Strengthening ICSOs Impact in a Changing World Strategic Direction for the International Civil Society Centre

Transcription

1 Strengthening ICSOs Impact in a Changing World Strategic Direction for the International Civil Society Centre 20 July 2015 The Centre will support ICSOs with transforming themselves to better navigate the threats and seize the opportunities of a fast changing world. Preface As the Centre s Strategic Plan comes to conclusion a new strategy needs to be agreed. Dynamic developments in the Centre s fields of work and the Centre s continued efforts to adapt to and cope with its changing environment shifted the Centre s focus beyond the Plan s original provisions. To enable the Centre to better address disruptions and transformative change the Centre s Board decided to replace its 5 years strategy with a Rolling Strategy approach which will set overall strategic direction that will be monitored and developed continuously. (B14/08) The Centre s Rolling Strategy consists of a Strategic Direction, which this text tries to deliver, and a rolling Work Plan against which the Centre s performance can be monitored and evaluated on a quarterly basis; this plan will be developed in time for the November 2015 Board meeting. With this new approach the Centre hopes to improve its own work by removing unnecessary barriers to entrepreneurial and innovative action, but it also hopes to develop a prototype for dynamic rather than static strategic planning. This paper proposes a Strategic Direction guiding the Centre s activities over the next few years. It explicitly does not aim to be a strategic framework nor a full-fledged strategy. It does not contain detailed objectives or concrete figures. Such information will be available in the Centre s overall and project planning documents. Introduction At present a number of global developments come together which will reshape the world in which ICSOs pursue their missions: Tax Number 27/ 604/ VAT Reg. No. DE

2 As a consequence of technological and political changes power is shifting at two levels: between the individual empowered by digital communication and the state defending its traditional role, and among countries and regions on the way towards a multi-polar world. With 7 billion soon to be 9 billion people most of whom aspire to lead the unsustainable lifestyles of the North we are accelerating climate change and overstepping other planetary boundaries. Increasing scarcity of resources fuels violent conflicts, which may become even more harmful with the spread of weapons of mass destruction. Together, these and a number of other developments will completely reshape the present development paradigm and bring a number of major disruptions which will also affect ICSOs: Political Disruption: Due to political interference, CSOs in many countries find it increasingly difficult to maintain their programmes and continue operating. CIVICUS, which monitors the situation globally, speaks of shrinking space for civil society. If the trend continues CSOs in many countries will find it difficult to maintain their programmes and continue operating. As some of the largest and most powerful actors in the civil society sector ICSOs have a special responsibility to secure civic space. They need to find the will and improve their ability to engage in alliances defending citizens rights. Technological Disruption: The role of intermediary between donor and recipient of aid, which is the income basis of many of the largest ICSOs, is increasingly being replaced by much more light touch internet based intermediation. Similarly the mobilisation role of campaigning organisations is under threat. Using the Internet activists can find each other, get together and conduct their activities without the help of a traditional campaigning organisation. As ICSOs traditional role of intermediator fades away they will urgently need to find new ways to deliver added value and new business models to secure their income. Planetary Disruption: With a growing number of people living affluent lives and the continued increase of world population our planet is reaching the limits of the resources it can provide and the pollution it can absorb. We need a fundamental shift towards sustainable production, fair distribution and moderate consumption. With their focus on poverty eradication, environmental protection and human rights, with their demands for sustainability, justice and equality and with their global presence and legitimacy international civil society organisations (ICSOs) can and should play a strategic role in the transition. But in order to play that role they have to re-invent themselves. As these and other sources of disruption are taking shape ICSOs need to develop the awareness, skills and culture to scan the horizon, spot critical change early and prepare for and manage disruption in line with and for the benefit of their mission. ICSOs need 2

