To receive the full Strategic Plan, please sign up below:
Name

WFM/IGP 2021-23 Strategic Plan

WFM/IGP 2021-23 Strategic Plan introduces a new chapter of impact and growth for WFM/IGP which defines a more unified global policy approach that is relevant to contemporary issues, outlines the principles that will guide WFM/IGP in its work around the globe, and highlights WFM/IGP’s comparative advantage in tackling issues of global importance built over many decades.

Please download the Concept Note for additional information and sign up to receive the full Strategic Plan.

Executive Summary

Founded in 1947, the World Federalist Movement/Institute for Global Policy (WFM/IGP) is an international organization committed to the realization of global peace and justice through the development of democratic institutions and the application of international law.

Throughout its history, WFM/IGP established coalitions that worked to protect civilians from the threat of genocide, war crimes, and crimes against humanity; facilitate transparency in governance; increase access to justice; and promote the application of the rule of law; working in partnership with the United Nations, governments, and other international and regional institutions around the globe—as well as with thousands of committed individuals and world leaders—to advance a mission of peace, prosperity, and security for all.

Our Coalition model began with the Coalition for the International Criminal Court (CICC) and expanded into the International Coalition for the Responsibility to Protect (ICRtoP). More recently, a transnational working group model has been developed to expand its impact by bringing noted experts in their fields together to establish universal accords, namely in Artificial Intelligence and Disruptive Technologies.

In 2021, WFM/IGP’s Leadership and Executive Committee developed a strategic plan for the future of the organization as a three-year roadmap towards a new chapter of impact and growth which was approved by the organization’s Congress in July 2021.

The Opportunity Before Us

The year 2020 saw a seismic shift in how individuals, communities, nations, regions, and the entire world relate to each other, communicate, and transact their daily lives.

Many national governments were left grappling with an unknown virus without a coordinated response or support from the World Health Organization, the international body designated as the global health purveyor, leaving many countries in economic and social disarray along with individuals’ trust in government at the national level.

As a result, the concept of global approaches to address global issues that impact everyone on earth, such as a pandemic, may now hold more appeal than in the past decades.

This shift presents an opportunity for WFM/IGP to renew itself to address the global needs of a changing dynamic by offering new pathways for impact where there exists expertise, historical performance, networks, and future capacity.

A Model for Increased Impact and Growth

WFM/IGP’s historical operational model centered around the Coalition for the ICC (CICC), the Coalition for the International Responsibility to Protect (ICRtoP), and more recently, the Transnational Working Group on AI as its organizational focus, with the Movement and three campaigns – 1 for 7 Billion, UN Parliamentary Assembly and COPLA as its political focus as outlined below:

Due to rapidly decreasing funding and questions around the future potential of the Coalitions, WFM/IGP’s governance made the decision in early 2021 to transfer the two Coalitions to other organizations on an interim basis while maintaining a seat on the Steering Committee of both Coalitions. This would provide the organization with the ability to rebuild on a strengthened foundation while allowing for flexibility within its model for increased innovation.

A new organizational model was presented to and endorsed by the Executive Committee in February 2021 and our Member Congress in July 2021 which incorporates a Secretariat, Institute, and Influencing model to achieve targeted impact, ensure sustainability, and expand influence, outlined below:

This new model was developed based on the geopolitical need for WFM/IGP’s expertise and support, the growth of emerging global threats facing the world in this decade and beyond where coalitions would provide a mechanism for global action. It also seeks to ensure a generational shift occurs to increase the organization’s momentum through the next decades.

The new model is structured under ‘one umbrella’ of operations with a more cohesive whole, featuring four strategic pathways under which WFM/IGP can expand its impact and influence to meet the changing needs of the world today and over the next decades. Flexibility is built into the model for future innovation to allow WFM/IGP to react and plan for changing global dynamics through this decade and beyond.

