Day Three Summary
The third and final day of the conference addressed the question of how CSOs can better organise themselves in order to be more effective in their approach to the complex global crisis. The panel “Global Reach and National Effectiveness – Optimising Global Governance” compared the governance approaches of different global CSOs. The need for clarity and transparency of decision-making structures and processes, the existence of a culture of collaboration and the endeavour to secure the participation of the beneficiaries were some of the uniting features. In a dialogue with the plenary, the panel discussed how organisations can handle the tension between national and international interests, how boards can be better prepared for today’s situation and how to introduce beneficiaries’ experience into decision making.
The plenary discussion on “Designing the Governance Model of the Future” followed the earlier round tables in looking at what CSOs need to change in their governance in order to be more effective in their approach to this complex crisis. Some of the key elements needing to be addressed were: the development of a better understanding of each other’s needs and limitations, better qualification and training of board members and faster decision making. Lack of trust, fear of change, lack of experience and prioritisation of personal interests over organisational needs were identified as some of the main obstacles for the required changes. To overcome these obstacles, strengthening transparency and democratic processes, applying ideas from the corporate sector and introducing (peer) governance reviews were recommended. The plenary noted that most of the approaches to strengthening global governance were not new and that “to walk the talk” seems to be the most critical stumbling block.
In the closing session “Stronger Civil Society Organisations for a More Demanding Future” participants reviewed the work of the past three days and concluded that the Global Perspectives conference had been a successful undertaking. Burkhard Gnärig pointed to four major challenges for the sector:
1. CSOs should become much more self-confident; particularly in the present severe and complex global crisis, the world needs CSOs to provide more leadership; the present CEOs should lead beyond their own organisation.
2. CSOs should work together in “alliances of the willing” to produce clearer and more demanding positions and to become more audible with their statements.
3. CSOs need to systematise and intensify their learning from each other and from other sectors.
4. And CSOs need to improve the efficiency and effectiveness of their decision making in order to play a larger role globally.
Burkhard Gnärig thanked the Center’s core supporters and announced that Amnesty International, CBM, Oxfam International, Transparency International and World Vision International had each taken on a 10% share of the Center and were now co-owners. There are five shares left for leading global CSOs who would like to contribute to building the global action platform for the sector.
Burkhard Gnärig concluded by thanking the partners of the Center for their support, all participants for their lively contributions to Global Perspectives and all of his colleagues at the Center for the flawless logistics of the meeting. He wished all participants a safe trip home and closed the conference.