3 to accept that transformative change will be required and that they will fare much better if they welcome and embrace disruption rather than resisting it. They should transform themselves early in order to secure the benefits of transformation for advancing their mission rather than wait until they will be forced to change, haunted by its costs. This means, ICSOs need to add more radical and transformative change to their traditional approaches of incremental change. Major Work Areas The Centre will support ICSOs with transforming themselves to better navigate the threats and seize the opportunities of a fast changing world. Focal areas of the Centre s activities will be: Supporting ICSOs with navigating disruptive changes; Strengthening ICSOs contributions to the global transition; Securing better accountability as a basis for better performance. Navigating Disruptive Changes Based on its experience from exploring Disruptive Change, New Business Models and Culture Change the Centre will support ICSOs with spotting embracing and managing disruptive changes. To date most ICSOs have limited capacities to systematically and continuously look at external developments and analyse their potential future effects on the organisation. Rather than building individual departments of futurists or trend scouts (smaller ICSOs) or in addition to existing ones (larger ICSOs) ICSOs could strengthen their joint capacity to scan the horizon. The Centre offers its help in coordinating such efforts. With its Scanning the Horizon programme the Centre will bring together ICSOs strategists, trend scouts and futurists to learn about and from each other and to deliver an overview on where the sector stands with identifying crucial trends. Usually disruption is being perceived as a threat rather than an opportunity. But embracing disruption and trying to use it for the benefit of the organisation s mission is a much better strategy than ignoring it or just trying to get out of harm s way. ICSOs need to learn to welcome disruption and to develop the ability and preparedness to disrupt themselves. With its new website Disrupt&Innovate the Centre offers a discussion platform for the wider sector wanting to contribute to the awareness of disruption and the discussion about necessary change. Participants can compare experiences in conducting change in their organisations and encourage others to accept and manage disruption for their organisations benefit. 3

4 In order to successfully manage disruption most ICSOs will have to undergo significant change. They need to become more flexible and willing to adapt, more dynamic and entrepreneurial, more platform and activist, more effective and impactful. Such changes require in-depth organisational transformation. The Centre will continue exploring the terms of transformational change, offer advice and support the exchange of information and experiences in conducting transformation. With its new Leading by Vision lab the Centre offers a platform for senior leaders to reflect on transformational leadership based on their organisation s vision and mission. Fostering Global Transition The 2015 UN conferences on Post-2015 and Climate Change are important milestones on the way to sustainable and just global development. ICSOs need to work hard lobbying governments not to waste the opportunity to chart a courageous path forward. And ICSOs need to position themselves to deliver a sizeable contribution to conducting the transition. Over the last few years the Centre has contributed to the sector s coordination and cooperation on sustainable development. As organiser of the largest global CSO conference on Post-2015 and as the facilitators of several joint CSO statements charting the way forward the Centre is well positioned to continue its work on the global transition. Key aspects of the Centre s future work in this area will be the continued engagement in ICSOs dialogue with the UN, both on shaping the agenda and on its implementation, and the focus on building Transition Alliances among ICSOs and between ICSOs, national CSOs especially from the Global South governments and the private sector. Securing Better Accountability Increasingly our sector is being criticised for lack of transparency and accountability. Such criticism undermines the legitimacy of and support for our activities. Moreover, strong accountability is the basis for good performance. Transparent and fully accountable organisations have more information and clarity about the scope and causes of their successes and failures. As a partner of the INGO Accountability Charter over many years the Centre has acquired solid knowledge about the state of accountability in many ICSOs and the needs for more and better accountability. Over the next few years the Centre will significantly increase its engagement for accountability. SIDA is funding the Global Standard for CSO Accountability project with about 2 million over three years. The Project aims to strengthen the effectiveness of CSOs worldwide by improving accountability codes and practices and contributing to a more enabling environment for civil society. Working with the INGO Accountability Charter and eight other accountability initiatives the Centre will be the implementing partner and responsible for the project s smooth and efficient implementation. The Centre will support the development of pragmatic and cost-effective approaches to accountability and help build the sector s reputation as transparent and accountable. 4

