Posts with the tag
“Innovation Report”

ICSOs and Cities of Opportunities: Connecting Culture and Innovation

7th February 2020 by Sanjee Singh

Sanjee Singh, Director for International Housing Programs at Habitat for Humanity International (HFHI), explains why the theme of this year’s tenth World Urban Forum (WUF), ‘Cities of Opportunities: Connecting Culture and Innovation’ is highly relevant to the work of international civil society organisations (ICSOs). She shares key lessons from HFHI’s significant experience in designing and delivering innovative urban programming promoting inclusion and cultural diversity. 

This is our second perspective from a leading international CSO highlighting working in urban contexts around the world, sharing thoughts on why this is a significant driver for innovation in our sector accompanying our first guest blog from World Vision. Sanjee will also be presenting at our networking event at the World Urban Forum on Monday 10 February. 

 
Be part of our Innovation Report 2020 on ‘Civil Society Innovation and Urban Inclusion’

 

Driving Sustainable Urbanisation through Innovation & Culture 

International civil society organisations have an important role to play in the sustainable development of cities and urban environments. As we move towards 2030, implementing the Sustainable Development Goals and the New Urban Agenda requires prioritisation and collaboration between communities, governments, and private and development sector actors. 

Achieving these global ambitions requires special collaborative efforts, sharing best practices and knowledge, targeting resources and linking marginalised communities with public and private sector opportunities. This year’s 10th World Urban Forum is about ´Cities of Opportunities: Connecting Culture and Innovation´. It offers ICSOs a place to share their programming lessons and experiences and to tie some of these threads together.  

 

Partnerships & Initiatives Supporting Culture & Innovation in Cities 

Cities are centres for innovation, employment, creativity, and social and economic development. They are complex environments that are constantly changing. Navigating this complexity and addressing challenges around affordable housing, informality and inequality requires innovative solutions and collaboration between multiple partners and sectors.  

Habitat for Humanity`s work as an international housing CSO centres around everyone’s need for a home, and recognises that adequate and affordable is critical to building better cities. We take a people-centered, partnership-driven and ecosystem-wide approach to tackle the affordable housing challenge in cities.  

Habitat’s Global Urban Approach advocates for comprehensive programing that tackles the housing challenge from an innovative perspective, based on a deeper understanding of the entire housing ecosystem and the cultural and contextual needs of marginalised communities 

 The core objectives of our approach include: 

  • Designing and implementing more inclusive urban housing programs that contribute toward improvements in the living conditions for marginalised communities, and systemic market and policy enhancements across the entire housing ecosystem, implemented through people-public-private-partnerships. 
  • Creating unique urban hubs, networks, coalitions and platforms that bring together urban practitioners, researchers and policymakers, to create a common vision for development and addressing urban challenges through innovative solutions.  
  • Demonstrating the transformational impact of housing, its linkages to other sectors and contribution to broader urban development. 

 

Lessons from designing comprehensive innovative urban programs for inclusion and cultural diversity 

As cities grow, so too does the need for affordable housing, basic services, social services, infrastructure, etc. However, cities and local governments are struggling to meet the demand caused by rapid urbanisation, which is resulting in growing informality and inequality. Limits to access and affordability mean that marginalised communities struggle to gain access to networked infrastructures, social services and affordable housing. This is pushing them to the insecure edges of urban areas, such as informal settlements, making it even more difficult for them to vulnerable to be able to and difficult to cope with the impacts of climate change, natural disasters and conflict. 

Our urban programming over the last decade has taught us something important: designing comprehensive urban programs to improve scale, quality and impact require: 

  • Partnerships: People-public-private-partnerships that drive urban programming around a common development vision are essential and create space for greater inclusion. These partnerships are critical for supporting assessments, program design and implementation. 
  • Systematic assessments: Effective urban programming requires the use of culturallyrelevant evidence-based solutions that fit the local environment and context 
  • Co-design and co-implementation of urban programs: The results of these systematic assessments should serve as a guide for designing and implementing programs. This design requires innovation to address the specific constraints, gaps and opportunities identified to address the urban needs and priorities of marginalised communities 
  • Effective entry points: These depend on community priorities, available resources and capacity. They may include: basic services, water, sanitation and hygiene (WASH), community infrastructure or development, housing construction or repairs, increasing security of tenure, advocacy, policy recommendations or capacity building, disaster risk reduction; or increasing accesses to housing finance, products and services. 
  • Timing: A minimum of five years is needed in a targeted area to achieve impact and build the partnerships necessary to ensure sustainability 
  • Monitoring, evaluation, accountability, learning (MEAL) and knowledge management: Promoting good MEAL practices throughout the project’s life cycle and documenting lessons, best practices and results is vital to promote transparency between stakeholders and foster a culture of accountability and evidence to guide actions. 

