Disrupt & Innovate
The Ambivalences of Power Shift
Power shift, localisation, locally led, and globally connected are just a few terms that try to catch the characteristics of the debate around the future of civil society organisations, particularly international ones. Sometimes dubbed as the ‘industrial aid complex that needs to be overcome’, ICSOs are increasingly looking at a transfer of decision-making power to entities or partners in the Global South, while trying to determine their own future roles. A lot of transformation is already happening in the sector, and the discussions have moved from the ‘why’ to the ‘how’ and the ‘what does it take’.
Since 2018, the International Civil Society Centre (ICSC) accompanies power shift processes of ICSOs through so-called ‘governance labs’, where progress and challenges are addressed through mutual learning and exchange, and where best practices and failures are discussed alike.
Each lab has a particular focus. This year we met in Thiès, Dakar, hosted by the Senegalese NGO Tostan in their Training Centre, to concentrate on the interplay of power shift with the shrinking of operating space for civil society. The underlying question was, how far can power imbalances and the desire to shift power be instrumentalised by those who want to weaken civil society, particularly in authoritarian environments. And how do we stay true to our ambitions to localise social justice work but actively address its dangers?
A worldwide wave of nationalism is visible throughout the over 40 national elections happening in 2024. International solidarity is deprioritised in many rich societies, and liberal democracy and the role of organised civil society are actively undermined by anti-rights groups and oppressive regimes. International and local CSOs are under direct attack, the former being accused as ‘foreign agents’, the latter as Trojan horses promoting non-traditional values. In such times, the shift of decision-making powers comes with ambivalences, potentially feeding into nationalist, anti-liberal agendas.
This year’s Power Shift Lab was the second that was held in the Global South, after the 2023 Nairobi event. It was a welcome opportunity to enrich discussions in the sector from the perspective of local communities and partner organisations of ICSOs. Reflections around the impact of shrinking space were candid and open and showed the willingness to get it right rather than moving fast. While we are looking at a new sharing of responsibilities, we need to be clear about risk sharing, new types of accountabilities, and an increased sense of solidarity between different civil society actors vis-à-vis those who try to divide and undermine us.
Key Takeaways from the Power Shift Lab and What Leaders Are Saying:
ICSC’s Power Shift Lab in Senegal helped us as leaders within the civil society community to reflect on the intersection of governance transformation and shrinking civic space, delving into how such transformations challenge yet drive change within a complex organisation and evolving sector. Making space to reflect on our goals and hopes for long term power shifting allowed me to think about Plan’s role as a leader in supporting girls rights and girls in crisis. How might we consider more emphasis on governance actions that we can commit to today that can build momentum from within, ensure we approach a community–driven approach to changes in our governance, look to external partners and peers for support, and, as always, ensure our governance centres the representation and needs of young people. I also walked away with incredible learning from peer organisations – who had boldly embraced change in terms of operating models, global pay equity, decentralised headquarters, and pursuing outside culture checks – to help ensure accountability. Thank you for the space to think about ways to move forward, to do things differently, and to leave with even better relationships with fellow colleagues and champions.
Kathleen Sherwin, Chief Strategy & Engagement Officer (and External Representative)
Plan International
My key insights from the Power Shift Lab were that considerable governance changes are happening across the sector, with many ICSOs not only acknowledging existing power imbalances within our organisations and with our partners and communities, but also the shared commitment to implementing and learning from new pathways to sharing agency and power, both internally and externally. While acknowledging the progress made so far, we must continue to explore new pathways towards more equitable partnerships, where local and national organisations take the lead wherever possible; meaningful involvement of diverse underserved and under-represented constituents in governance (children, people who are differently abled, youth, marginalised, etc.). We must also forward redressing institutional and financial hurdles (including donor policies and practices) by strengthening advocacy for systemic change across the humanitarian and development ecosystem. While we have focused largely on formal power in governance transformations, we hardly pay equal attention to informal sources of power and their implications for the power shift and the intersection of governance transformation and civic space. It is therefore important for us to take a critical look at our internal cultures and the external environment/cultures of the societies where we operate to determine how best to centre informal power and intentionally blend both formal and informal powers for fit-for-purpose governance frameworks and organisational strategy.
