Uncategorised – The International Civil Society Centre

Leave No One Behind in Times of Change: Navigating Crisis, Sustaining Inclusion

27th June 2025 by Claudemir da Silva

Civil society is facing one of its most critical moments in recent history. Major cuts to Official Development Assistance (ODA), agreed simultaneously by some of the world’s biggest ODA donors, as well as an increasing resistance to put issues like the inclusion or marginalised groups into the focus of development efforts, caused problems for many organisations in our sector. These changes are not just another cycle of budget tightening; they seem to represent a bigger change in how international aid is organised, with profound consequences for development actors – particularly for smaller CSOs who largely depended on foreign aid. The US government’s recent decision to publicly renounce the Agenda 2030 and the Sustainable Development Goals, shows just how profound these changes are, leading into concerns that this is the start of a “post-aid world” in which prior agreed global development priorities no longer count, being replaced by a “my country first” philosophy. Considering this, the Centre’s Leave No One Behind partnership (LNOB), coordinated by the International Civil Society Centre, started a series of partner interviews earlier this year, to better understand the implications of this crisis, what it means for marginalised communities, and how best to deal with these challenges collaboratively.

Women sitting in a circle at a focus group discussion in Nepal — Focus group discussion in Nepal lead by VSO International

The underlining competing pressures

The conversations with country coalitions from Bangladesh, India, Kenya, Malawi, Nepal, Nigeria and Vietnam, alongside several international civil society organisations such as CBM Global, BRAC, Plan International, and Islamic Relief, revealed a distressing situation where there is a lot of uncertainty and far too few resources to manage it. Many partners said they had less money, fewer staff, and more pressure to compete for a smaller amount of money from donors. Several country partners said that although they do not depend on aid from the US or the UK, recent cuts have had a big effect on their planning and programming. Partners are worried about their organisations going bust, losing staff, and the increasing break down of long-term working relationships. Another worrying trend perceived is that issues like inclusion, diversity, and equality meet significantly less interest in politics and the media, at times even phasing open resentment. Some partners bemoaned that they see an increasing tendency from actors within and outside government to belittle the work of CSOs, or even openly discredit them. This makes it much harder for CSOs to do their work properly and safely and continue with their mission to support marginalised and underserviced populations.

Understanding right from wrong

Despite these challenges, there was a strong commitment to continue supporting marginalised communities, and a certain sense of urgency and clarity about what is the right thing to do: with declining support and solidarity for groups that are already under pressure, inclusion work is now more important than ever. Partners emphasised that it is very important for governments to listen to what citizens are saying, especially when people’s freedom to speak and be heard is limited. This approach, created and improved through the partnership’s work to promote and support voices being heard and counted, was often described as a lifeline for keeping the partnership relevant and impactful.

When persons with disabilities lead data collection, the solutions reflect their realities—and drive real change.

Vietnam Project Partner– Digital Voices: Ensuring Inclusive Digital Transformation for People with Disabilities in Viet Nam

Focus on direct support

In response to the current challenges facing our sector, the Centre’s Leave No One Behind partnership has shifted its priorities in 2025 to focus more directly on supporting our national partners. The Centre is now providing financial backing to coalitions in India, Nepal, Vietnam, and Palestine, through various projects enabling them to continue their vital work with citizen data and maintain their engagement with marginalised communities. These projects have a specific focus on the economic empowerment of marginalised communities, aiming to strengthen local advocacy, support inclusive policy dialogue, and ensure that the voices of those too often left out are made heard. We are continuing our efforts to mobilise additional resources and plan to extend support to more countries over the course of the year.

Building on this support, the partnership is placing a strong focus in 2025 on exploring how citizen data can help advance the economic inclusion of marginalised communities. The newly funded projects in India, Nepal, Vietnam, and Palestine, are already engaging with this theme, aiming to identify barriers to economic participation and co-develop solutions that are grounded in lived experiences, relevant to local contexts. By connecting this work to national development priorities and social protection strategies, we aim to create opportunities for more inclusive policy dialogue and practical change. Alongside this, the Centre is prioritising knowledge exchange and capacity building to help national coalitions strengthen their financial resilience, including peer learning on local fundraising, alternative operational models, and solidarity mechanisms inspired by other programmatic initiatives led by the Centre.

Data is power and in Nepal’s most marginalised provinces, we are using citizen evidence to demand equity, accountability, and real change.

LNOB Nepal Project Partner– Making Voices heard and Count: Social Rights & Economic Empowerment of Youths in Nepal

Fostering exchange to find joint solutions

This commitment to resilience and innovation was further reflected in a virtual strategic exchange hosted by the International Civil Society Centre in May, which brought together members of the Centre’s Solidarity Action Network (SANE) and LNOB. The event examined the ways in which civil society organisations are coping with mounting political and financial pressures, including shifts in donor funding and shrinking civic space. Participants shared their experiences and insights during breakout discussions on funding cuts, localisation and restrictions to civic space. Key takeaways included the need for greater solidarity, a rethink of power dynamics and the advancement of locally led, participatory approaches to civil society work in an increasingly challenging global landscape. A follow-up event focusing on alternative finance mechanisms and partnership models is planned for September.

