Leave No One Behind buzzing ahead

25th July 2019 by Thomas Howie

The Leave No One Behind project is lifting off. With concrete results and recommendations from the five pilot countries, there is continued energy among the project partners and allies to continue this joint initiative to make voices heard and count.

At the annual project partners meeting in Berlin, the partnership confirmed that the novel approach to Sustainable Development Goal monitoring and implementation represents an important stepping stone for the realisation of the promise to leave no one behind in SDG implementation. Recognition of this comes from the highest levels, too. In July, the project was invited to present at the United Nation’s High Level Political Forum (HLPF). By participating in the HLPF new connections are made in our shared mission to make all people’s voices heard and count in SDG implementation.

Project Partners Meeting

In late June project partners presented, discussed and evaluated the results of the pilot phase of the project that sees twelve leading ICSOs joining forces to make the voices of marginalised people heard and count in SDG implementation. The five pilot countries are Bangladesh, India, Nepal, Kenya and Vietnam.Leave No One Behind 2019 project partner meeting

The principle at the heart of the SDGs, to leave no one behind is yet to be fully realised in current monitoring and implementation. The pilot project shows that the novel approach taken by the project partners is capable of ‘building a bridge’ between gaps in statistical monitoring and policymaking. Community-driven data has proven its potential to identify specific drivers of vulnerability at the local level and to develop purposeful policy recommendations to address these local issues.

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The project partners will now define the concrete next steps to move ahead towards a collective four-year engagement until the mid-point of SDG delivery in 2022. Together with partners from across the sectors, we want to work towards a more inclusive, accountable and participatory SDG implementation in a growing number of countries worldwide.

High Level Political Forum

The partnership presented its results at the High Level Political Forum in New York. In addtion, the partnership were central to two well attended side events where there were in depth discussions about our unique approach and futre collaboration.

As a result their input, the partnership is invited to contribute to the Voluntary National Review labs of the HLPF. They will present the approach to an international expert audience of statistics agencies and political decision-makers. Also, the UN Deputy Secretary General’s SDG strategy hub is keen to explore how we can work together.

Thomas Howie

Communications Manager

International Civil Society Centre

Thomas joined the Centre in June 2017 as the Communications Coordinator. He is responsible for developing and implementing the Centre’s global communication strategy, as well as the Disrupt & Innovate platform – a place for civil society professionals and activists to discuss current innovations and future trends in the civil society sector. Prior to the Centre, Thomas worked for 5 years in the European Parliament firstly as the Digital and Social Media Coordinator for the Socialists and Democrats Group in the European Parliament, and then, after the 2014 European elections, for Jude Kirton-Darling and Paul Brannen as Head of Communications, where he worked on issues such as the EU-US trade deal, issues around Brexit and as a specialist on the Petitions Committee. Thomas graduated from Bristol University with BSci in Geographical Sciences and holds an MA in Peace Studies from the University of Bradford, where he completed research into the role of civil society in the post war peace settlement in northern Uganda.


It’s time for international NGOs to reflect on our China work

24th July 2019 by Kevin Li

The timing of the Scanning the Horizon Annual Meeting 2019 in June coincided with the huge demonstrations against the Extradition Bill in Hong Kong, which created strong fluctuations in every citizen of Hong Kong, including myself. What was happening beyond our air-conditioned meeting room coincidentally matched with the main theme of our discussions, China’s global role. While we were taking advantage of this space, our discussion served as a timely and meaningful start for exchange of experiences.

We shared with each other the context, the analysis and the strategy in dealing with the changing and emerging role of China in overseas investments, in global governance, philanthropy and other areas. China’s technological innovation in particular is one of the most interesting trends which might have big implications for inequality and poverty issues around the world. As it will have an impact on our work, this will need to be considered by many INGOs, including Oxfam.

The most timely and valuable overall message from the meeting was the importance of structural reflection on a regular basis. We shared and understood each other’s constraints in operationalising different strategies and approaches. Practitioners were meeting with a whole range of challenges and might deal with them in a practical way, for example, by stopping certain areas of work or not using particular approaches to avoid risk.  However, more structured and regular reflection can help us learn lessons and explore how we could work differently.

My main points of reflection, especially in the context of constrained civil society space in developing countries, are:

  1. Identifying added value: Even with good intentions, international NGOs or our local partner organisations need to identify our own niche to contribute to multi-stakeholder dialogue with governments and companies. Thinking beyond our brand, it is even more critical to make the dialogue more meaningful and proceed on the right path with our expertise, knowledge and skillsets.

 

  1. Maintaining relevance: international NGOs and our partner organisations’ groundwork in local communities is also important, building a robust foundation so synergies can be created between advocacy and community work. Staying relevant in the local communities will become even more essential in gaining and maintaining our reputation in support of advocacy work.