The four pathways are:

  • The Coalitions: Addressing emerging issues demanding global accord
  • The Institute: Advisory to international organizations and regional groups
  • The Forum: Sustainability platform and influence network
  • The Movement: Engagement, connection, and outreach to mobilize a new generation

The Coalitions

Strengthening and expanding the coalition model by addressing emerging issues demanding global accord

WFM/IGP has an established a successful history building two global coalitions with direct impact results. This model can and should be replicated to address emerging global issues that require a global response.

What made the Coalition for the International Criminal Court (CICC) successful was the formal and informal efforts occurring alongside each other to build an effective coalition of international non-governmental organizations (INGOs) to support the establishment of an International Court.

Identifying Conditions for Successful Coalitions

There were three critical factors that set the foundation for an effective Coalition:

  1. Recognition that collective action was stronger than individual action to confront the obstacles facing the creation of a court.
  2. An understanding that the scope was larger than any individual organization, no matter how large or influential.
  3. The resources and capacity required to establish and maintain relationships ongoing with nation-states, who were vital partners, was significant.

The CICC has demonstrated that a coalition of Civil Society Organizations (CSOs) can help deliver significant, long-term outcomes on issues of global significance once there is acknowledgement that the issue requires collective action, is beyond the scope of an individual organization and requires extensive, pooled resources and capacity.

The Coalition for 3+3

An opportunity currently exists which meets all three criteria above to establish a Coalition to support the passing of the Northeast Asia Nuclear Weapon Free Zone (NEA-NWFZ) with a Three-plus-Three Arrangement (3+3) Treaty.

There are currently five Nuclear Weapon Free Zones across the world: in Latin America and the Caribbean, the South Pacific, Southeast Asia, Africa, and Central Asia. Establishing a NEA-NWFZ has been proposed by states in the region since the 1970s.

In the 1990s, a proposal was made by Dr. Hiromichi Umebayashi of Peace Depot (Japan) to establish a Nuclear Weapon Free Zone covering the two Koreas and Japan, known as the 3+3 formula, with the US, Russia, and China providing appropriate security assurances. 

However, limited follow-up measures and changing geopolitical dynamics have prevented the formalization of the Zone.

WFM/IGP proposes an action plan to formalize the 3+3 arrangement by forging political will among parliamentarians in Japan; organizing bi-partisan 3+3 study groups within parliament, hosting regular study sessions with parliamentarians, bureaucrats, experts and non-governmental organizations; sounding and contacting parliamentarians of six-party talk member countries (Japan, Democratic People’s Republic of Korea, Republic of Korea, United States, China and Russia), with the ultimate goal of gaining agreements for a 3+3 treaty as a comprehensive approach to solidify the Zone.

The approach towards the 3+3 arrangement would include the following agreements and actions:

  • Termination of the state of war
  • Creation of a permanent council on security
  • Mutual declaration of ‘no hostile intent’
  • Provisions of assistance for nuclear and other energy
  • Termination of sanctions
  • Formalizing the NEA-NWZ

These agreements and actions will be achieved by advocating for a 3+3 treaty with the following chapters, with Japan as the lead actor:

  • A declaratory chapter to terminate the Korean War and to provide for mutual non-aggression, friendship, and equal sovereignty
  • A declaratory chapter to assure equal rights to access all forms of energy, including nuclear energy, and to establish a NEA Energy Cooperation
  • An actionable chapter to agree on a treaty to establish a NEA-NWFZ that includes all the necessary provisions for a NWFZ
  • An actionable chapter to establish a permanent Northeast Asia Security Council, which will ensure the implementation of the CFA and to be open to discussions on the region’s other security issues

The Coalition for 3+3 is governed by an Advisory Group and Executive Committee to garner input, political and funding support among policymakers and Civil Society Organizations in Northeast Asia and around the world. As a first step in the establishment of the Coalition, WFM/IGP invited Advisory Group members to participate in a July 2021 launch to formalize the Coalition. The Coalition for 3+3 was officially launched at that time and is currently seeking seed funding. Learn more at: https://coalition3plus3.org

Coalition on Artificial Intelligence and Disruptive Technologies

In the last several years, over 200 organizations have published their own sets of principles regarding Artificial Intelligence (AI). Approximately five international organizations are engaged in AI governance with a push for a global approach emerging.