People sitting at a table with cards and pens writing ideas — Citizen Generated Data group discussion with participants from the Project on Supporting Women-led Green Initiatives (PWG), Vietnam

Making everyone heard and count

Looking ahead, the partnership will remain focused on supporting country partners directly, both technically and financially; concentrating on delivering practical tools, guidance, establishing contacts with potential donors directly at the national level, and provide transitional funding that can help ensure that the local partners are capable of continuing some of their inclusion work while going through a slump. The Centre will continue to convene donors and partners through virtual platforms to jointly explore alternative financing mechanisms. While the context has shifted dramatically, the mission of the partnership remains unchanged. If anything, the current crisis has reaffirmed the need for our work and the importance of standing together in solidarity. In the words of one partner, “Inclusion is not a luxury, it is a necessity.”

In these times of uncertainty, the Centre’s Leave No One Behind partnership continues to hold a space for community voices to work towards a future where everyone counts.

Find out more about LNOB and the benefits of joining as a partner in our new brochure

Leave No One Behind_Benefits of becoming a member

Claudemir da Silva

Executive Assistant

International Civil Society Centre

Claudemir, Executive Assistant at the Centre since December 2023, holds a Bachelor’s degree in International Relations from the Federal University of Santa Catarina. He was awarded the DAAD Helmut Schmidt Scholarship in 2020, which led to a Master’s degree in Democratic Governance and Civil Society at the University of Osnabrück. His master’s thesis focused on water policy and the SDGs in Brazil. Before joining the Centre, Claudemir contributed to the education sector in Brazil and worked in international cooperation with the UN and GIZ.

Turning words into action: Why International NGOs should prioritise sustainability through localisation and self-governance

20th June 2025 by Dr. Dereje Wordofa

International non-governmental organisations (INGOs) are often headquartered in the Global North and operating from a position of superiority despite funds raised in the name of communities in need. These top-down models, however well-meaning, often side-lined local realities, leadership and joint stewardship of resources. Now, with aid receding, the limits of this approach are increasingly exposed. The INGOs that failed to develop national capacity are leaving communities unprepared and vulnerable.

Localisation in humanitarian action and social development has been a focal point of global discourse for over a decade, yet substantive progress remains limited. Initiatives like the Grand Bargain have sought to drive ‘power shifts’ within the humanitarian aid system, but “localisation” often remains a vague buzzword. The approach —whether it prioritises shifting power, enhancing accountability, or balancing incremental versus transformative change—remains a critical challenge.

Genuine self-governance demand empowering national actors to lead, requiring INGOs to relinquish control over resources and decision-making while encouraging trust and humility to support context-specific solutions. Despite the push by the most senior leaders of some of the largest INGOs through projects like Pledge for Change, scepticism about the financial and programmatic capacities of national actors often perpetuates power imbalances, undermining the spirit of the initiative.

Why localisation?

The lessons suggest that localisation strengthens local capacity, reduces dependency, and ensures more relevant, effective responses while redirecting resources to support national systems with intent of long-term sustainability. Localisation must evolve as an independent agenda, unshackled from being a means to bridging financing austerity. The agenda requires experimental spaces where national actors can innovate, fail, and learn without excessive oversight or a focus solely on cost efficiency.

By embracing brave, context-driven approaches, anchored in local jurisdictions and de-emphasising perceived risks, international and national actors jointly can co-create a transformative framework that prioritises local leadership and build genuine partnerships. In this regard, the experience of SOS Children’s Villages which is the world’s largest NGO focused on supporting children and young people without parental care, or at risk of losing it, offers a path to localisation, self-governance and sustainability.

Founded 76 years ago in post-war Austria, it now operates in 137 countries and territories. The impact of its work worldwide is well documented. Recognising the heavy financial dependence on European donors, SOS Children’s Villages began a significant shift in 2012, launching Sustainable Path Initiative (SPI). This involved localising governance with more responsibilities, building domestic fundraising infrastructure, and gradually reducing dependency on international transfer of funds.

Without casting divergent views on theory and practice, the SPI was not cosmetic. It required structural reform, direct investment, patience, and committed leadership from European members, especially the largest funders, the 18 Promoting and Supporting Associations.

Today, all national management positions worldwide are held by citizens of the nation in which SOS Children’s Villages operate. Expatriates are no longer appointed and deployed to national leadership roles. National governance structures now exist in 110 countries to provide oversights and accountability. While national governance practices have a varied degree of effectiveness, those self-governing members enjoy full rights, including voting rights at the General Assembly of the global federation.

Image of participants in a lecture hall at the 2023 General Assembly of SOS Children's Villages International — 2023 General Assembly of SOS Children’s Villages International

Transitioning to self-governance and localisation

The transition to self-governance has been uneven, and daunting particularly in Africa, where institutional weaknesses, legal constraints, and entrenched aid dependency persist. Of the 137 associations, 24 have yet to localise their governance systems. The federation and its Secretariat are committed to advancing the financial self-sufficiency and self-governance of all its members. At least 12 national associations are currently developing local governance frameworks to be finalised within the coming two years.

Over the last decade, over 33 national associations have reached financial self-sufficiency, including a recent one that now raises its own funds through local donors, partnerships, and collaborations with local government. These associations remain part of the global federation, bound by a shared vision, brand and commitment to promote, protect and defend the rights of children and young people. They operate with autonomy but commit to collective accountability to the federation’s norms and standards.

Development ideals like inclusion, equity and empowerment must be matched by concrete reforms. Ambitions alone are not enough; sustainability must be treated as a moral and strategic imperative. To remain relevant, INGOs must therefore undergo a profound transformation. This is not about organisational survival. It is about doing development differently, and better. At the core of this systemic reform are three imperatives:

Shift power: Genuinely transferring ownership of programs, decision-making, and leadership to national actors is essential. This includes relinquishing control, reforming governance structures, and embracing accountability to those closest to the challenges.
Build financial self-sufficiency: This needs investing in helping local partners cultivate domestic resource mobilisation; through philanthropy, corporate partnerships, social enterprises, and government collaboration. National fundraising ecosystems, though nascent in many contexts.
Foster local resilience: Self-sufficiency is not the absence of support; it is the presence of capacity. INGOs should serve as facilitators of knowledge exchange, skill-building, and systems strengthening. This requires time, patience, partnership, and humility.