Mohammed-Anwar Sadat Adam, Programs and Policy Influencing Lead,
Oxfam in Ghana
I had the privilege of attending the Power Shift Lab together with eighteen dynamic representatives of civil society organisations. I was puzzled by the topic and approached the lab with an open-mind and with curiosity, ready to listen, understand, and share. During these three days, led by Wolfgang and Myriam, we asked relevant questions about the future of the sector, and we managed, as a group, to picture different roles for the future of ICSOs. It was an insightful journey, enriched by the different backgrounds and levels of responsibility of the participants. In my opinion, the key word behind the power shift is changes. Changes with big C, as these would include multiple layers, some of those needing to happen at individual level, some others at organisational-governance level, and others again at systemic level. Exploring the power dynamics, understanding the trends of the sector – and of society as a whole – and the related obstacles, allowed me to better recognise my leverages for a change. It is a process, we need to play the long game, learning how to really put the communities we work with at the centre of our actions, learning how to remain relevant while the civic space is shrinking.
Francesco De Pasquale, Mali Country Director,
Welthungerhilfe
Attending the ICSC Power Shift Lab was a very rewarding experience for me. It was my first time, and I found it incredibly insightful and enriching both personally and professionally. Reflecting on my own organisation’s journey and learning from others was a real eye-opener. The sessions, presentations, and discussions with a diverse group gave me solid insights into the concept of power shift and boosted my confidence to drive positive change in my organisation. One key takeaway for me is that every organisation’s path to power shift is unique, with its own milestones and success indicators. I highly recommend anyone in the development or humanitarian sector to join these labs and dive into the discussions on accelerating inclusive power shift.
Papa Diouf, Global Practice Area Lead for Health,
VSO International
The diversity of people, organisations, and perspectives was again the key success factor for advancing our common ambition – to become more participatory, legitimate, and locally-led, while at the same time addressing practical and political obstacles in a collaborative way. This enables collective learning and sets a sign against isolationism.
Where do we go from here? The next step is to commit to action. Whether it’s rethinking governance models, addressing informal power structures, or actively advocating for systemic change within donor policies, ICSOs must push the envelope. As we look ahead to 2024 and beyond, let’s ensure that our efforts to shift power are not only transformative but also resilient in the face of external threats.
Wolfgang Jamann
Executive Director
International Civil Society Centre
Dr. Wolfgang Jamann is Executive Director of the International Civil Society Centre. Until January 2018 he was Secretary General and CEO of CARE International (Geneva). Before that he led NGO Deutsche Welthungerhilfe and the Alliance 2015, a partnership of 7 European aid organisations. From 2004-2009 he was CEO & Board member of CARE Deutschland-Luxemburg and President of the CARE Foundation. Previously, he worked for World Vision International as a regional representative in East Africa (Kenya) & Head of Humanitarian Assistance at WV Germany. After his Ph.D. dissertation in 1990 he started his career in development work at the German Foundation for International Development, later for the UNDP in Zambia. As a researcher and academic, he has published books and articles on East & Southeast Asia contributing to international studies on complex humanitarian emergencies and conflict management.
Open Letter to Governments, Corporations and Philanthropies
We, the International Civil Society Centre, publish this Open Letter in cooperation with the CyberPeace Institute to Governments, Corporations and Philanthropies.
We represent organisations deeply committed to the public good. Whether addressing humanitarian crises, ensuring access to clean water, combating hunger, providing healthcare in remote areas, fighting violence against women, or combating child sexual abuse and human trafficking, we all face a common threat.
Today, we unite in a collective call to action, urging governments, corporations, philanthropies, and other benefactors to take decisive steps in safeguarding the cybersecurity of the valiant organisations that tirelessly combat the societal challenges we face.
In recent years, the digitisation of our activities has accelerated exponentially. Our organisations, employees, and volunteers are now part of an increasingly complex digital landscape. While this digitisation has significantly enhanced our ability to scale and deploy our missions rapidly, it has also exposed us to a myriad of cyber threats.
The digital domain now also serves as a battleground where our organisations, staff, and those we serve are targeted relentlessly. Whether it is data theft, reputational and credibility damage through disinformation, brutal ransomware attacks on our systems, or attempts to deploy spyware in our infrastructures, we face the most serious threats.
In an environment where resources are stretched and where we want those resources to be focused on the missions we are delivering, it is extremely challenging to keep pace with the evolving cybersecurity landscape. We lack the resources and expertise to undertake the state-of- the-art cybersecurity measures that our mission requires, and even completing basic steps can be challenging in many organisations.
