Welcome

This website aims to preserve the legacy of the Beyond 2015 Campaign after it officially ended on 31 March 2016. Click here to learn how to navigate the site, and here for recommendations on how to anchor the campaign's legacy. Thank you to all organisations and individuals involved in Beyond 2015!

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Highlighting Beyond 2015's influence & anchoring its legacy

The Beyond 2015 Campaign ended on 31 March 2016. It is important to continue anchoring its legacy and highlighting what we achieved: click here to read recommended actions to safeguard the campaign's legacy, and here to view an interactive graphic highlighting the campaign's overall influence between 2010-2015. An interactive timeline of the Campaign is also available here.

Final Evaluation of Beyond 2015: findings & recommendations

“Being prepared for success leading to higher demand and work expectations, through adequate provisions for financial and human resources" (recommendation for future global civil society campaigns)
"The Beyond 2015 Executive Committee should concentrate all possible efforts until the closure of the campaign (March 2016) towards: 1. Strongly anchoring the legacy of the campaign and 2. Identifying guidelines for member organisations to contribute to this anchoring." (recommendation)
"Effective structure and management, as well as sound, inclusive and transparent governance are the lifeblood of any collaborative initiative. It is easy to fall into the temptation of transposing structures or arrangements that work in other situations." (key finding)
"When operating in an intergovernmental process, using coherent messages vis-à-vis UN missions and capitals can help bridge the natural gap between the two, provided there is solid political mapping." (key finding)
"The governing body of a campaign must take responsibility for initiating early enough the task of anchoring the legacy of campaign during the winding down phase." (key finding)
"Establishing comprehensive mechanisms for monitoring and evaluating activity implementation and spending. Costs inherent to operationalising such mechanisms must be factored into the fundraising strategy and budget, while field visits and external evaluations are recommended and should be deployed immediately if lack of compliance with spending provisions is suspected." (recommendations for future global civil society campaigns)
"Important questions on synergies and collaboration between civil society campaigns and the UN Major Groups and Other Stakeholders system remain open and require ample discussion" (recommendation for future global civil society campaigns)
"Mapping and reaching out to possible donors from the philanthropy sector" (recommendation for future global civil society campaigns)
"Person specifications (skills and competences) for regional coordinators with robust advocacy profiles" (recommendation for future global civil society campaigns)
"A representative, geographically and gender balanced, democratic and transparent governing body – for instance an Executive Committee – capable of offering appropriate and continuous leadership, is crucial." (key finding)
"Official allocation of regional portfolios among Executive Committee members, with responsibility for regular public strategy and reporting sharing" (recommendation for future global civil society campaigns)
"Avoiding over-reliance on Terms of Reference. Understanding that good selection processes are equally crucial; and that in a membership campaign consisting of peers, members get as much out of the campaign as they invest in it." (recommendation for future global civil society campaigns)
"Civil society, UN Major Groups and Other Stakeholders must assume their individual and collective responsibility in self-organising and collaborating towards non-partisan coordination for sustained strategic engagement with the UN."(recommendation for future global civil society campaigns)
"Specifically skilled communications officers at all times in Secretariat teams. Specific and sufficient budgetary provisions for professional support for external communications." (recommendation for future global civil society campaigns)
"Thoroughly reflecting on how to prevent and overcome geographical or gender imbalance in an Executive Committee. Scenarios of trade-offs between balance and efficiency must be discussed from the onset." (recommendation for future global civil society campaigns)
“Ad hoc assessment of when it is appropriate to carry out solid advocacy and lobbying, and when it is better to open up to grassroots voices" (recommendation for future global civil society campaigns)
"Ensuring, in the spirit of a membership campaign, that the main governing body, as well as the biggest member organisations of the campaign with specialised fundraising departments or officers, contribute from early on to the elaboration and deployment of the fundraising strategy." (recommendation for future global civil society campaigns)
"A mix of daily virtual work and face-to-face meetings for specific milestones, in accordance with strategic plans and work programmes." (recommendation for future global civil society campaigns)
"A transparent and scrupulously managed funding model, commensurate with the vision and the objectives of a campaign, is vital and even the best models will demand tough prioritisation." (key finding)
"Considering the incorporation of a full-time fundraiser within the independent professional secretariat. Alternatively, the biggest member organisations should make in-kind contributions in the way of time commitments from their fundraising officers" (recommendation for future global civil society campaigns)
"An independent, professional, multicultural, multilingual efficient and problem-solving Secretariat that is soundly managed and empowers staff members with flexibility is the backbone of the campaign." (key finding)
“Preserving space for stocktaking, reflection and recalculation, as well as managing innovation when operating in a fast-paced environment, can end up being incredibly challenging for individuals and for collaborative initiatives as a whole." (key finding)
"Putting in place solid peer-review systems for Co-Chairs - e.g. ensuring each candidate presents his/her vision and detailed roadmap for the duration of the mandate; regular reporting obligations on specific results achieved and strategic issues moving forward" (recommendation for future global civil society campaigns)
"Operationalizing a system of membership fees structured in thresholds commensurate with members’ budgets." (recommendation for future global civil society campaigns)
"Thoroughly conceptualising regional and national coordinating structures and establishing arrangements for direct line management and/or supervision by the independent professional secretariat of the campaign." (recommendation for future global civil society campaigns)
"It is possible to achieve self-organised, cross-constituency and coordinated civil society engagement in intergovernmental processes at a global scale and to deliver a common vision for sustainable development." (key finding)
"The importance of having a solid fiscal agent that manages grants, contracts and providers cannot be sufficiently underscored. Organisations considering this role should not underestimate the fiduciary responsibility." (key finding)
