, and both are
involved intimately in the implementation process. eRiding always aims
to build the internal capacity of the client organization so that it
can take on its own technology needs competently and strategically in
the future.
These teams deliver one-to-one consulting services and hands-on
technical support. Although much eRider work is technology related,
eRiders
also are adept at diagnosing management, fundraising, accounting and
personnel problems. The exact nature of the services they provide
depends on whether their interventions are technology specific (Free
and Open Source Software) or sector specific (minority rights groups).
The
ultimate aim of eRiders is to raise the NGO’s level of knowledge and
expertise to a point that renders eRider services unnecessary. The
eRider may then move on to work with other organizations.