It is essential that this shift is planned, paced, and participatory. Replacing financial subsidies overnight is neither feasible nor just. But failing to begin the transition is a negligence of responsibility. Localisation and financial sustainability are not just valuable; they are strategic necessities.

Why SPI?

The SPI case of SOS Children’s Villages demonstrates what’s possible when INGOs invest in local leadership and trust national capacity. It recognises Global South actors as co-architects of sustainability, not mere implementers of agreed projects. Most members, though some struggle, increase income and reserves for financial stability. Localisation shifts mindsets, redefines relationships, builds local confidence, and enhances resource use with local stewardship. It nurtures trust with communities, governments, donors, and partners who value empowerment.

By strategically cultivating national capacity for self-governance and prioritising community interests, humanitarian and development actors can move from aid to agency, charity to empowerment, and dependency to dignity, strengthening a global solidarity based not on transaction, but on trust.

This article is being published on behalf of SOS Children’s Villages International. The Centre would like to thank Dr. Dereje Wordofa for his valuable insights and contribution.

All images courtesy of SOS Children’s Villages International. Pictured in the blog banner: Illustrative map showing the 138 countries and territories where SOS Children’s Villages operates (last updated 2022).

Dr. Dereje Wordofa

President

SOS Children’s Villages International

Dr. Dereje Wordofa is the President of SOS Children’s Villages International. Previously he served as assistant secretary-general and deputy executive director of the United Nations Population Fund; as head of regional policy at Oxfam; and as deputy program director of Save the Children UK.

Navigating CEO Success and Collaboration in Challenging Times: Vision Works 2025

18th June 2025 by Wolfgang Jamann

It was summit time, again.

At the end of May, our community of CEOs came together for their annual retreat ‘Vision Works’, to find inspiration, room for peer exchange, and opportunities for collaboration. Hosted by the ‘Initiatives of Change’ – about 20 Civil Society leaders spent three intense days together at Caux, Switzerland, to better understand the current challenges for the sector and to strategise for appropriate responses to counter the attacks on Civil Society values, operations, and institutions.

Group photo of attendees at Vision Works, in Caux Switzerland, May 2025

We were inspired by new perspectives from leaders of allies to the Centre, such as Article 19, CIVICUS, Helvetas and our affiliates at WACSI and the Cyberpeace Institute. Further to our core shareholders and allies, external expertise was also provided by Philea, the ‘Observatory on Information and Democracy’, the ‘Shadowserver Foundation’, CTIN and ‘Globethics’.

A special session focused on the success patterns for CEOs in the Sector was supported by the expertise of Conner Advisory, which brought good reflection on how one can be an impactful Civil Society leader in critical times. This topic is further explored in a preliminary joint report recently published by the Centre and Conner Advisory on success patterns and challenges for CEOs in the sector. You can download the report here. 

The Vision Works retreat was a much-needed opportunity to move out of the daily operational pressures and find room for necessary strategising to develop and co-create ideas for sectoral resilience and impact. For many, it was the first opportunity to find the headspace for longer-term thinking and open–up to innovative ideas, challenges, and opportunities that can help Civil Society thrive.

It’s a wonderful community [the Centre’s shareholder organisations], where CEOs can come together for mutual support and ideas sharing, to understand what’s going on in one another’s organisations. It [Vision Works] is a really unique forum for that.

There’s so much happening in the world, that it [the Centre] is probably more valuable now, than it’s ever been…

Caroline Harper, CEO of Sightsavers and outgoing Board Chair

The Centre took the opportunity to thank its outgoing Chair for the past four years, Caroline Harper, of Sightsavers International for her outstanding leadership, and welcome in its new Chair, Amitabh Behar, Executive Director of Oxfam International. Amitabh inspired us by pushing for more collective action and developing a movement mindset, in light of the necessary solidaric action for the sector.

The International Civil Society Centre – I must say – has been an exciting idea. It is a dream that I think several generations of civil society leaders often have – of coming together and recognising that civil society is not about competing – it’s about collaborating. …This is that space we have created together – but now we need to harness it.

Amitabh Behar, Executive Director of Oxfam International and Board Chair

Picture of Wolfgang Jamann, Caroline Harper and Amitabh Behar at Vision Works 2025 — Wolfgang Jamann, Caroline Harper and Amitabh Behar pictured at Vision Works 2025

The Centre is uniquely owned and supported by 18 International Civil Society Organisations who have committed to collaboration across the sector. Since 2008, Vision Works has provided a unique space for CEOs from this shareholder community, to step out of their pressurised positions and come together to collectively discuss sectoral issues, define goals, and co-create strategies for the future of their organisations and civil society as a whole.

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.

Never waste a good crisis

12th March 2025 by Wolfgang Jamann

The decisions of the new US administration to freeze aid and abolish USAID has sent shockwaves through the system. USA is the largest bilateral ODA (Official Development Assistance) donor, and this decision is already having significant impact, both within the US (job losses, cutback on domestic programs) and abroad (communities not receiving medical aid, local NGOs having to cease operations, fragile and poor countries expecting significant economic impact).