"Anticipating and minimizing issues around cumbersome bureaucracy and delays in funding disbursements".(recommendation for future global civil society campaigns)
"The significant time and effort needed to carry out internal work in order for the campaign’s external activities to unfold successfully – and hence for the campaign to be effective as a whole – should not be underestimated." (key finding)
“Any campaign must be strategic and realistic about the partnerships it concludes. A strategic and realistic approach must be taken on both sides, and each side must have clear a vision of what they can bring to the partnership" (key finding)
"Two main threats could compromise Beyond 2015's legacy: 1) fragmentation of the 2030 Agenda in terms of national implementation; 2) Loss of the structure for efficient collaboration and coordinated voices that Beyond 2015 created" (key finding)
"Thorough thinking, adequate arrangements, tools and budget for collaboration and cross-fertilization across regions."(recommendation for future global civil society campaigns)
"Civil society advocacy campaigns must have exit strategies on the practicalities of closing down." (key finding)
"A thoughtful mix of traditional and innovative intervention approaches can be very effective." (key finding)
“Establishing, operationalising and sustaining structures and arrangements for a civil society campaign to operate at the international, regional and national levels is a very difficult task. It is time-consuming and requires a lot of flexibility, considerable levels of human and financial resources, as well efficient coordinating structures and overarching frameworks to support this coordination" (key finding)
"Thoroughly reflecting on ways to prevent and overcome deficient leadership or transparency from an Executive Committee" (recommendation for future global civil society campaigns)
"Establishing clear synergies and identity demarcations with other existing campaigns." (recommendation for future global civil society campaigns)
"Having Co-Chairs can be beneficial for representation, profile and leadership, provided geographical and gender balance is respected, and that the right profile and level of skills is ensured" (key finding)
“An advocacy-focused civil society campaign that operates in a political intergovernmental environment and receives funding from governmental sources must remain highly aware of the risk of instrumentalisation.” (key finding)
“Encouraging, protecting and curating individual and collective reflection, recalculation, creativity and innovative thinking" (recommendation for future global civil society campaigns)
"The world of NGOs and civil society initiatives know the importance of clear, timely, ethical and realistic fundraising strategies and the pressures of fundraising needs. On the upside, critical masses can use their potential for strong impact and legacy as levers to fundraising, as well as the pool of fundraising experience and skills that members can bring to a campaign." (key finding)
"Transparent and regular monitoring and review of spending is a must for accountability and can also offer useful peer learning opportunities (if the information is presented in an adequate format" (key finding)
"Beyond 2015 member organisations should fully engage in and drive discussions on the prospects for a possible successor campaign" (recommendation)
"Putting in place, from the conceptualisation phase, mechanisms to create capacity across members for geographically and gender balanced leadership." (recommendation for future global civil society campaigns)
“Avoiding being dominated by Northern NGOs, even at the initial stage." (recommendation for future global civil society campaigns)
"Placing solid budgetary effort in operationalising efficient regional coordinator structures." (recommendation for future global civil society campaigns)
“Openly and thoroughly discussing the question on whether – and if so, how to – incorporate social movements in its membership.” (recommendation for future global civil society campaigns)
“Considering practical applications of the risk of becoming instrumentalised through government funding when operating in a political intergovernmental process" (recommendation for future global civil society campaigns)
"The winding down phase of any collaborative initiative – particularly one that is successful, visible, large and personally enriching for those involved – revolves as much around practicalities as around feelings; and as much around stocktaking and identifying lessons learnt as around anchoring the legacy." (key finding)
“Common understanding of the campaign's identify (advocacy or mobilisation campaign) by all of its members." (recommendation for future global civil society campaigns)
"Considering the official allocation of regional portfolios among Executive Committee members, with responsibility for regular public strategy and reporting sharing" (recommendation for future global civil society campaigns)
"Factoring in budgetary provisions for sufficient face-to-face meeting of the Executive Committee." (recommendation for future global civil society campaigns)
“Solid budgets and contingency provisions for language translation in fundraising strategies." (recommendation for future global civil society campaigns)
"For the global level, clarifying relations vis-a-vis the UN Major Groups & Other Stakeholders system and establishing channels for collaboration." (recommendation for future global civil society campaigns)
"Putting in place concrete mechanisms to mitigate the loss of individuals and the impact of transitions" (recommendation for future global civil society campaigns)
"Operationalising proper fundraising support from early on in the conceptualisation stage." (recommendation for future global civil society campaigns)
"The questions of social movements participating in civil society campaigns and their interaction are extremely complex and potentially divisive." (key finding)
"Substantial funds for meaningful and efficient regional coordination structures and influence." (recommendation for future global civil society campaigns)
“A well-organised and managed global and cross-constituency civil society advocacy campaign can achieve strong levels of engagement and directly influence an intergovernmental process - provided it claims a specific strategic space early on, recognises itself as an actor among others, does not soak up space from others, and allows its own members to equally contribute and shine individually.” (key finding)
"Regional and national levels taking full ownership of adapting global intervention approaches in global campaigns that are decentralized." (recommendation for future global civil society campaigns)
"Civil society and UN Major Groups and Other Stakeholders must assume individual and collective responsibility in self-organising and collaborating towards non-partisan coordination for sustained strategic engagement with the UN." (recommendation for future global civil society campaigns)

Next steps

Are you wondering what steps civil society is taking to support the achievement of the Sustainable Development Goals (SDGs) now that the Beyond 2015 Campaign has ended (Oct. 2015)?

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