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

bond.org.uk 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

bond.org.uk 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

bond.org.uk 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 4

bond.org.uk 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 5

bond.org.uk 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 6

bond.org.uk 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

bond.org.uk 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 8

bond.org.uk 9 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 Strategies for UK INGOs (3)

bond.org.uk 10 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 Strategies for UK INGOs (4) 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

bond.org.uk 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? 11

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