     

    The complexity of the urban challenge requires innovative, cultural and contextually relevant solutions implemented through matrixed partnerships. Implementing comprehensive urban programs contributes toward improving the quality of life of marginalised communities, systemic market and policy enhancements and the sustainability of urban areas.  

    HFHI is partnering with the International Civil Society Centre, World Vision and Slum Dwellers International on ‘Civil Society Innovation and Urban Inclusion’ to create more spaces for our sector to develop a common learning agenda to inspire and inform continuous improvement and innovation. By doing so, we believe that ICSOs will be better placed to strengthen their impact and influence in connecting culture and innovation to make cities places of opportunity for everyone. 

    ,

    Sanjee Singh

    Director for International Housing Programs

    Habitat for Humanity International

    Sanjee Singh is the Director for International Housing Programs at Habitat for Humanity International (HFHI), based out of Atlanta, USA. Sanjee has more than 20 years’ experience in international development, building strategies, policies and programmes to drive enhancements and systemic change across the public, private and development sectors. Sanjee is part of the Global Programs Design and Implementation Team, focusing on the development of HFHI’s Global Urban Approach and supporting the design and implementation of comprehensive urban programmes across the HFHI federation. She is passionate about contributing towards sustainable development and building processes and partnerships to improve team and programming impact.

    Join us for urban innovation in 2020

    23rd January 2020 by Vicky Tongue

    Join us at the World Urban Forum in February

    In 2020, we will ‘go urban’ with our Innovation Report. The Centre’s track record as a sector convenor and innovation accelerator places us perfectly to build a diverse group of innovators and thinkers. The aim is to gather and share your stories to benefit others in our 2020 Innovation Report. We kick off our 2020 Innovation Report discussions at a networking event at the World Urban Forum.  If you are there, we welcome you to join us next month. Alternatively, get in touch to register your interest (bottom of page) in being part of the report.

    About us as a sector convenor

    As anyone who works in the civil society sector knows, finding time to collaborate with partners is difficult. Throw in the resources required to complete a shared project, then it does not matter how excellent your idea is, it is going to be a struggle to achieve your objectives. This is where the Centre’s expertise and experience as a sector convenor comes in.

    We’re used to finding the right people and creating an environment for them to share insights and innovations. We play this role for a broad range of actors, from Board members and CEOs to innovation managers and global strategists. This year, we’re bringing our convening expertise to a new community of global urban leads. We want to help bring your innovations to benefit a wide civil society audience.

    Innovation is the name of our game

    Innovations can be game changers for civil society organisations. But what if they haven’t heard about the latest innovations of others, or don’t know how to apply them in the world?

    Our aim is to highlight and explain how innovations can benefit the civil society sector and be used to tackle common challenges. In 2019, we looked at populism, and how civil society tools and tactics are evolving and innovating in response. We included a huge diversity of organisational missions, profiles and experiences from across our events and networks and around the world, highlighting universal practical tips and inspiring insights.

    These diverse organisations and people may never have had the time or the resources to bring to a wide audience their stories of innovation. Yet the wealth of diverse experience generated a fantastic resource for the civil society sector.

    In 2020, we’re turning our attention to the complex landscape of working in cities, where there are many common challenges…

    In 2016, a report we produced, ‘Exploring the Future’,highlighted that for international CSOs, working on urban issues or at the city level was not as big a priority or area of expertise, as poverty alleviation experience in rural settings or national-level focused advocacy.

    Arguably, not much has visibly changed since then in terms of focus or resourcing. However, urban settings and actors are central to the changing nature and locales of poverty and inequality. They also hold the key to solving the climate crisis. The speed and complexity of change in urban contexts is faster than ICSOs can currently keep up with. The interplay with other trends is also multi-directional and unpredictable, requiring greater agility and speed to shift operational modes. 