WFM/IGP began engagement in AI governance in late 2019 by creating the Transnational Working Group on Artificial Intelligence and Disruptive Technologies (TWG on AI) to support the development of effective, timely, and global governance and has since published an extensive report disseminated to the press.

As the mechanism is in place internally, and the demand for global AI governance is growing without an external mechanism to coordinate an effort towards a framework agreement, it is proposed that the TWG on AI transition into a Coalition model.

The goal of the coalition would be to promote and support the development of a UN Framework Convention on Artificial Intelligence that includes:

  1. An effective UN Regime on AI, including a Framework Convention on AI with associated protocols and bodies to advise on the science, monitor and enforce implementation, and build AI technologies for the public interest
  2. Regulation of the urgent aspects of Artificial Intelligence
  3. A plan as to how and when to address the governance and regulation of emerging issues relating to AI and other disruptive technologies

The approach of this Coalition would necessitate a change from the approach adopted during the formation of the CICC as the conditions differ. The UN is engaged with AI but there is still no collective will to bring about the global governance of AI.  Therefore, campaigning for an International Framework would be an early, essential component of the Coalition’s efforts. However, like the CICC, a government such as Switzerland for example could play a leading advocacy role within the UN and other regional bodies in favor of an International Framework.

Additionally, as artificial intelligence is new and is mainly involving the private sector, the make-up of the Coalition would need to consider the actors required to reach substantive global agreements and change. There is no doubt that as artificial intelligence becomes mainstream, there will be more civil society organizations and international non-governmental organizations in the fields of human rights and justice, environment and employment who would become increasingly vocal, active, and supportive of an International Framework.

Transnational Working Groups

As noted above, the Transnational Work Group model has been proven effective in establishing consensus and research outputs to highlight global areas of concern. It is proposed that Transnational Working Groups continue to serve as a beginning evolutionary phase for the development of Coalitions.

The following Transnational Working Groups are proposed for development based on their global recognized credibility and demonstrated global consensus that the issue is emerging and poses a threat to human rights and livelihoods globally, they are:

Transnational Working Group on Global Health Emergencies

The COVID-19 pandemic has underscored the need for a collective and equal approach by all countries towards addressing global health emergencies. The WHO’s slowness in reacting and apparent partiality towards China impeded the trust that national governments had in its ability to manage the response to the pandemic.

In March 2021, 20 world leaders signed a letter supporting a global treaty on pandemics. Such a treaty could also address other global health emergencies which would create an opportunity for WFM/IGP to apply its expertise in mobilizing NGOs and CSOs around support for it. A Transnational Working Group can explore the current situational context to develop a plan towards an effective treaty, develop and commission research, convene regionally to ensure the global south has equal representation in contributing towards the dialogue and outcomes outlined in the treaty.

Transnational Working Group on Regional Criminal Courts

With the COPLA project, which proposes the establishment of the Latin American and Caribbean Criminal Court against Organized Transnational Crime, WFM/IGP can expand its approach to include other regional courts for both Africa and Asia through a Transnational Working Group. This Group can work in tandem with the Institute’s support and strengthening of regional bodies proposed in the following section as organized transnational crime – particularly border areas – are an increasing security concern for all three regions. Regional Courts will also help diffuse the tension between the global south and the ICC in terms of perceptions of northern and western interference, allowing for a regionally lead and constituted court.

Adapting the model developed by COPLA, the Transnational Working Group on Regional Criminal Courts can lead a coalition of NGOs, CSOs and political actors to conduct a situational analysis, develop research and position the idea within the court of public opinion through media outreach in each of the regions.

Transnational Working Group on World Security

With US President Biden’s proposal for a Summit for Democracy in 2021, there is an opportunity to formalize the 2016 Resolution to establish a Coalition for a World Security Community.

The Coalition would advocate for an annual Summit for Democracy to coordinate and plan for cooperation among the communities of democratic nations worldwide with a commission established to develop a more formalized treaty.