Other donors have taken similar steps – the Netherlands has cut aid by 30%, redirecting funds to projects that directly contribute to Dutch interests. Belgium cut aid by 25%, while France reduced its budget by 37%. Swedish SIDA has linked its foreign aid strategy closer to Swedish interests and prohibits the use of their funding for political advocacy in ODA countries. Most recently, the UK has decided to reduce foreign aid by 40% while raising defense spending. Germany’s new government might be next in line, having to raise military spending significantly and possibly preparing financially for larger numbers of Ukrainian refugees.

Linking aid cuts to increasing military funding is only one, yet problematic, relationship. We can also see the increasing instrumentalization of foreign aid to security, external policy, and economic interests of donor countries. Furthermore, the ‘value-based’ or ‘rights-based’ development cooperation is under direct attack by those who are propagating a regressive and chauvinistic world view, in which NGOs and civil society are seen as principal opponents.

Acknowledging that the victims of these developments will be first and foremost the poorest and most vulnerable of this world, we also need to understand the long-term impact on the ‘sector’. What do these developments mean for civil society, and for ICSOs in particular?

Five weeks after the first Executive Orders by President Trump, some consequences can already be drawn.

It can safely be assumed that globally, there will be less foreign aid available for a long time to come.

Aid will be more closely linked to geopolitics, global trade relations, security concerns and few immediate global threats (though the latter might be questionable, thinking of the ambivalent actions towards pandemics). Climate change and biodiversity loss might receive even less attention.

Aid might be ‘regionalised’, for example, focused on immediate spheres of influence of big donor countries (e.g. US aid may be focused on Central America)

Aid might be focused on alleviating humanitarian crises, particularly high-profile ones.

Institutions (the UN, other multilaterals, but also NGOs) will be in defence over their value, legitimacy, effectiveness and the difference they make.

The ‘localisation’ agenda might get new, unexpected pushes in the direction of cost cutting, local ownership and local financing / fundraising.

Recipient countries might take this as a call for greater self-sustainability (positive scenario) or leave the most vulnerable communities behind (negative scenario).

(I)CSOs are in the middle of this. The values on which their work rests are under attack. As institutions they might be singled out by anti-rights actors. Their business models are threatened, particularly those NGOs who take significant government funding. And the legitimacy of international actors is under scrutiny, from many sides. The push to ‘localise’ and shift power comes from Southern civil society, and Southern and Northern governments alike.

‘Disrupt and innovate,’ has been the slogan of the Centre since its inception. When there’s disruption, and resilience is low, things will have to change. It is clear that there are some fundamental shortcomings in the sector, in spite of the many good deeds that have been delivered through the aid system for the time it has been existing. Here are some ideas on how to make use of the crisis.

Aid flows from North to South increase (or perpetuate) dependency. Can there be more radical support to those who want to overcome such dependency, e.g. through supporting local fundraising, transferring power of decision-making in project planning, positively sanctioning self-funded initiatives, investing in institution building, creating solidarity funds?

(I)NGOs have an overriding concern for their organisational success. Can they develop the ambition (and practice) to work themselves out of the job? What would this mean for defining leaders’ success?

Accountability over funds is the holy grail for those who don’t want to shift decision powers. Can we prioritise non-monetary accountability dimensions? And can we lobby donors to adjust their expectations?

There is duplication throughout the sector. Should there not be many more mergers, job-share, cross-sectoral collaboration? Can we be more rigorous about added value provided?

Social business, social impact investing, effective philanthropy, must not be seen as distinguished from CSO work. Are we intentional enough about such initiatives, and about bringing corporates into our ecosystem?

The international aid system is expensive. Country office structures and expats living and working in the global South are costly, they narrow development spaces for local talents, and undermine just tax systems. Can we work more with local staff capacities and service providers?

In many cases, partners are implementers or sub-contractors. How do partnership relations be re-defined and re-lived to change who is in the drivers’ seat?

There’s been more and more calls for system changes, to bring the sector from its head onto its feet. Will leaders (and governors) of civil society organisations take this as a positive challenge? And do they believe in the quest for a change of the international aid system?

The above are just a few areas where more serious discussion and actions are needed. The sector has already developed several promising initiatives, like RINGO, the Pledge for Change, and the Dynamic Accountability Framework, which may need a significant push for commitment. What could other areas be where leaders in the sector invest collectively, to make good use of the crisis at hand?

Let us know!

Wolfgang Jamann

Executive Director

International Civil Society Centre

Anticipating Futures of Volunteering: Insights from Budapest’s Foresight Workshop

26th February 2025 by Eva Gondor

In early February, we were invited to facilitate a foresight workshop in Budapest, Hungary, as part of a study session on “New Trends in International Voluntary Service” (IVS). Organised by the Coordinating Committee for International Voluntary Service (CCIVS), the Alliance of European Voluntary Service Organisations, International Cultural Youth Exchange (ICYE), Service Civil International (SCI), and the Network for Voluntary Development in Asia (NVDA), in collaboration with the Council of Europe, the study session aimed to explore emerging trends in IVS and strengthen participants’ ability to anticipate and respond to future challenges in volunteering and youth work.

A group of 30 young professionals from around the world, representing international voluntary networks and organisations, gathered at the European Youth Centre in Budapest to explore the future of international volunteering through the lens of futures thinking. While this methodology was new to many participants, it was embraced with great interest and enthusiasm. The Centre’s experience with futures thinking, particularly through our “Scanning the Horizon” community and the “Anticipating futures for civil society operating space” initiative, provided a solid foundation for guiding participants in applying foresight tools to their own contexts.