    Urban contexts pose additional complexities requiring ICSOs to innovate, including:

    • Multiple levels, powerful actors and competing agendas requiring simultaneous engagement and multi-stakeholder approaches, from community mobilisation to city-wide sector, market, policy and institutional capacity-building;
    • Several different roles may be necessary: community mobiliser, programme broker, strategic facilitator and convenor, service providers, and/or institutional capacity builder;
    • Proximity to resources and services does not necessarily mean access for urban poor residents to structures and spaces, due to informality and marginalisation of some groups;
    • Proactive city administrations may outpace national governments, more quickly adopting climate positive policies, or emerging technologies (including for social control).
    Urban Innovation Report 2020 image
    Urban Innovation Report 2020

    Our 2020 Innovation Report will collate and contrast roles and approaches to co-produce new insights, provide a common learning agenda, and communicate effectively to wider audiences about the important urban impacts these organisations are achieving

    Join the Centre and our partners at the World Urban Forum (WUF) on 10 February!

    Where better than the world’s foremost meeting of leaders shaping the agenda of our urban future, to begin our journey to develop our 2020 Innovation Report, build our community of civil society collaborators and supporters for this project, and shape plans for our future sector convening.

    If you’re coming to WUF10 in Abu Dhabi next month, get in touch and come to our networking event with Habitat for Humanity, World Vision and Slum Dwellers International. Or if you can’t, but still keen to join this journey, get in touch anyway!

    JOIN US on 10 February 2020

     

    , ,

    Vicky Tongue

    Programme Manager

    International Civil Society Centre

    Vicky Tongue is the International Civil Society Centre’s Programme Manager, co-ordinating core initiatives on horizon scanning, innovation and peer convening for CEOs and Global Heads of Division. Vicky has 15 years’ senior programme management with several leading UK-based ISCOs, including Marie Stopes International, Article 19, CAFOD, ODI and Save the Children.

    Shifting Myanmar’s 46% towards citizen-led power

    1st November 2019 by Andy Nilsen

    In this blog for the 2019 Innovation Report on ‘Responses to Populism in a Digitally Enabled Era, Andy Nilsen, the Director of Advocacy, Communications, Campaigns and Media for Save the Children Myanmar, Sri Lanka and Thailand describes key features of the political and technological context which are driving their innovative Shift! Project.

    Myanmar’s rapid recent digital revolution

    When I first visited Myanmar back in 2013, the country was in the early stages of a technological revolution. Still, getting my hands on a local SIM card was a challenge requiring all sorts of paperwork and bureaucracy. It was still a luxury item that had once cost hundreds, if not a thousand dollars. Internet access was reserved only for the super-rich or super-connected, and strict regulation of the telecommunications industry meant that in 2012, just 1% of Myanmar’s population had internet access. These barriers to information and connectivity during the military’s 50-year reign oppressed freedom of expression and restricted the ability of communities to mobilize.

    Today, when I ask my Myanmar friends and colleagues about the most significant changes in their country since it re-opened to the world eight years ago, access to the internet – and specifically social media – is almost always near the top of their list. According to a 2017 report by Telenor, 90% of Myanmar’s population now live within reach of 3G or 4G services. That’s one of the highest coverage rates in Southeast Asia, and with smartphone penetration at over 80%, Myanmar people are integrating technology into their lives at a rate almost unseen in any other country in the world.

    Social media for people or political power?

    Myanmar’s prolific use of Facebook as a ‘one-stop’ interface for the internet has fostered an active new space for civic engagement and personal expression. By 2016, successful people-led movements driven through social media started to hold power to account. One such example resulted in the resignation of four members of Myanmar’s Human Rights Commission following public outcry on Facebook around the Commission’s failure to criminally prosecute the perpetrators of a high profile child abuse case. For a community still adjusting to the freedoms of citizen-led-activism, social media was becoming an effective platform for Myanmar people to find their voice.

    The ‘honeymoon period’ for social media in Myanmar reflects that experienced elsewhere in the world. Remember when platforms like Twitter were heralded for their potential to break down barriers between individual citizens and institutionalized power? But the world is now grappling with the reality that these same tools can be used to undermine our access to ‘truth’ – and even disrupt and distort democratic processes themselves.

