The GEF CSO Network in Transition

Revitalizing Civil Society’s Voice in Global Governance

Established in 1995 to create a more systematic relationship between the Global Environment Facility (GEF) and civil society, the GEF Civil Society Organization Network (GCN)—originally known as the GEF NGO Network—has the potential to become a vital conduit for voices within the GEF Partnership.

Over the years, the Network has faced a range of internal and operational challenges that have hindered its ability to fully realize its potential. Resource constraints, coordination difficulties, and internal divisions within the Network’s governing body, the Coordination Committee, led to a period of reduced focus and cohesion. These structural and governance shortcomings strained the Network’s credibility and limited its ability to serve as a truly inclusive platform for civil society engagement, as noted by the GEF’s Independent Evaluation Office in its evaluation of the GCN in 2016 and the GEF’s institutional policies and engagement in 2022.

The vulnerabilities in the Network’s capabilities and governance arrangements were highlighted during the elections for regional focal points for ten GCN regions in the second half of 2023.

A Turning Point

Recognizing the gravity of the situation, the GEF Secretariat in 2023 commissioned a strategic review of the Network. The review was conducted by Mr. Andrés Falconer, who presented the key findings and recommendations in his report to the GCN and GEF Secretariat in August 2023.

The Network’s response to the strategic review in 2024 marked the beginning of a new chapter for the Network.

The Push for Governance Reform

The Network’s governing body, the Coordination Committee, in 2024 initiated implementation of the recommendations of the strategic review and responded to the  concerns and complaint related to the 2023 elections for regional focal points.

Actions taken or underway include:

  • Re-structuring the GCN Membership Management System: The Network deployed a customer relationship management system that significantly improves processing of membership applications and renewals, management of membership data, and communicating with members.
  • Improving Communication and Information Channels: Updating the Network’s website, production of a newsletter, and clarification of code of conduct on the Network’s social media platforms.
  • Increasing Member Participation in Governing: Expanding the membership of subcommittees and working groups (of the Coordination Committee) to include members that are not regional focal points.
  • Improving Guidance for Operation of the Coordination Committee: Development of guidelines to standardise due diligence processes required by the Network’s Rules and Procedures, annual reporting by regional focal points, and standards of conduct for use of communication platforms.
  • Updating the Rules and Procedures of the Network: The process for updating the rules began in early 2025 with the rules that apply only to the Coordinating Committee and sub-committees. On completion, a second phase to address overall Network governance will commence.

The second phase of governance reform will include policies to enable practices that have become standard globally. They address meaningful structural and cultural changes, and must therefore be undertaken with the full participation of Network Members.

Given the urgent need for governance reforms, members of the Coordinating Committee have identified, and submitted examples of, policies to be included in the phase 2 process. Submissions include:

  • Safeguarding Policy: To protect the representatives of members and individuals associated with the Network from harassment, exploitation, or abuse.
  • Whistleblower Policy: To protect individuals who raise concerns about misconduct or mismanagement, thereby supporting a culture of integrity and openness.
  • Proposal for an Independent Conflict Resolution Committee or Integrity Commission: An entity with the authority to review complaints, oversee internal processes, and ensure fair play.
  • Proposed changes to the Network’s Code of Conduct.

Civil Society Representation in the GEF Partnership – Meeting the Challenge

The GEF’s broader vision sets a bold course for civil society engagement. Framed as a “moral imperative,” this vision seeks to increase civil society participation in GEF decision-making and raise the share of direct GEF funding to civil society groups from 1% to 10% by 2030.

A reformed and energized Network could become a vital partner in realizing this vision – helping local groups access funding, shape policies, and implement solutions. The effort to reform and re-energize the Network has started, evidenced by:

A vibrant, participatory, and well-governed Network can fulfil its potential – supporting communities and organizations to restore ecosystems, strengthen climate resilience, and build sustainable livelihoods.

Are you an environmental civil society organization eager to help shape the global environmental agenda and co-create impactful international programs that support local action on the ground? We invite you to join the GEF CSO Network.

Together, we can build a future where people and the planet thrive in harmony. Through renewed purpose and collaboration, the vital role of civil society in global environmental governance can be strengthened and fully realized.