This situation must change. Non-profit organisations stand on the frontlines, offering aid and support to the most vulnerable, yet they face an ever-growing barrage of cyber threats that could undermine their noble missions.
We call for the following measures to bolster the cybersecurity posture of civil society organisations:
- Access to sustainable funding, through the establishment of a specialised fund, designed to improve the accessibility of cybersecurity tools, services, and platforms that meet our needs, without compromising our operational capacity or our ability to finance our missions.
- An unwavering commitment from states, coupled with the expertise of cybersecurity experts, to identify and relentlessly pursue malicious actors that target our operations.
- A public commitment from nation-states to not attack our organisations, including but not limited to, disseminating disinformation about and leveraging spyware against them.
- Comprehensive public documentation on the human, societal, and environmental impacts of cyberattacks and disinformation campaigns against our organisations fostering a culture of transparency and accountability in cyberspace.
- Formal recognition of the civil society sector as a global critical infrastructure providing essential support worldwide.
Together, we can create a safer digital environment for those who strive to make our world a better place.
SIGNATORIES
Alistair Davison, Executive Director, Cordoba Peace Institute
Alix Vuillemin, Executive Director, Women’s Initiatives for Gender Justice
Andrew McCracken, Global Director, WaterAid International
Ángela María Rosales Rodríguez, Interim CEO, SOS Children’s Villages International
Avril Benoit, CEO, Doctors Without Borders USA
Bogdan Ivanel, Founder & CEO, Commit Global
Carlos Sanvee, Secretary General, YMCA
Caroline Harper, Chief Executive, Sightsavers
Casey Harden, CEO, World Young Women’s Christian Association
Cherian Mathews, CEO, HelpAge International
Ciprian Stănescu, President, Social Innovation Solutions
Daniel Eriksson, CEO, Transparency International
Denton Howard, Executive Director, INHOPE – The International Association of Internet Hotlines
Franziska Heine, Executive Director, Wikimedia Deutschland
Hervé Pichelin, Director, Maison Internationale des Associations (MIA)
James Cowan, CEO, The HALO Trust
Joeri Buhrer Tavanier, Acting Executive Director, Netherlands Helsinki Committee
Julian Newman, Campaigns Director, Environmental Investigation Agency
Julie Jacobson, Managing Partner & Co-Founder, Bridges to Development
Justin Vaïsse, Founder & Director General, Paris Peace Forum
Karin Maasel, CEO, Data Friendly Space (DFS)
Karin van Boxtel, Director, Both ENDS
Kathleen A. Sherwin, Chief Strategy and Engagement Officer, Plan International
Kiran Nazish, Founding Director, The Coalition For Women In Journalism
Kirsten Burkhart, Executive Director, AIDS Resource Alliance, Inc.
Liz Hume, Executive Director, Alliance for Peacebuilding
Lydia Foeken, CEO, World Marrow Donor Association
Lysa John Berna, Secretary General, CIVICUS World Alliance for Citizen Participation
Maaike van Doorsen, Managing Director, The London Story
Mahdi Yahya, Chairman, Peace of Art International
Mark Jacobs, Managing Director, SEED Madagascar
Marta L. Tellado, CEO, Consumer Reports
Melanio Escobar, Executive Director, RedesAyuda
Melchior Lengsfeld, Executive Director Helvetas
Omri Preiss, Managing Director, Alliance4Europe
Paul Ash, Chief Executive, Christchurch Call Foundation
Philip Grant, Executive Director, TRIAL International
Philip Reitinger, President & CEO, Global Cyber Alliance
Pim Kraan, CEO, Save the Children Netherlands
Simon O’Connell, CEO, SNV
Stéphane Duguin, CEO, CyberPeace Institute
Thibaut Bruttin, Director General, Reporters Without Borders
Wolfgang Jamann, Executive Director, International Civil Society Centre
For more information about the initiative, please contact the CyberPeace Institute at media@cyberpeaceinstitute.org.
Cyber Peace Institute
Cyber Peace Institute is an NGO, supporting NGOs and other critical sectors, offering free cybersecurity assistance, threat detection and analysis whilst advocating for safety and security in cyberspace.