In the longer term, it is proposed that the Community becomes a global multilateral organization with its membership open to all states committed to democracy, human rights, and international law and serve as a security alliance for democracies.

The Institute

Expand WFM/IGP’s advisory capacity to governments, international organizations, and regional groups through an Institute model

As mentioned above, WFM/IGP has extensive experience building, developing, and maturing cooperative models with non-governmental organizations and civil society organizations. In many ways, this expertise is an untapped resource that can be mobilized to strengthen institutions as a means toward global federalism – from governments to international forums and regional groups. Throughout this section, we use the term ‘regional groups’ as a definition for continental and regional economic and cooperative unions, such as the African Union, the Association of Southeast Asian Nations (ASEAN), and the Southern Common Market (MERCOSUR) to name a few.

Regional groups worldwide require further foundational building by enhancing internal capacity and encouraging new pathways towards multilateral cooperation. Regional groups by their very nature are a federation; by working to strengthen their capabilities, WFM/IGP would be gradually setting the stage for the larger concept of a global federation or ‘meta regional group’.

The Institute will operate both as a think tank and consultancy to other international organizations, academic institutes, civil society organizations, national governments, regional groups, and other entities in our areas of expertise. In its operation as a think tank, the Institute will provide a space to explore relevant ideas and may conduct a variety of activities, such as conferences, ongoing educational programs, and other special events, as well as research, reports, position papers, and other relevant publications. The Institute shall allow serious engagement in the organization’s short-term or long-term goals as part of its work to ensure the organization remains flexible and innovative.

Strengthening Secretariats within Regional Groups/Supra National Groups

An opportunity currently exists to apply WFM/IGP’s knowledge of developing effective, operating federated models and issue-based coalitions by identifying what makes regional groups successful and identifying tools and processes to strengthen these groups, targeting specific existing regional groups.

For example, the Association of Southeast Asian Nations (ASEAN) is an economic union of 10 member states in Southeast Asia promoting intergovernmental cooperation through economic, political, security, military, education, and cultural integration.

ASEAN Vision 2020 was formalized and made comprehensive through the Bali Concord II in 2003. Three major pillars of a single ASEAN community were established: Political-Security Community (APSC), Economic Community (AEC) and Socio-Cultural Community (ASCC). All three have Blueprints which are comprehensive guides and scorecards to measure effectiveness.

Despite these blueprints, ASEAN has acknowledged its weakness in capacity to process and coordinate ASEAN work. Strengthening the Secretariat is now of paramount concern, as ASEAN was unable to develop a coordinated regional response to the COVID-19 pandemic, undermining the regional bodies position and public perception of its effectiveness. The Myanmar crisis has further highlighted ASEAN’s weak institutional structures and the control member nations have over its ability to respond rapidly and effectively to regional crisis.

The Forum

Establishing a sustainability platform and influence network through an expert forum

WFM/IGP has experienced a consistent decline in core funding, which has resulted in a lack of funding to sustain the organization’s day-to-day operations. This has resulted from an overreliance on a historical model of funding through public (government) donors and a lack of diversification of the overall funding model.

However, the organization is not alone. Many international non-governmental organizations are in the same position and have developed innovative models to ensure the core operations are sustained over the long-term while also providing another avenue for governance support.

Through the Forum, up to fifteen influential members from diversified geographic regions, expertise, and sectors, who have either a demonstrated interest in world federalism or an ideological leaning towards the concept of federalism, would commit to contributing or fundraising annually to sustain the organization while also providing advisory to leadership and governance on the direction of the organization, identifying new and innovative ways to make an impact by voting for one Forum member annually to serve on a ‘public’ seat on the Executive Committee.

Each member would:

  • Provide core support annually in line with governance policies
  • Sign a Memorandum of Understanding committing to a three-year membership and contributing annually either through individual donation or fundraising
  • Provide targeted support to projects and towards an endowment for young federalists

These members would provide a consistent level of core support which would help stabilize the organization while it innovates.