Exploring Trends Shaping the Future of Volunteering

The study session was guided by our “Toolkit for tomorrow: Anticipating civil society futures,” a resource we designed to help (international) civil society organisations strengthen their ability to anticipate future challenges, practice foresight, and build resilience. Through group discussions, participants explored key trends likely to shape IVS over the next decade, such as decolonisation, climate injustice, artificial intelligence, and the rise of new social movements. The importance of thinking ahead was central to the event, as one participant noted:

“We should already start planning based on future trends and not only focus on the current ones.”

To dive deeper into how these trends might impact the future, the participants were tasked with narrowing down a long list of trends to two key issues that they believed would most significantly influence IVS by 2035. Their choices were:

Climate injustice – Ongoing environmental degradation, extreme weather events, and resource insecurity will disproportionately affect certain regions and vulnerable groups, exacerbating existing inequalities.

Voluntourism demands – Volunteers prioritising personal travel experiences over genuine contributions to community work will shape the future of volunteering.

Crafting Scenarios for 2035: From Volun-Caring to Volun-Collapse

Creating future scenarios allows organisations to step beyond current assumptions and envision a wide range of possible outcomes, helping them prepare for uncertainty and make more proactive decisions. In the workshop, participants used a 2×2 matrix, a widely-used scenario-building tool, to explore how two key trends – voluntourism demands and climate injustice from a decolonial perspective – could unfold by 2035. By examining the interplay between high and low impacts of these trends, they developed four distinct scenarios for IVS:

The crafted scenarios provided vivid insights into where volunteering could be headed, depending on how these trends play out. They encouraged participants to reflect on how these futures might be similar or different from today. As one participant put it:

“Considering different possible futures could actually show us how close we are to some of them.”

Shaping the Future: Taking Action

The scenario workshop sparked great enthusiasm, and many participants expressed a desire to continue exploring and applying futures thinking in their own organisations and community work. The session inspired participants to think about the future in new ways, question their assumptions and biases, and embrace diverse experience and perspectives when imagining futures. As one participant reflected:

“There is hope to solve the upcoming problems. Through discussions and different points of view, we can get concrete ideas about future opportunities.”

The following day, the group brainstormed actions that IVS organisations could take to address the challenges and opportunities identified in the scenarios. They discussed ideas such as partnering with educational institutions and humanitarian organisations, learning from grassroots social movements, embracing social entrepreneurship, and decentralising structures. A follow-up session will take place in a few months to assess how these ideas have evolved into concrete projects.

Embracing Futures Thinking

Overall, the workshop underscored the value of futures thinking in helping to anticipate potential challenges and opportunities, empowering people to make better decisions today. Participants left with a deeper understanding of their own agency in navigating undesired futures and working towards preferred outcomes. As political theorist John Schaar once said:

“The future is not some place we are going to, but one we are creating.”

Inspired to Explore Futures Thinking for Yourself?

If you’re interested in learning more about how to apply futures thinking, check out our “Toolkit for tomorrow: Anticipating civil society futures.” This step-by-step guide takes readers through trend scanning, scenario building, and action planning. Originally published in English, the toolkit is now also available in French and Spanish.

Feel free to get in touch to explore ways we can collaborate on futures thinking.

Photos by Tavares Ferreira, Youth Department of the Council of Europe

Eva Gondor

Senior Project Manager

International Civil Society Centre

Eva leads on the Centre's civic space work - the Solidarity Action Network (SANE) aimed at strengthening resilience of and solidarity among civil society actors, and the International Civic Forum (ICF), our annual civic space platform to network and identify opportunities for collaboration. Prior to joining the Centre she worked at the Robert Bosch Stiftung (Foundation) in Stuttgart where she managed the foundation’s projects focusing on civil society and governance in Turkey, the Western Balkans, and North Africa.

Trends and Signals for Policy Makers

25th February 2025 by Rachel Wilkinson

Earlier this month, our Director of Programmes, Rachel Wilkinson, was invited to speak to EU policy makers to share the Centre’s work on strategic foresight, signals and trends. The European Strategy and Policy Analysis System (ESPAS) is an inter-institutional collaboration among the officials of the European Commission, the European Parliament, the Council of the EU, and the European External Action Service, with the support of the Committee of the Regions and of the European Economic and Social Committee. It monitors global trends and offers strategic foresight to the EU’s decision-makers. The meeting saw policy makers from across all EU institutions come together and learn about trends and discuss their possible implications.

The value of futures thinking

Futures thinking can help us navigate uncertainty by revealing the interplay of dynamic trends, identifying risks, opportunities, and innovations, and creating a collective vision for the future. At the Centre, we have been promoting futures thinking to civil society organisations for many years. Scanning the Horizon is our established collaborative platform for trend scouting and analysis in the international civil society sector. It includes leading ICSOs, national CSO umbrella organisations, philanthropy, and futurists. Members utilise futures skills and methods to shape and adapt their strategies. From this community and other programmatic work on futures thinking, such as our toolkit for tomorrow, we have developed futures resources to support civil society.

It is important for civil society to have a voice and be included in conversations with policy makers. At the Centre, we bring forward different perspectives and can share a global view of trends and signals. At the gathering of ESPAS, we had a unique opportunity to share our approach on futures thinking and the methods we use to develop futures thinking resources, such as trends mapping and signal spotting, through which we seek diverse inputs and ask critical questions to challenging our assumptions about the signals and trends we see emerging.

