STRATEGIC PRIORITIES

Transcription

1 STRATEGIC PRIORITIES

2 STRATEGIC PRIORITIES Introduction Wider Context Approach and Focus Strategic Priorities Conclusion About IofC

3 Initiatives of Change International Strategic Priorities Introduction After a consultative process in 2015 with a range of IofC stakeholders in national bodies and regional groups, the International Council (IC) identified three strategic priorities. At its meeting in Lagos, Nigeria, in early February 2016, the Council refined these priorities and identified one of them as of overriding importance: namely, addressing the root causes of extremism of all kinds. This document is addressed to the global network of the IofC movement. It is an invitation from the International Council for all to unite efforts around this one strategic priority, while also continuing to work in other important areas. This focus was affirmed by the conversations which the International Council had with Imam Ashafa and Pastor James Wuye (well known for their global peacebuilding work) towards the end of its meeting in Lagos. They consider themselves fully part of the IofC world family. Among the challenges they offered us were: IofC, with its necessary tools, diversity, spirituality and stories is best positioned to address extremism. Our cash is our ideas and experiences. Too much IofC work is under the radar. IofC needs to wake up, to get punchy. We need to raise our voice. The world needs to know who we are. IofC needs to collaborate with partners.

4 Wider Context 2015 may become known as the year that extremism went mainstream. The continuing rise of religious terrorism has provoked new and often no less extremist responses from those who feel threatened. Polarization and division are rising at a seemingly exponential rate. In 2015 the gap between the richest and poorest continued to widen, spreading more anger and bitterness. Taken together with the growing impact of climate change, the unsustainability of the economic model guiding most societies is clearly visible. The war of ideas, between competing visions of a future world order, is back. Extremism is a symptom of deeper problems and cannot be answered by force nor by moderation and tolerance. A passionate inclusivity is needed which affirms the essential dignity and contribution of every single person, of whatever race, religion or background, while also demanding justice. The rising dynamic of extremism can only be countered by a rising dynamic of compassion, integrity and service. The endemic finger-pointing which blames others while excusing one s own failings must give way to a new paradigm where each takes responsibility, beginning close to home. The line between good and evil runs through every human heart. The collapse of moral codes strips people of meaning and purpose, driving them into the arms of extremists of all sides.

5 Approach and Focus This is the context in which IofC seeks to make its particular contribution. A rapidly evolving world situation requires constant readjustments of priorities. Yet the core approach of IofC, with its emphasis on global change through personal change, remains constant. Its main core practices are: Seeking inner wisdom, through space for reflection to unlock the creative potential in everyone; Starting with oneself as the basis of personal responsibility and integrity; IofC singles out values of absolute honesty, unselfishness, love and purity of heart and action as practical tests for motives and daily behaviour; Encouraging dialogue in diversity to build authentic relationships based on trust; Taking focused action to meet local and global needs. In 2012, Initiatives of Change, through a network-wide participatory consultation process, identified three Focus Areas for the global movement: Trustbuilding: Peace and social cohesion through trust and reconciliation. Ethical Leadership: Good governance by developing a leadership culture based on moral integrity, compassion and selfless service. Sustainable Living: Economic justice and environmental sustainability by transformation of motives and behaviour.

6 Strategic Priorities IofC International s strategy is based on building on the strengths that IofC as a global movement has to offer, with reference to the three Focus Areas. It will continue to play a facilitating role and to offer a framework for the IofC movement as a whole, to achieve outcomes in targeted areas. In the light of a rapidly developing world situation, the need to be bolder, coupled with the limited resources available, the IC has identified one priority as standing out for the attention of the whole network. It is in this one area that the IC and the small Operations Team of IofC International will place most of its attention. The focus on one key priority does not invalidate the important work being done in other areas. But the parlous state of affairs in many parts of the world calls for an urgent and targeted response from those in the IofC global movement who seek to make a deeper impact through joining forces and acting together. The other two strategic priorities, also of vital importance, must be carried forward too, and we are thankful that there are already teams in place to continue them. We affirm and fully support the leadership they are giving.

