Why was this process important?

Why was this process important?

The ICCA Consortium has evolved significantly since our establishment in 2008/2010. The external context in which we operate has also shifted dramatically – particularly since 2020 with the pandemic – and with that, new challenges and opportunities emerge. In 2023, we undertook an organisational change process, leading to the Manifesto for territories of life and our new 5-year strategic plan.

This process was an opportunity to strengthen shared understanding of our membership, collective action, and relationships between different levels of our organisation.

We are at a pivotal moment in the Consortium’s organisational life and in the broader movement for territories of life, as we aim to realise our association’s collective potential. Embracing natural organisational change processes and being prepared to adapt to uncertainties are keys to thriving in the coming years.

The overall aim of our organisational change process in 2023 was to clarify and build a shared understanding of: (a) the ICCA Consortium’s purpose, values, roles and strategic priorities; and (b) the organisational cultures, systems and structures that will best support them for the years to come. The active participation of the membership (particularly representatives of territories of life) was facilitated through the ongoing regionalisation process.

Goal 1 focuses on territory-specific actions. It is the heart of our ongoing regionalisation process, with a strong focus on supporting national networks, regional assemblies and exchanges. It also contributes significantly to two of our thematic streams of work: sustaining and defending territories of life.

Key objectives

1. Ensure technical, facilitation, coordination and communications support for self-strengthening processes according to the self-determined priorities of the custodians of territories of life.
2. Strengthen and support wellbeing-based, sustainable and just local economies of territories of life to transform the current narrative and model of extractive economic growth.
3. Mobilise rapid response and solidarity actions to protect and defend territories of life and their defenders against immediate and potential threats and to prevent future harms and violations.
4. Promoting inter-peoples and inter-community solidarity, networks and alliances to strengthen power and agency of custodians of territories of life through deepening the regionalisation process.
5. Secure flexible, trust-based and aligned financial support for key actions and events, catalytic initiatives and the ongoing regionalisation process, focusing on priorities emerging from custodians of territories of life, national networks, and regional assemblies and councils.

Together with Goal 3, Goal 2 aims to create enabling conditions in the external environment to contribute to the overarching aspiration of self-determination and self-strengthening of custodians of territories of life (Goal 1).

Key objectives

1. Support territories of life in building evidence to advocate for their recognition and rights.
2. Use communications strategies and tools that promote oral traditions, decolonisation and autonomy, increase the visibility of territories of life and their custodians, shift narratives and public perceptions, and inform and influence decision-makers and allies.
3. Support participation and self-determined advocacy strategies of Indigenous Peoples and local communities in policy and legal processes that affect territories of life.

Complementing Goal 2’s focus on policy and legal recognition, Goal 3 focuses on mobilising partnerships and networks to influence external actors’ practices and engagement with territories of life.

Key objectives

1. Advocate for changes in external actors’ engagement with territories of life and their custodians, particularly practises with grant-making, technical and other forms of support, and in relevant global frameworks and mechanisms.
2. Within the ICCA Consortium, model, share, learn from and further innovate on good practices and experiences with partnerships, particularly for funding and technical support, and engagement with broader networks advocating for similar change.
3. Strengthen networks of partners and allies that understand, respect and advocate for territories of life and their custodians/guardians and for broader transformative changes.

Goal 4 focuses on leaning into our internal strengths and addressing the internal challenges identified in the situational analysis, including in relation to our membership and our governance and management systems.

Key objectives

1. Clarify/revise the membership composition and respective roles, responsibilities and expectations of Members and Honorary members, and strengthen opportunities for meaningful membership engagement and diverse contributions to our collective work.
2. Strengthen the strategic and political leadership and proactive engagement of the Council and other governance bodies to effectively guide and support the Consortium’s collective work, in light of the regionalisation process and in service of the membership.
3. (Re)organise, strengthen and resource the Consortium’s operating systems and Secretariat to effectively implement the 5-year strategy and decisions of the General Assembly and Council in a responsive and adaptive manner, in light of the regionalisation process and in service of the Consortium’s membership.
4. Support intergenerational and cross-cultural processes of organisational reflection and learning, including about the Consortium’s origins and history, core values, regionalisation and other processes of organisational change, changes in external context, and future visions for the Consortium.