Taking a participatory approach to futures thinking

We take a participatory approach to our futures thinking. This allows for more inclusive and transformative futures to emerge, enabling out-of-the-box thinking with diverse input building upon our past experiences. By seeking a broader range of opinions and situations from a global perspective, we enable more inclusive and transformative futures to emerge. For policymakers, these wider perspectives ensure the implications on civil society organisations are better understood and more robust and future-proof policies are developed.

Trends and Signals

Our recent work highlights several key trends impacting the civic space. This includes Mis, Dis, and Mal information: AI-driven manipulation, erosion of trust in public institutions, and the rise of opinion engineering through social media. These trends can harm trust, democracy, and social cohesion, and CSOs need tools and strategies to address mitigating these effects.

Our work on anticipating futures examined trends on civic space. Key trends in this area are the increase in global conflicts, crises of multilateralism, tech solutionism, the influence of corporations, securitisation, disinformation, demographic shifts, growing inequalities, and climate injustice. All these interlinking and overarching themes need to be addressed to strengthen civic space. How we react to these challenges is vital for maintaining social stability, promoting human rights, and upholding the rule of law within the EU and globally.

CSOs and Futures Thinking

In an increasingly uncertain world, CSOs must look beyond immediate challenges and consider the long-term possibilities that could shape their work. Strategic foresight and futures thinking enable CSOs to make better decisions today about tomorrow.

Rapid changes are adversely affecting CSOs and the communities we serve, making it essential to adopt a proactive and forward-thinking approach. By considering various possible futures and recognising key signals of change, CSOs can build resilience and agility. This strategic mindset not only enhances decision-making but also ensures that CSOs remain adaptable in an ever-evolving landscape.

For more information about our futures work and that of the ESPAS please see:

ESPAS (external website homepage)
Toolkit for Tomorrow: Anticipating Civil Society Futures (toolkit) – Now also available to download in French and Spanish.
Insights and Foresights: Learnings on mis-, dis-, and malinformation (resource collection)

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.

Scanning the Horizon: Exploring futures with Horizon 2045

12th February 2025 by Alexandra Schlegel

In a world defined by complexity – climate crises, technological revolutions and geo-political shifts – how do we move beyond reacting to today’s problems to proactively preparing for the future? At a recent Scanning the Horizon community session, we turned to the Horizon 2045 Foresight Radar, a cutting-edge tool, to explore this question. The session was facilitated by our member Climate-KIC along with Horizon 2045.

The session introduced the Horizon 2045 Foresight Radar – a participatory tool that maps signals of change across seven broad themes, from technology and geo-politics to the environment and social dynamics. What sets it apart is its ability to go beyond cataloguing trends, instead inviting users to explore interconnections, imagine plausible scenarios, and engage in collaborative, systems-level thinking.

As we delved into the radar during the session, participants were struck by the diversity and scale of signals it tracks – more than 500 spanning the globe. It challenged us to ask: How do these signals connect? What stories do they tell about the future? And how can we act on them?

One breakout activity, “Radar Roulette”, was a playful yet revealing exercise. Participants explored random signals on the radar and debated their implications. Whether discussing advancements in AI or shifts in global health governance.

For CSOs, the radar can be a practical tool. Futures thinking equips organisations to step out of crisis-response mode and adopt longer-term, systemic approaches. The session reinforced that horizon scanning can help CSOs to spot early signals of disruption or opportunity for transformation, build adaptive strategies that are flexible to change, and strengthen collaboration by connecting diverse actors across disciplines and geographies.

Push and pull of futures triangle diagram — Source: Inayatullah, S. (2008) Six Pillars: Futures Thinking for Transforming Foresight, 10(1): 4-21.

For civil society organisations, the Horizon 2045 Foresight Radar is more than just an intellectual exercise – it’s a transformative tool. Futures thinking empowers organisations to step out of reactive, crisis-response modes and adopt long-term, systemic strategies. The session underscored that horizon scanning helps (I)CSOs identify early signals of disruption or opportunity, craft flexible and adaptive strategies, and foster collaboration across disciplines and geographies. By using the radar, (I)CSOs can make informed decisions today that will pave the way for a more resilient and equitable tomorrow.

Let’s use tools such as the Horizon 2045 Foresight Radar to anticipate challenges, seize opportunities, and build a future that works for both people and the planet. Together, we can move beyond merely reacting to crises and instead create strategies that transform and inspire.

Links

Feature image: Adapted still of the Horizon 2045 Foresight Radar designed by Pupul Bisht.

Alexandra Schlegel

Programme Officer

International Civil Society Centre

Alexandra is working as Programme Officer in the Solidarity Action Network and Scanning the Horizon projects of the Centre. She joined the Centre in January 2022 as the Executive Assistant and changed into the Programme Team in December 2023. Her role at the Centre involves addressing anti-rights actors, overseeing futures and foresight initiatives within the Scanning community, managing the SANE Resource Hub, and organising events. She is strongly engaged in voluntary work with different international as well as local organisations with a background in Political Science and International Relations. She holds a MA in International Relations from Leiden University next to her BA in Political Science and History from the University of Tübingen. She has lived in Germany, the UK, the Netherlands as well as Jordan and is currently living in Berlin.