7 Overriding Strategic Priority 1 ADDRESSING THE ROOT CAUSES OF EXTREMISM OF ALL KINDS Extremism of whatever shape or colour not only threatens modern civilization but also runs directly contrary to the basic values of IofC. The problem of extremism as well as the solution is rooted in human nature. Fear, hate, greed and indifference perpetuate conflict, injustice, poverty and environmental destruction. This theme gives us an opportunity to articulate our message and share our past and current experiences of trustbuilding through personal change in ways that can contribute to building a better society. Our holistic approach which builds outward behaviour on spiritual foundations has a unique contribution to make in helping create a culture which addresses the root causes of extremism of all kinds. The International Council invites the whole movement to give priority and focus to what Initiatives of Change can do to foster honest dialogue across growing divides, build trust to counter stereotyping and extremism, and to seek common values on which to base new relationships and teamwork to tackle common challenges. Key Areas of Action Address the growing polarization of Muslim and Non-Muslim communities, particularly in Western countries, the Middle East and Africa. Support IofC s European Steering Group and Arab Regional Coordination Group in their efforts to strengthen their regional networks and promote dialogues and exchanges between Europe and the Middle East. Leverage existing programmes such as Creators of Peace, Hope in the Cities, Initiatives for Land, Lives and Peace, Foundations for Freedom and Education à la Paix (France) to give leadership on this issue. (Continued on next page)

8 Overriding Strategic Priority 1 (continued) Encourage programmes and initiatives which educate young people in the values of participation, inclusion and peace. In close partnership with the Caux Foundation, develop Caux s contribution to fostering dialogue, creating space for reflection and discerning solutions, particularly regarding issues of migration. Seek partnering arrangements with relevant organizations outside the IofC network. Support leadership development in the Arab/Muslim world, through IofC programmes both locally and in the Caux (Switzerland) and Asia Plateau (India) conference centres. Continue the development of an emerging initiative between India and Indonesia to come together in partnership to strengthen cohesion in their own religiously diverse societies. Encourage those in the IofC network who cannot directly connect with the above to give attention to countering extremism in their own localities. These are some of the key areas where the International Council will act to strengthen and build teams to deliver concrete outcomes. The two strategic priorities which follow below will go ahead under the leadership of existing teams. The IC will do what it can to support these priorities in practical ways. We also emphasise that poor governance and economic injustice are often among the root causes of extremism. The work that is done on these other two strategic priorities (see following pages) has a direct bearing on the first priority, and in this way we can see that we are all contributing to the same goal.

9 Strategic Priority 2 PROMOTING INITIATIVES FOR JUST GOVERNANCE Engage with leaders in politics, public service and civil society to inspire ethical living and sustainable development systems aimed at ensuring peace, security and social justice for all. Key Areas of Action Facilitate the participation of leaders with strategic influence in the Just Governance conferences at Caux and Asia Plateau, accompanying them wherever possible. Facilitate the deployment of the services of the Initiatives of Change Centre for Governance (India) in African countries. Collaborate regionally to support initiatives in South Sudan through the South Sudan Working Group. The International Council will continue to encourage high levels of good governance in Initiatives of Change boards, as role models.

10 Strategic Priority 3 DEVELOPING ETHICAL LEADERSHIP IN BUSINESS AND ECONOMIC LIFE Of the top 150 economic entities of the world, sixty percent are business organizations. IofC aims to engage with all stakeholders in business and the global economy, to inspire, connect and encourage businesses and individuals to promote ethical leadership, and contribute to an equitable society and humane world. Key Areas of Action Support IofC s international business and economy programmes such as Caux Initiatives for Business (CIB) and Trust and Integrity in the Global Economy (TIGE). Promote a wider engagement of IofC teams with business leaders and the issues they carry, and encourage Regional Coordinating Groups to connect with existing IofC business programmes. Support the development and introduction of Heart of Effective Leadership training and other similar training for business leaders in Europe, Africa and the Americas.

11 Conclusion These strategic priorities will be advanced by building on what is already in place internationally, nationally and locally in the IofC movement. The International Council and Operations Team will devote their main attention to priority number one, while encouraging and affirming the teams which will lead in the other priority areas. The IC will continue to undertake its responsibility to serve the global movement of Initiatives of Change through 1. Nurturing the spiritual wellbeing of the movement. 2. Facilitating networking and capacity building. 3. Providing focus and direction. The implementation of the three Strategic Priorities will be reviewed frequently by the IC. Where possible, and for specific actions and projects, we intend to set in place more formal evaluation processes.

12 About IofC and IofC International Initiatives of Change (IofC) is a global movement, active in some 60 countries. It aims to inspire, equip and connect people to address world needs, starting with themselves. Its vision is a just, peaceful and sustainable world to which everyone, responding to the call of conscience, makes their unique contribution. Initiatives of Change International (IofC International), an Association of 35 Member national societies and programmes, represents the global movement. It has Special Consultative Status with the Economic and Social Council of the United Nations, and Participatory Status at the Council of Europe in Strasbourg. Its strategy is based on supporting the inspired and relevant initiatives being taken at the regional, national and local level, and seeking to weave them together in a way that enhances their wider effectiveness and impact.