    In Myanmar, social media has been used to deliver disinformation campaigns which use hate speech and ‘fake news’ to assert an authoritarian and nationalist agenda – which has further fueled ethnic and religious tensions in order to promote a more mono-cultural view of the country towards the Buddhist majority. The clearest example of this has been the rhetoric used to incite hatred against Rohingya Muslims, in part by evoking a well held myth that the group are ‘recent arrivals’ who should be treated as immigrants. This, along with ‘fake news’ about the actions of the Rohingya during 2017’s clearance operations by the Myanmar Military (e.g. that Rohingya Muslims were burning their own houses), has ‘weaponized’ information, created mistrust of social media – and made social cohesion an even harder task in conflict affected states such as Rakhine.

    A new impetus for civil society innovation

    The institutionalized use of social media as a tool for spreading hate during the Rohingya crisis has been well documented and sits in stark contrast to the use of these same platforms to drive positive change. This is the great contradiction between ‘old’ and ‘new’ Myanmar, being played out through social media right now. On one side are well-organized forces wanting to reassert the control of military elites, discourage freedom of speech and expression, deny historical realities, and oppress ethnic and religious diversity. On the other side are the vast majority of Myanmar people who want to see peace, value diversity, and have fought for decades for democratic principles.

    When I created the Shift movement, I was not directly trying to counter these anti-democratic forces within Myanmar. In fact, the primary purpose of the project was to support adolescents and youth to become more active in cyber civic spaces – and to ‘participate’ in a country where people under 25 have traditionally felt isolated from decision-making processes. But I now believe that our approach, by nurturing youth-led movements to campaign for positive change, is an effective way for civil society to push back against Myanmar’s populist and autocratic forces.

    Our innovation: How ‘Shift’ works

    Youth groups selected for our Shift programme attend a campaign accelerator workshop which connects them to creative mentors. We use a range of participatory activities to help them unpack their issue and eventually develop a campaign strategy targeting the kind of social triggers that need to be addressed to foster change. We also teach digital literacy and critical thinking skills which young people themselves feel is badly lacking within Myanmar’s education system. These skills are especially important given how hostile online spaces in Myanmar have become.

    Shift’s philosophy is that all learning should be experiential. After co-creating their campaign plan, Shift fully funds and supports the youth groups to implement it alongside our creative partners. The groups feel instantly empowered to deliver change within their community, and supported by a larger, interconnected community of peers who are also carrying out their own individual campaigns.

    The shift for Save the Children

    Governments must be transparent and open to the people they serve. But even within the development sector, larger institutions must look for ways to disrupt our own power structures and ensure that resources and solutions are controlled more by the communities we exist to support.

    In particular, when it comes to advocacy and campaigning, we must look for new ways to engage with communities, co-create approaches and transition resources through to grassroots organizations. We should be especially an enabler for children and youth to speak for themselves about the issues that matter most to them. By supporting these movements, I believe we will cause a snowball effect in countries such as Myanmar and sprout the seeds of citizen-led power throughout this emerging democracy.

    Myanmar people have fought long and hard for the democracy they have today, but because the constitution still reserves 25% of parliamentary seats to military members, this transition is not yet complete. The strengthening of civil society will be critical over the next decade in building an individual’s belief that they can hold power to account and help shape the society around them. This transition of power to citizens must happen at all levels.

    Investing in the transition of the 46%

    We are supporting a shift away from ‘old power’ structures – that are rigid, authoritarian and seek to exclude people from decision-making processes – and inspire ‘new power,’ defined by citizen-led movements. We must therefore focus our efforts on people under 25 years of age, who make up 46% of Myanmar’s population. The world these young people live in is totally different to that experienced by a 20-year-old living previously under the military regime. This generation will lead Myanmar into its next phase of democratic transition and our Shift project is an investment in this 46%.

    Encouraging this kind of transition is also an effective way to counter-punch the rising forces wanting to divide and dissolve citizen power. My fear is that our investment will fail to match the investments already being made by the other side. Technology can enable solutions, but we must not focus on it at the expense of investing in people – which is exactly the Shift we are making. After all, a stage is nothing without the actors upon it.

     

    ,

    Andy Nilsen

    Director of Advocacy, Communications, Campaigns and Media for Save the Children Myanmar

    Save the Children

    Andy Nilsen, the Director of Advocacy, Communications, Campaigns and Media for Save the Children Myanmar,