Fast Forward: The Changing Role of UK-based INGOs

1. Fast forward>>the changing role of UK based INGOs… Sarah Mistry, Director of Effectiveness and Learning, Bond 3 June 2015

2. Process… • Early planning for a Futures initiative • A provocation paper: ‘Tomorrow's World: How might megatrends in development affect the future roles of UK-based INGOs’ • A survey completed by 70 respondents with analysis by INTRAC • A half day workshop held in London with 60 representatives from across the international development sector • A final report: ‘Fast forward: the changing role of UK-based INGOs’ setting out drivers for change, implications for civil society and UK INGOs in particular – and what needs to be different over the next 10 years • Frames a dialogue with DfID; informs Bond’s Futures work, Bond’s Strategy, members’ planning

3. Megatrends over next decade • Climate change and planetary boundaries • Natural resource scarcity • Inequality / poverty • Geopolitical shifts • Demographic shifts • Urbanisation • Processes of technological transformation • and innovation

4. Implications for civil society (1) • Needs are changing- More disasters, conflict, emergencies > humanitarian crises, fragile states, refugee situations, instability, violence - Environmental degradation > resource scarcity, land disputes, loss of livelihoods, responsibility for public goods- Poverty > most marginalised, relocation of poverty; inequality? Development – livelihoods/demographics- Rise of problems of newly affluent > heart disease, traffic accidents, pollution

5. Implications (2) • Solutions are changing • - Power shifts > SDGs, new coalitions, big business, beyond aid: new advocacy approaches needed • - Rise of self-determination > BRICs, local actors taking control, developing assets and capacities • - Citizen power > movements, grass roots, international solidarity, individuals • - New actors/ groupings > businesses, new funders, clicktivists, disintermediation, alliances • - Systems / complexity/ interconnections / digital solutions plus learning & evidence

6. Implications (3) • The operating environment is changing for CSOs- Space for civil society shrinking in some places > constraints on free speech/ lobbying, state controls (but demands on civil society increasing elsewhere – delivery of public services) - Questions of legitimacy, trust, mandate > public support? Hostile media? - Funding for CSOs > new donors, new forms of funding, market forces, new competitors - Balancing immediate needs with emerging needs/ long term

7. Strategies for UK INGOs (1) • 1: Celebrate civil society diversity • Nurture a pluralistic ecosystem with different strengths, expertise, approaches • Build on historic strengths arising out of compassion, solidarity, faith; track record of development/humanitarian delivery, relationships • Clear value propositions: fewer generalists, more specialists; new agile organisations • Value of the collective (collaborate not complete) • 2: Support capacity development • Supporting civil society in the global South to develop the local skills, knowledge and capacities they need • Building civil society architecture nationally, regionally, internationally • 3: Enabling rather than service delivery • Gradual withdrawal from service delivery roles as local actors take these on over the next decade (timeframe?) • But more engaged role continues in fragile states; for systems change; complex multi-actor interventions

8. Strategies for UK INGOs (2) • 4: Use global reach to act in crises • Structures and networks for globally dispersed development and humanitarian challenges • Shared learning and expertise to help develop local capacity for humanitarian preparedness and response • 5: Rebuild connections with our constituencies • Social media, the internet and direct calls to action (disintermediation) changing way NGOs engage with supporters / volunteers – active citizen engagement • Better ‘case for development’ needed to convince taxpayers, UK public

9. Strategies for UK INGOs (3) • 6: Influence UK policies and systems • UK and its role in Europe • Hold UK government to account – universality of SDGs/ beyond aid issues + 0.7% • 7: Create and manage effective partnerships • Build alliances, relationships: sole trading not a good strategy • Build partnerships and consortia, based on good understanding of costs/ benefits

10. Strategies for UK INGOs (4) • 8: Foster learning, honesty, transparency • Honesty about failure, willingness to experiment and readiness to learn fast through innovation • Openness about results, financial flows • Genuine engagement, feedback, downward accountability > ‘power-sharing’, relinquishing power • 9: Knowledge as an asset • Sharing evidence and experience • Going beyond ‘NGO world’ for learning, influence, approaches to change • Engaging with technology • 10: Create leadership that is fit for the future • Clear value proposition • Understanding risk, long-term • Workforce, skills, culture, governance • Business models & organisational forms

11. The changing role of donors • Re DFID: ? Partnership that respects CSOs as means and ends (ie values, integrity + agent of change) - longer term • Support for adaptive programming • Using right funding modalities to support innovation, organisational transformation, complexity, partnerships, scale, diverse supplier base • Bigger questions about 0.7% - definitions; balance between humanitarian & development; transaction costs / multilateral contributions.For NGOs: Dependency/ sustainability/ business models?

12. So what does this mean for you? www.bond.org.uk