5 The Roles of the Centre The Centre plays five major roles in promoting these work areas: Convenor supporting communication and cooperation across the sector and between different sectors; Adviser assisting ICSOs in governance, management, strategy and leadership; Service provider, delivering management services, e.g. for the INGO Accountability Charter and for the Global Standard of Core Accountability; Strategist reviewing external developments relevant to ICSOs and developing approaches for navigating change; Sector association promoting the interests of ICSOs towards international partners such as the UN, World Bank, OECD and other international bodies. Convenor The Centre s only role in its beginnings is still its most important one today. Conferences and workshops of ICSO leaders such as Vison Works, the meeting of global Chairs and CEOs, Global Peers, the meeting of global CEOs and Global Perspectives, the meeting of the sector s wider leadership are well established events. With its recently started Directors Meetings the Centre extends its offers to the next layer of ICSOs senior leadership. With the recent launch of its new Disrupt&Innovate website the Centre adds a virtual convening tool to its repertoire. The Centre will continue developing its convening capacity, tools and skills with the aim to support the exchange of information, sponsor joint learning and build trust among leaders and thought leaders from inside and outside the sector. Adviser Over the last few years the Centre s Executive Director has advised many of the ICSOs that are involved with the Centre, including Amnesty International, CARE, ChildFund, Greenpeace, Oxfam, Plan, Transparency International and YWCA. Advice has been provided in the areas of management, governance and strategy. The Centre has not actively promoted this role. Advice was given as and when requested by one of the Centre s key stakeholders. The Centre will continue offering advisory services to key stakeholders as and when requested. With its Senior Leaders Week the Centre has provided advice and training to leaders from across the sector. This service will be continued within a different format in the Leading by Vision lab. Service provider As the host of the INGO Accountability Charter the Centre has provided management services to a sister organisation which is owned and supported by many of the Centre s key stakeholders. The cooperation with the Charter has been beneficial for both parties and helped enhance the Centre s strategic position and legitimacy across the sector. 5

6 The Centre s new role as SIDA s lead partner in managing the Global Standard of Core Accountability project builds on the Centre s experiences with the Charter and reinforces its role as a provider of professional and effective services for the sector. The Centre will continue to offer such services in the future. Strategist With the launch of its Driving Change series three years ago the Centre started developing its role as a sector strategist. Annual projects on Disruptive Change, New ICSO Business Models and Culture Change have developed the Centre s capacity and reputation as an organisation which explores future trends and develops proposals how to navigate change. The Centre will continue undertaking research and gathering expertise in areas of future relevance to ICSOs. Networking with the sector s strategists, futurists and trend scouts will be of increasing importance in developing the Centre s role and relevance in scanning the horizon. Sector association Several years of engagement in the Post-2015 process have positioned the Centre as the sector association of ICSOs. In this context the Centre has cooperated with the UN, World Bank, OECD, the German Development Ministry (BMZ), the B-Team and a number of CSO networks such as CIVICUS, GCAP and CAN. With 13 soon to be 15 of the top 30 ICSOs holding shares of the Centre and another 10 participating in its activities the Centre can claim to gather the vast majority of the leading ICSOs. While the Centre does not speak for the sector it is increasingly being asked to provide a link between leading ICSOs and major external partners. The Centre plans to extend its role as sector association in line with demands from its key stakeholders. Audience, Formats and Finance Global CEOs of ICSOs will remain the Centre s primary audience, followed by global Heads of Division and national CEOs. However, if the Centre s endeavour to achieve a specific objective requires a wider audience the Centre will extend its reach accordingly. Examples are the cooperation with the business leaders of the B Team, the cooperation with a range of accountability networks on the Global Standard for CSO Accountability, and the sector-wide discussion aimed for by the Disrupt&Innovate platform. Over the next few years the Centre will maintain and further develop its successful conference and workshop formats. Global Peers, Vision Works and Global Perspectives will be reviewed on an ongoing basis and revised as required. The Heads of Division series will continue with Policy Directors and Administration Directors meetings. Similar formats will be offered to other leaders at Director-level. New formats such as the Leading by Vision lab and the Managing Disruption lab will be tested. The Driving Change series of annual projects will continue with ongoing modifications of its scope 6

7 and tools. New formats may arise as a consequence of the Centre s involvement in scanning the horizon for new developments or as a consequence of discussions at the Disrupt&Innovate platform. With a stable and slowly growing number of Core Supporters and Shareholders and the participation fees for its events the Centre has secured a sustainable basis for its core activities. In addition, the Centre needs to continue securing a number of external funders to help it develop new high quality programmes which are either time-limited in line with the grants secured or developed in such a way that they generate sufficient income allowing the programme to continue without external support. Most of the Centre s core programmes have started in this way. The SIDA grant of about 2 m over three years provides added financial stability. With the Oak Foundation another new donor has come on board. It also looks likely that we can continue our successful partnership with the Rockefeller Foundation. However, a quickly changing donor landscape and the threat of disruption to the Centre s core funders mean that the Centre needs to put increasing efforts into its communication and fundraising activities. 7