Shaping the Future of Civil Society: Reflections from the YMCA Accelerator Summit

12th December 2024 by Myriam Ciza Gambini and Eva Gondor

In October, Myriam Ciza Gambini and Eva Gondor, had the opportunity to contribute to, and participate in the YMCA Accelerator Summit, taking place in Mombasa, Kenya. The Summit brought together over 450 people from 60 countries and aimed to accelerate YMCA’s Vision 2030, which serves as a roadmap for YMCA’s strategic objectives, aligned with the UN Sustainable Development Goals (SDGs). Like many of its peers, YMCA is grappling with existential questions about its future and relevance in the civil society landscape. This event marked the first of its kind for YMCA, designed to create spaces for exchange, discussion, and collaboration within the movement.

The Summit gathered YMCA delegates, international and local civil society partners, and private sector stakeholders to address key issues such as sustainability, youth employment, partnerships for impact as well as racial and youth justice.

Foresights workshop at Myriam and panellists at YMCA Accelerator Summit — Eva Gondor facilitating the foresight workshop at the Summit

Exploring Strategic Foresight: Anticipating Possible Futures

At the Summit, we facilitated a foresight workshop based on our recently published “Toolkit for tomorrow: Anticipating civil society futures,” exploring how to prepare for and shape possible futures. The session aimed to help participants understand the value of futures thinking and foresight, craft possible future scenarios, and identify practical actions to address them. Futures thinking invites us to imagine a range of possible futures, enabling us to anticipate upcoming changes and better prepare for them today. Strategic foresight takes this a step further by using these future possibilities to guide decision-making and planning. During the workshop, participants explored trends affecting the civil society landscape, identifying growing inequality and climate injustice as key issues likely to have a significant impact by 2030. They then developed future scenarios that reflected the interplay of these two trends. By the end of the session, participants outlined actions to address these scenarios, such as strengthening advocacy efforts, working more closely with local communities, and prioritising long-term goals over short-term gains. After the workshop, several attendees expressed an interest in experimenting further with futures thinking.

YMCA Powershift panel — Myriam Ciza Gambini took speaking at the plenary panel “Powershift in the Agenda for a Just World”

Powershift in the Agenda for a Just World

In addition, Myriam Ciza Gambini took part in the plenary panel “Powershift in the Agenda for a Just World,” alongside Sunita Suna, Executive Secretary for Programs, Asia and Pacific Alliance of YMCAs and Mathias Shipeta, Rapid Response Officer at Haki Africa. The discussion focused on power dynamics in the sector, viewed through a Global North-South lens as well as a gender-inclusive, human rights perspective. Panellists explored how to foster an enabling environment for power shift, the role of citizen activism in changing the power hierarchy, and the opportunities it presents for social impact leaders. The panel was followed by a deep-dive session with the audience, discussing how organisations like YMCA can address internal power dynamics and contribute to a paradigm shift in the sector.

Myriam and panellists at YMCA Accelerator Summit — Myriam Ciza Gambini and plenary panel colleagues

Final Thoughts: Strengthening Ecosystems

Throughout the week, discussions also centred on how to connect grassroots initiatives and local partners with global movements in a meaningful and non-extractive way, fostering ecosystem strengthening. Several sessions explored how governance still represents a key challenge in ensuring the adequate representation of the communities that organisations like YMCA serve. It was inspiring to learn about their efforts to diversify boards and decision-making bodies.

The Summit gave us a unique opportunity to witness the scope and influence of the global YMCA movement. We look forward to continuing our collaboration with YMCA in their mission to empower communities and young people worldwide, building a just, sustainable, and inclusive future.

Myriam Ciza Gambini

Project Manager

International Civil Society Centre

Myriam coordinates the “Accelerating Inclusive Power Shift” project, which aims to foster equitable partnerships and more inclusive governance models in the development and humanitarian sectors. Prior to joining the Centre, she worked on EU development policy in Brussels for CONCORD and Humanity & Inclusion and with CBM in Italy.

Eva Gondor

Senior Project Manager

International Civil Society Centre

Navigating the Digital Landscape: Key Insights from the International Civic Forum 2024

12th December 2024 by Eva Gondor and Rachel Wilkinson

Every year, we bring together leaders from civil society and other sectors to discuss key civic space issues, build connections, and identify opportunities for collaboration at the International Civic Forum (ICF). This year we focused on how digital technology is transforming civic space and explored the implications of digital advancement for civic and civil society operating space.  

Collaborating with our partner, the Civic Tech Innovation Network (CTIN), with whom we run our Digital Dialogues event series, we built on synergies and teamed up for their annual conference Civic Tech Innovation Forum (CTIF). At CTIF we hosted a masterclass on how strategic foresight can be applied by civil society to address misinformation and disinformation. The ICF took place immediately following the CTIF, fostering connections between the two events and providing a unique platform to share knowledge and insights.

During the ICF, we examined how digital trends – ranging from digital authoritarianism and disinformation to the growing role of artificial intelligence (AI) – are reshaping civic space. Participants explored the challenges and opportunities that technology presents, shared experiences and best practices, and engaged in a foresight exercise to prepare for possible civic space futures.

Key Learnings and Reflections from the ICF 2024

1. Impact of digital technology on (shrinking) civic space

Civic space is increasingly under threat, with the rise of government surveillance, internet shutdowns, and restrictions on digital freedoms. Digital technology plays a dual role – it can contribute to the erosion of civic freedoms but also provide new tools for civil society to fight back.

For example, technology can help expose human rights violations, amplify voices, and facilitate global advocacy and coalition-building. However, it also opens the door for new forms of digital repression, such as targeted disinformation campaigns and government surveillance. As we move forward, civil society organisations must engage with technology critically and actively manage its risks, while recognising its potential to drive positive change.