 

  1. Understanding the external context: While international NGOs and our local partner organisations advocate for pioneering and innovative ideas, the world is changing rapidly, and other stakeholders are also learning and updating their own narratives and practice. The dynamics of foreign relations between China and the rest of the world is also vibrant, which may occasionally impact on our strategy. Resilience and agility are therefore important in this context. Strategy adjustment might be more frequent than before, and funding models for international NGOs and our partner organisations will require a higher level of flexibility, transparency and accountability.

It is now a critical moment to reflect on the role of international NGOs in this vibrant context. Whether we stay relevant depends so much on our capability of comprehension and reflection as an organisation. We look forward to continuing to share our experiences and lessons with other organisations on this important topic.

Kevin Li

Programme Manager

Oxfam Hong Kong


Threat or Opportunity? China’s Increasing Role in International Development and What It Means for the Future of ICSOs

24th July 2019 by Darren Ward

In a world becoming increasingly dominated by geopolitical issues, authoritarian rule and populism, the role of international civil society organisations (ICSOs) has perhaps never been more threatened, or more necessary.

At the heart of many of the discussions on these issues is China, and its rise as a global power. China is no longer a minor voice in development that can be ignored. It now presents the potential to be the biggest influencer in how the development sector changes in coming years.

It is clear that China’s increasing role in global development is done through a very different lens and approach to the traditional western rules-based order that has been evident over the last 50 years or so. It is challenging the status quo.

Whilst we often portray the international civil society sector as a somewhat dissident voice to the predominantly western approach to global governance and development, it reflects and reinforces much of this approach in its work and structures. The sector’s background in the western liberal way of thinking is creating some real challenges as ICSOs look at how they engage with a new participant with a different values base and approach.

It is clear is that China is here to stay as a major player in international development. This has been recognised by governments and the private sector, and the civil society sector must also recognise this, and identify how it needs to adapt to be relevant in this changing environment it works in.

So how should the sector, and the organisations working in it, respond? Here are my reflections from the Scanning the Horizon Annual Meeting in June, where we met to explore these questions:

• Focus on the central vision and adapt to the operational culture

The vast majority of ICSOs were founded to meet a deep and deserving need. They are an embodiment of a vision for change. This vision gives them purpose and meaning and must remain at the heart of all they do.

However, vision shouldn’t drive rigid adherence to approach or operations. Organisations who want to remain relevant in disruptive environments need to be agile and adaptive in their operational model. To work with different values, different approaches and different cultures, you need to be willing to invest in understanding them, how they think and work and how you can work with them. Engaging with China, and others, should be a part of every ICSO’s global strategy.

• Focus on building relationships

We work with people we like. What we do is not a transaction, but a relationship. This is especially true in working with the Chinese, who value understanding and relationship and think in a much longer timeframe than many of us in the West. Engaging with Chinese development partners will need a long-term approach and investment.

• Build real cross-sector partnerships

The traditional development model is being replaced by a much more diverse approach which includes increased engagement with the private sector. Much of this work is happening in sectoral silos at the moment, including the work of Chinese state and private organisations. Building capacity within ICSOs for real cross-sector partnerships, including creating the right culture for these to be a success and developing or recruiting the right skills, will be crucial to ensuring civil society can increase its influence and reach.

• Look to opportunities

ICSOs work in communities where there is an identified need. With the expanded development model, many more opportunities exist for partnerships that will enhance the effectiveness of the work being done by all involved. Whether it is partnering for economic development, environmental gains or acting as a constructive watchdog and community advocate, many new opportunities are presented through cross-sector partnerships.

This creates increased opportunities to influence the delivery and effectiveness of projects by Chinese organisations.

• Understand the risks and mitigate them where possible

Engaging with new partners who have different values presents real risks that can’t be ignored. Be realistic about these. Look to mitigate them wherever possible. An agile and informed operating model will help this immensely. However, if mitigation isn’t possible, don’t enter into partnerships that undermine your vision and values.

• Identify ways to engage in the new funding landscape of loans and grants that flow to the private sector

Organisations that have invested in understanding, in building relationships, who are open to cross-sector partnership and have an agile operational approach will be well positioned to engage in new models of funding. The final part is to look differently at how they can add value and where this will benefit both the community and the other partners in delivering better impact.

This has particular potential in the Belt and Road Initiative (BRI) where partnering with implementing contractors to make BRI projects more effective through community engagement and development, or with local communities and governments to build negotiating capacity, are both areas where ICSOs could add real value.

In summary, China is one of many disruptors influencing ICSOs today. It is here to stay as a dominant player.

The implications of not adapting how the sector engages with the various Chinese development organisations and initiatives are large and serious.

The benefits of making this a strategically important focus are potentially larger.

What is required to deliver this is what is required to build the future of ICSOs.

Darren Ward

Managing Partner

Direct Impact Group