What makes CSO coalitions effective? Lessons from Malawi

Civil society networks are recognised almost universally as essential promoters of democratisation. What makes a coalition of civil society organisations (CSOs) effective? What role should international NGOs play in fostering alliances of local CSOs? Should local networks pursue international advocacy? A report from the International NGO Training and Research Centre (INTRAC) highlights lessons learned by emerging CSO coalitions in Malawi. The experience of alliances campaigning around issues of education, economic justice and land reform is used to draw out implications for other developing countries where groups of civil society activists are similarly working to promote participation, transparency and democracy.

Although multi-party democracy came to Malawi in 1994, the former dictatorial rule of Hastings Banda still influences the climate in which CSOs work to expand the space for advocacy work. Malawi's government would, it appears, prefer civil society to focus on disseminating policy, not shaping it. Powerful vested interests are threatened by the CSO promotion of debate on land issues. There is a fear of speaking out, taking responsibility, questioning regulations and openly confronting authority. Information, sometimes even among CSOs, is closely guarded.

Education levels and analytical skills among CSO staff are limited. The most gifted local NGO staff are often poached by international NGOs able to offer them higher salaries. As most CSOs struggle to survive, they have little time or money to invest in CSO coalitions and few have yet managed to mainstream their advocacy work into funded proposals that allow them to dedicate the necessary time to advocacy.

Foreign involvement in local CSO coalitions has costs and benefits. While expats may have the eloquence and writing skills in dealing with policy-makers, their prominence can fuel government suspicions that CSOs are the pawns of 'troublesome white men from Oxfam'. CSOs can feel the need to be accountable to the North, rather than to the local poor they attempt to represent.

Recommendations of global relevance to coalition-building include:

• Coalitions require shared motivations and goals: too much diversity at the level of values is unproductive; half-hearted members should not join.
  
• Successful coalitions focus on one issue at a time, target key people and propose credible policy recommendations rather than generalised criticisms.
  
• The establishment of a secretariat must be carefully managed so that it does not lead to a fall-off in member involvement.
  
• Coalitions need to balance dynamic, charismatic leadership and participatory decision-making, allowing for membership diversity while striving for a single voice, and ensuring a rapid response without compromising representation of members.
  
• The importance of coherent, transparent and participatory management and short, well chaired and minuted meetings.
  
• Developing the ability to present information in different formats to different targets.
  
• Maintain an ongoing process of redefining the coalition's mission.
  
• INGOs should be members, not leaders, keep a low public profile and provide flexible funding to allow coalitions to adjust to new situations.