2. The need to prioritise and upskill on cybersecurity

Civil society organisations are now among the most targeted groups for cyberattacks. Whether large or small, they must prioritise cybersecurity to protect sensitive data and safeguard digital infrastructures. They need to stay informed about emerging digital threats and continually upskill staff to address them. This is not just a technical issue – it’s a fundamental aspect of protecting the work we do and the communities we serve.

3. Bridging the digital divide and enabling accessibility

While digital technology offers incredible opportunities, we cannot overlook the global digital divide. Over 3 billion people remain offline, and many others face restrictions due to financial barriers or internet shutdowns. For civil society organisations looking to use technology to support and expand civic space, it is essential to ensure that digital solutions are inclusive and accessible. This includes offering offline versions of apps, ensuring data protection, and providing access to free tools like VPNs to overcome censorship.

4. Need for collective learning and collaboration

A central theme throughout the ICF was the importance of collaboration. Technology is constantly evolving, and staying ahead of emerging trends requires continuous learning and knowledge-sharing. This way, we can build on each other’s efforts instead of reinventing the wheel. From managing digital risks to understanding the impacts of AI, civil society organisations must take collective responsibility for building a more tech-savvy and resilient sector.

5. Artificial intelligence (AI) as a double-edged sword

AI has significant potential to support human rights and democracy, but it also comes with considerable risks. From privacy violations to the amplification of disinformation, the ICF underscored the need for vigilance. Civil society organisations must explore AI’s potential, for example for fact-checking and verifying information. At the same time, they must actively mitigate its risks, such as biased algorithms, and ensure that its deployment promotes fairness, inclusivity, and respect for human rights.

6. Anticipating possible futures for civic space

Strategic foresight helps civil society organisations anticipate and prepare for a range of future scenarios, allowing them to navigate potential changes in civic space more effectively. By exploring scenarios for 2030 – from civic space collapse to its transformation – participants identified first steps that civil society can take to respond to emerging digital trends. This proactive approach enables civil society organisations to strengthen resilience and adaptability, ensuring they are ready for multiple possible futures and can safeguard civic freedoms in an ever-changing environment.

Final thoughts

In conclusion, the ICF emphasised that civil society has a responsibility to engage with digital technology and critically assess its impact, both positive and negative, on civic space. The digital tools we engage with should be used to amplify voices, protect human rights, and strengthen civic space. By understanding the digital landscape, advocating for responsible use of AI, strengthening cybersecurity, and closing the digital divide, civil society organisations can ensure technology remains a force for positive change, rather than one that undermines civic space. Through ongoing exchange, upskilling, collaboration, and strategic foresight, civil society can adapt to the digital age and continue defending and expanding civic space for a fairer and more resilient future.

ICF participants 2024 — Participants at the International Civic Forum 2024

Photos by Zibusiso Manzini-Moyo

International Civic Forum 2024 Graphic Illustration Recording

Day 1

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Day 2

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ICF Graphic illustratotor in action Robert Dersley — Robert Dersley in action, graphic recording

Eva Gondor

Senior Project Manager

International Civil Society Centre

Rachel Wilkinson

Programme Manager – Futures and Innovation

International Civil Society Centre

Insights and Foresights: Learning on Mis-, Dis-, and Malinformation’ Series

12th December 2024 by Rachel Wilkinson

In today’s rapidly evolving information ecosystem, misinformation, disinformation, and malinformation poses significant threats to civil society organisations (CSOs). Recognising the urgency of this issue and the specific ways CSOs are impacted and targeted by polluted information, the International Civil Society Centre launched: Insights and Foresights Learning on Mis-, Dis-, and Malinformation. It examines current and emerging challenges facing civil society, implications from new digital technologies, as well as exploring new approaches and opportunities for CSOS to tackle mis, dis, and malinformation.

Focusing on current insights and learnings on the information ecosystem, the series raises awareness of this growing challenge and the multifaced ways it affects civil society along with suggesting effective approaches for the sector to tackle these challenges. The project used strategic foresight methods to delve deeper into the issue and to look ahead to possible futures on misinformation, disinformation and malinformation and what that could this mean for civil society organisations. Asking questions, mapping trends, emerging signals and posing alternative scenarios.

Watch our explainer video here:

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This series of pieces showcases the scope of the project’s findings, including:

Pioneering Approaches: Four case studies from CSOs tackling misinformation and disinformation.
A Futures Approach to Tackle Mis-, Dis-, and Malinformation: Exploring the importance and methodology of foresight to combat false information.
Trends Mapping: Analysis of political, economic, social, and technological trends in mis-, dis-, and malinformation, from current realities to future developments.
Scenarios: Four future scenarios for 2030, based on varying levels of regulation and CSO engagement.
Video Explainer: A visual summary of the effects of mis-, dis-, and malinformation.
Malinformation Article: Malinformation: A Nuanced and Critical Concern for Civil Society.
OECD Elections Article: The Stakes for Democracy: Tackling Disinformation and Promoting Electoral Integrity, highlighting the effects of mis-, dis-, and malinformation on democratic systems.
Islamic Relief Article: Islamic Relief Worldwide’s Strategic Response to Tackle Mis-, Dis-, and Malinformation, highlighting the organisation’s experiences with these threats.
Wikimedia Article (upcoming): Wikimedia’s Approach to Generative AI and Misinformation.

With this series, the Centre provides a comprehensive guide for CSOs navigating the complex and dynamic threats of mis-, dis-, and malinformation in the digital age.

View the series resource page here

Watch our session at Global Perspectives 2024 introducing the series

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Rachel Wilkinson

Programme Manager – Futures and Innovation

International Civil Society Centre