CIVIL

15 May, 2018

As a human rights organization, CIVIL is always in contact with the citizens, on the ground, and has been highly visible, effective and successful in the promotion of the Civic Charter.

In a swift and uniquely composed and conducted campaign, CIVIL teams have reached thousands of people in direct communication, and many more through the CIVIL’s media platform, which is rich in content and highly influential in the society. Workshops and meetings, as well as the conference at the end of the campaign, have involved decision-makers at the local and national level, including politicians, government officials, institutions, civil society and media. Active citizen participation in decision making processes at local and national level have proven to be imperative for building a healthy democratic society. MORE

Helene Wolf

6 March, 2018

A few weeks ago I recruited a new colleague to our small Centre secretariat team. The pattern of many previous rounds was repeated: We reviewed a number of very qualified and competent young female candidates, struggled to invite equally impressive male applicants for an interview and in the end offered the position to a very dedicated, ambitious and talented woman who wants to develop a long-term career in the civil society sector. I have met and worked with many women like her over the years at the Centre and in the civil society organisations (CSOs) we work with. MORE

Isabelle Buechner

5 December, 2017

Never-ending news alerts inform us almost daily that Civil Society Organisations (CSOs) are coming under intense scrutiny, or are even shut down, by governments around the world. Civic space is shrinking, and we as a sector, have to take measures not just as an immediate response, but also have to set up our organisations in a way so they can resist such scrutiny and action. To cope with this task CSOs need to be transparent and accountable, which enhances the trust they publicly gain. More so, CSOs need to go beyond simple housekeeping exercises and implement the voices of all their stakeholders in decision-making processes: This is what we call Dynamic Accountability.

MORE

Jan Oldfield

28 November, 2017

The ninth Global Perspectives conference took place on 1-3 November 2017 in Mexico City and brought together around 80 participants from all over the world, representing ICSOs as well as CSOs, government, and business.

In this video, you can watch a presentation from Global Perspectives, “From Supporters to Change Agents“, by Jan Oldfield, Global Engagement Director at Greenpeace International. She explores and explains how Greenpeace made changes in their organisation and, as a result, the wider civil society sector with its new approaches to resource mobilisation. She focusses on how Greenpeace looked to their supporters to play a bigger role in their organisation; shaping ideas, leading decision making and taking direct action, effectively becoming the agents by which change happens.

Burkhard Gnärig

19 September, 2017

In April and May of 2017, the International Civil Society Centre distributed a governance questionnaire to the leaders of 32 of the world’s best known international civil society organisations (ICSOs). This is the picture CEOs and Board Chairs paint of their organisations: MORE

Kevin Jenkins

12 September, 2017

This era of rapid and accelerating change affects World Vision and our peers in the non-profit sector as much as anyone else.

The explosion of ‘big’ data, the pervasiveness of mobile technology, the increasing vacuum of political leadership, the ascendency of fear over hope – all affect our work.

Even the face of poverty is morphing. In a generation, populations once defined as ‘poor’ are now making progress, while those in fragile states and conflict-affected regions are slipping behind.

Some global trends affect those with the least resources more severely, including the negative aspects of urbanisation, the dramatic increase of climate-related emergencies, and rising inequality between the hyper-rich and the unreached poor.

Confronting this requires a transformation in our sector. But change is never abstract. It’s always personal … and that’s why it’s so difficult. MORE

Ed Boswell and Daryl Conner

29 August, 2017

This blog is a summary of the full report, you can find it here.

For years, senior leaders in the private sector have grappled with disruptive forces that have fundamentally reshaped not only their organizations, but their entire industries. These upheavals have created winners—often new entrants who are on the cutting edge of change within an industry—and losers—often incumbents who did not change quickly or dramatically enough to keep up. However, some incumbents did recognize the need to transform early on: they exercised creativity and courage in envisioning a dramatically different future for their organizations, and were quick and effective in executing strategic transformation. In the end, these are the organizations that succeeded in staying relevant, profitable, and, ultimately, in business.

Currently, the civil society sector – especially the international non-governmental organization (INGO) space – is experiencing similarly disruptive forces and the urgent need for transformation. Despite having made dramatic progress in reducing poverty as well as in improving health, education, and human rights for tens of millions over the past seven decades, INGOs are experiencing a set of tectonic shifts that now threaten their relevance and viability. Leaders of these institutions are concerned that the volume, velocity, and complexity of these disruptive forces are straining their organization’s capacity to adapt to them quickly and effectively. MORE

Burkhard Gnärig

22 August, 2017

In so many posts this blog has documented how the civil society sector is increasingly affected by a whole range of disruptions, many of which have the potential to undermine if not destroy the work of local, national and international civil society organisations (CSOs). In order to survive and thrive in a disruptive environment CSOs will have to continuously transform themselves, adapting to fundamental changes, overcoming critical challenges and seizing new opportunities.

CSOs’ need for continuous transformation demands a very different leadership style. While traditional leaders had to stand for stability and consistency, transformational leadership has to stand for flexibility and adaptability. While traditional leaders embody continuity, transformational leaders embody change.

Over the past few years the Centre has supported many CSOs with coming to terms with disruption. In the course of our work we have identified seven key strategies used by transformational leaders. Last week we presented three of these strategies. Here you will find the remaining four: MORE

Burkhard Gnärig

15 August, 2017

In so many posts this blog has documented how the civil society sector is increasingly affected by a whole range of disruptions, many of which have the potential to undermine if not destroy the work of local, national and international civil society organisations (CSOs). In order to survive and thrive in a disruptive environment CSOs will have to continuously transform themselves, adapting to fundamental changes, overcoming critical challenges and seizing new opportunities.

CSOs’ need for continuous transformation demands a very different leadership style. While traditional leaders had to stand for stability and consistency, transformational leadership has to stand for flexibility and adaptability. While traditional leaders embody continuity, transformational leaders embody change.

Over the past few years the Centre has supported many CSOs with coming to terms with disruption. In the course of our work we have identified seven key strategies used by transformational leaders. Here we will look at the first three strategies and in next week’s blog at the remaining four. MORE

Flora Kwong

8 August, 2017

In private sector industries, companies are set up as opaque entities, guarding their competitive advantages to ensure maximised market share and profits. In the civil society sector—despite our common values and not-for-profit goals—our setups are not so different. Our organisations are structured as completely separate entities with few avenues for knowledge sharing and collaboration. In order to change and progress we need to build a shared toolbox to tackle upcoming challenges.

One of the goals of the International Civil Society Centre is to bridge this gap, creating those avenues and platforms to build capacity and to increase efficiency. The necessity for this bridge became much clearer to me after piloting the Centre’s “Learning Abroad” scheme. Under this scheme, Miriam Niehaus and I were selected to spend a few weeks with one or numerous other organisations, taking a deep dive into a topic or theme relevant to the Centre and civil society sector. MORE