As ICSD looks ahead, its next phase is shaped not only by strategic conversations and governance discussions, but by what members say they value, need and hope the Consortium can become. Drawing on the recent member survey, this story tells of how the ICSD is moving from reflection to action — strengthening membership, scholarship, communication, regional inclusion and global engagement after the adoption of the historic Doha Political Declaration on social development in November last year.

For ICSD members, the Strategic Plan 2026–2029 matters because it is more than an internal governance document. It is a roadmap for strengthening the Consortium’s relevance, visibility, inclusiveness and impact in the years ahead. Developed through a structured planning process and informed by member input, the plan reflects both the values that have long defined ICSD and the changes members want to see in how the organisation connects, communicates and acts. A central part of this renewal process was the member strategy survey, conducted in March 2026. Thirty-three members began the survey and twenty-nine completed it, offering reflections on ICSD’s strengths, priorities and future direction. While the response was modest, the findings provide a clear and valuable picture of what members continue to value — and where they see room for renewal.

Members strongly affirmed ICSD’s role as an international space for scholarship, dialogue and professional connection. Conferences and global networking remain highly valued, particularly as opportunities for scholars, practitioners, students and institutions to exchange ideas across regions and fields. One member described ICSD’s greatest value as “its ability to bring together international scholars and practitioners to collaborate, share knowledge, and advance the field of social development.”

At the same time, the survey also pointed to a key challenge: ICSD’s value should be felt not only at conferences, but throughout the year. Members called for stronger communication, a more active newsletter, a clearer website, regular scholarly exchange, and more visible opportunities to participate in the life of the organisation. Email updates, newsletters and the website emerged as especially important channels for keeping members informed and connected between major events. Several themes stood out across the survey findings. Members want ICSD to grow and diversify its membership across countries and regions, especially by lowering practical barriers to participation and strengthening access for members from the Global South. They also want stronger regional branches, clearer governance arrangements, and more transparent ways for members to contribute to the organisation’s work. These are not merely administrative concerns. They speak directly to ICSD’s identity as a participatory, international and inclusive community.

Scholarship also remains at the heart of members’ expectations. The Social Development Issues (SDI) journal was identified as the top-ranked priority area in the survey, alongside broader calls for research collaboration, publication opportunities and year-round scholarly exchange. For many members, ICSD’s distinctive contribution lies in its ability to connect social development scholarship with policy and practice — across disciplines, regions and institutional settings.

These priorities are reflected in the Strategic Plan’s five pillars: growing and diversifying global membership; amplifying ICSD’s policy voice; advancing scholarship and the SDI journal; strengthening governance; and improving digital engagement and year-round communication. Together, these pillars suggest an organisation seeking to become more connected, more visible and more responsive to its members.

The timing of this renewal is significant. Following the United Nations Second World Summit for Social Development in Doha, ICSD is looking outward as well as inward. Members see opportunities for the Consortium to contribute evidence-informed perspectives to global debates on poverty, employment and decent work, inclusion, social protection and social development. Yet the survey also suggests that effective global engagement depends on strong internal foundations: active members, clear and consistent communication, inclusive structures, and a shared understanding of ICSD’s distinctive voice. This is where the Strategic Plan becomes more than a document. It offers a platform for action, a framework for moving from reflection to implementation. The next phase will require focused work through committees, branches, communication channels, the SDI journal, conferences, partnerships and member-led initiatives. It will also require openness about capacity, resources and priorities, so that ambition is matched with realistic and accountable action.

“From Doha to Action” is therefore not only a theme for this newsletter issue. It is an invitation to ICSD members to see themselves as part of the implementation phase. Whether through contributing scholarship, strengthening regional branches, mentoring emerging scholars, joining working groups, supporting communication, or engaging in global policy spaces, members have a central role in shaping what ICSD becomes by 2029.

Leila Patel, ICSD President

Michael Haas, Newsletter Editor