Sustaining WFM/IGP’s Advancement and Impact

The Forum will sustain WFM/IGP’s advancement and impact by: 

  • Supporting WFM/IGP’s strategic pathways and operations.
  • Identifying and involving experts in capacity building activities.
  • Deepening WFM/IGP’s external relations through introductions to new networks.
  • Enhancing WFM/IGP’s ability to create impact through sustained core support.

Membership Profile and Benefits

WFM/IGP will cultivate individuals who meet the following key criteria:

  • Capacity – the financial resources to give at the level required
  • Connection – has an individual connection to the organization
  • Interest – has an interest and propensity to sustain their involvement

The opportunity for potential Forum members includes network access across industries and regions, opportunities for policy discussion and debate, and opportunities to expand their profiles into the area of international relations in a collaborative, impactful and visible way.

The Movement

Engagement, connection, and outreach to mobilize a new generation through a revitalized movement

The effort to create a world federation, upon which the organization was founded, has not been the central purpose by which the organization has operated for several decades, leaving that objective to the Member Organizations (MOs) and Associated Organizations (AOs) that have continued to promote it. Instead, the focus has shifted to building and strengthening global institutions, supporting international law, and campaigning for select UN reforms. Historically, these have been considered incremental steps towards establishing a world federation, but that conversation has largely been absent from the organization’s strategic discussions. Externally, however, several potentially significant developments have occurred.

First, there is a growing interest among youth in our movement, as demonstrated by an increasing number of young people actively volunteering within our member organizations, as well as the establishment of a youth organization, the Young World Federalists, who have made inroads in the past two years towards tapping into Generation Z’s discontent with national governments and capitalizing on the anxiety of that generation towards the future of the planet. As mentioned in the Executive Summary, the past year has raised questions on whether the current nation-state model is still useful, with calls by younger generations for more global cooperation on issues of commonality.

The Movement can be embodied within the organization as an educational awareness-building effort to engage with and encourage a new generation of federalists worldwide, with a specific goal of engaging countries and regions with expanding youth populations – the Global South (Africa, Asia, and South America). It can also serve a similar role as an alumni group that grows with the organization overtime, supporting and influencing the Movement.

Engaging a New Generation

Engagement will require a robust and consistent presence across multiple digital channels, creating content that appeals to this generation, geo-targeted to locations and language. Currently, WFM/IGP pushes out information on the ICC and human rights issues. However, there is limited effort to target those motivated youths and like-minded organizations.

An untapped opportunity exists through targeted digital marketing to reach young people across the world. This reach will enable us to influence federalism’s future by listening and connecting young people while educating them on the history and future potential of the Movement.

Our goal is to create life-long supporters who remain engaged with WFM/IGP by building affiliation and pride among young members. We will harness these two motivating factors to ensure we create sustained momentum by Identifying and developing champions within this supporter network with those who are passionate about the brand, our work, and our impact. With these champions, we will be able to test several approaches, including crowdfunding, and analyze the success of these efforts. 

During that time, we will define who is an ideal supporter today and who will be an ideal supporter in the future, outlining personas and identifying: 

  • Their expectations from engagement with other supporters and WFM/IGP  
  • The benefits and value we are financially and operationally able to offer them in return 

The champions will serve as a focus group to help us develop a network model with a high value for supporters and benefits for WFM/IGP in terms of visibility, and potentially, funding.  

The core structure of the model must enable WFM/IGP to: 

  • Enhance value: allow and encourage supporters to interact and collaborate. 
  • Collect and analyze data: developing an off-the-shelf database with information on each supporter and their interactions with the network and WFM/IGP (e.g., Salesforce). 
  • Centralize engagement: create a dedicated platform for supporters to regularly visit for updates from WFM/IGP with campaign opportunities and to build awareness in their communities/regions.  
  • Develop a culture of giving: pilot a fundraising campaign (crowdsourcing) among 30 to 40 supporters with a specific ask (a campaign to support).  
  • Mobilize for media and advocacy: develop a bench of spokespeople in key geographic and issue areas to position with the media.