Wolfgang Jamann
Executive Director
International Civil Society Centre
Dr. Wolfgang Jamann is Executive Director of the International Civil Society Centre. Until January 2018 he was Secretary General and CEO of CARE International (Geneva). Before that he led NGO Deutsche Welthungerhilfe and the Alliance 2015, a partnership of 7 European aid organisations. From 2004-2009 he was CEO & Board member of CARE Deutschland-Luxemburg and President of the CARE Foundation. Previously, he worked for World Vision International as a regional representative in East Africa (Kenya) & Head of Humanitarian Assistance at WV Germany. After his Ph.D. dissertation in 1990 he started his career in development work at the German Foundation for International Development, later for the UNDP in Zambia. As a researcher and academic, he has published books and articles on East & Southeast Asia contributing to international studies on complex humanitarian emergencies and conflict management.
Digital Dialogue: Exploring Digital Technology and Social Justice
As diverse as the topics and audience are the panellists, most of whom work in CSOs and academia. “We look for practical people who are at the same time firmly grounded in principles and values,” says Ryan Stanton, the Event Manager of the Centre. He is proud that every single panel is balanced in terms of gender and geographic origin.
The International Civil Society Centre partners with CTIN (Civic Tech Innovation Network), and Digital Dialogue is a collaboration between both organisations. The panels are held (almost) monthly, except for breaks in August and January, on the first Thursday of the month. Geci Karuri-Sebina of CTIN says, “Our objective is to offer inclusive and, at the same time, diverse perspectives from expert speakers from both the Global North and South to enrich the dialogue and give a complete view of global challenges and innovative solutions in civic tech.” This year, the theme for our panels has been social justice, and we are debating how digital technology advancements should serve the public good and not increase inequalities.
In February, the series started with a session on e-waste management, highlighting the urgent need for responsible consumption, recycling, and supporting the right to repair movement. This discussion stressed the importance of regulating production and adopting circular economy practices to address the growing problem of electronic waste.
March and April’s sessions focused on elections, democratic participation, and digital technology, with an emphasis on Africa. March’s session examined digital technology’s influence on participation and transparency, while April’s session discussed youth participation, tech platforms, and advocacy campaigns. These discussions showcased various tactics employed to influence elections, as well as advocacy campaigns and technological solutions aimed at encouraging people to actively participate in elections, thereby increasing their involvement in democracy.
In May, the focus was on protecting minority groups from digital targeting, particularly LGBTQ+ groups and individuals. This important session explored strategies to shield vulnerable communities from online threats and advocated for creating safe and inclusive digital environments.
June’s dialogue tackled the complex role of artificial intelligence in conflict situations. The discussion considered the ethical issues of using AI in conflict zones, such as the situation in the Occupied Palestinian Territories, particularly Gaza. The panellists weighed the potential benefits against the risks posed by these technologies.
July’s session focused on the ethics and accountability of civic tech development. This panel highlighted the responsibilities of developers and organisations to maintain ethical standards and stressed the need for accountability and protecting users from unethical tech practices.
In every Digital Dialogue session, we are committed to inclusivity and accessibility for all participants. Thanks to the support of Sightsavers and CBM Christian Blind Mission, we provide sign language interpretation and live captioning to ensure that the discussions are accessible to the deaf and hard of hearing community. At each session, there is one deaf and one hearing sign interpreter, working together to bridge communication and promote an inclusive dialogue. This initiative reflects our belief in creating a space where everyone can engage meaningfully, regardless of their hearing ability.
“The 2024 Digital Dialogue series by the International Civil Society Centre and Civic Tech Innovation Network continues to inspire CSOs through the complex relationship between technology and social justice,” says Nkosinathi Mcetywa of CTIN. The series offers valuable insights into the complex issues affecting CSOs. These discussions not only highlight the challenges but also point the way towards a more equitable and just technological future. The series also emphasises the importance of working together, showing how multi-stakeholder approaches can have a greater impact.
Join us in September for our next panel in the 2024 series, on 5 September 2024, at 4 pm CEST: Can technology help address global food security challenges?
You can find information on past sessions and catch up on previous panels here. Are there any topics you would like to see covered in a future Digital Dialogue, let us know!
Rachel Wilkinson
Programme Manager – Futures and Innovation
International Civil Society Centre
Rachel leads the Futures and Innovation programme at the Centre. She is responsible for managing the portfolio of projects and events as well as leading and developing the Scanning the Horizon strategic peer learning platform. Rachel has more than 15 years of experience working in the third sector, on a national and international level, working for various ICSOs in international development and human rights in both London and Berlin.
