Bhutan’s recent transition from a Least Developed Country (LDC) to a Middle-Income Country is further buttressed by its ambitious goal to become a high-income country by 2029. Amid these dramatic developments, Bhutan’s civil society organisations (CSOs), vital in bridging the gap between the government and the grassroots, are finding themselves in uncharted waters.
Often referred to as the ‘third space’ or ‘third sector’, CSOs are expected to thrive independently of the state and the market, driven by a mission to serve and strengthen society. However, their path is not without hurdles.
The struggle to adapt
For many CSOs in Bhutan, the reality is far from ideal. While a few organisations have established robust operations, most are grappling with existential challenges after 14 years. The CSOs are struggling to redefine their roles and sustain themselves financially. The post-Covid era, coupled with rapid policy shifts and the implementation of the ambitious 13th Plan, has only intensified these struggles.
CSOs are expected to play an important role in achieving the national goals and key performance indicators highlighted in the 13th Plan. In almost every goal, whether short- or long-term, CSOs are given the mandate to achieve the goals of a healthy, prosperous, and secure Bhutan.
One of the most anticipated projects, the Mindfulness City in Gelephu, symbolises the new directions the country is taking. Some questions that are asked are: How are CSOs contributing to Bhutan’s new vision? Are they effectively fulfilling their roles in this revamped civic space?
Voices from the ground
Disappointment and frustration are palpable among CSO members. Many feel they have not lived up to their potential, hampered not only by internal deficiencies but also by external interferences.
The controversial shutdown of the Bhutan Civil Society Network (BCSN) in September 2023 has been a major setback. Established in 2019 with the hope of strengthening weaker CSOs and fostering a united front, the BCSN was abruptly dissolved, a move criticised by many as counterproductive.
The erstwhile CSO Coordination Committee (CCC) was renamed as BCSN with the same mandate to continue coordination and support collaboration among 54 CSOs in the country at that time.
An executive director of one of the CSOs said: “The BCSN was about to establish a solid foundation to support us, especially the smaller entities. But its closure by the authorities, who should have been our biggest proponents, has been a severe blow.”
He added that CSOs relied on the BCSN for training and resources. “Its absence means that smaller CSOs like ours are left to fend for ourselves, which is challenging given our limited resources.”
The rise and fall of the BCSN
The BCSN was envisioned as a reformative body aimed at aligning CSOs with the evolving needs of the 21st century, paralleling reforms within the Bhutanese civil service. It sought to consolidate the efforts of 54 CSOs, facilitating collaboration and enhancing their efficacy. The network divided the organisations into eight thematic groups, allowing them to specialise and synergise, amplifying their impact on society.
Today, Bhutan has 53 registered CSOs, including 12 mutual benefit organisations (MBOs).
Despite its successes, the network’s journey was cut short. Critics argue that the leadership’s strong stance on autonomy and effectiveness threatened certain bureaucratic quarters within the Civil Society Organisation Authority (CSOA), leading to its premature disbandment.
The CSOA ordered the BCSN, an informal association of CSOs, to close its office and cease operations on the grounds that it was acting in contravention of the CSOA’s mandate and authority.
Following the closure of the BCSN, the Civicus Monitor, a research tool that provides real-time information on the state of civil society and civic freedom in 196 countries, rated Bhutan’s civic space as ‘obstructed’ with 53 scores of 100. “This has tainted CSOs and the image of the country’s democracy,” one member said.
Former committee members of the BCSN have also expressed their disappointment. One executive director noted, “We were about to launch initiatives aimed at bolstering CSOs’ impact in areas like education and healthcare. The shutdown halted these projects, leaving many in limbo.”
Many serving executive directors pointed out that a network like the BCSN is good for CSOs and democracy. “Just as coordination and collaboration are encouraged amongst government agencies, the network was critical for the same in the CSO sector,” one said, adding that it is important to distinguish the role of the network versus the authority.
“While the authority can support and promote the growth of CSOs, it’s not the same as the network because the authority is a regulatory body, and the network is an association of CSOs,” he said.
During the closure of BCSN, CSOA officials argued that the closure was necessary due to regulatory and compliance issues. They stated that the decision was made to ensure that all networks operate within a framework that guarantees transparency and accountability. They committed to supporting CSOs through alternative means.
The role and challenges of CSOs
A former executive director of a prominent CSO said that CSOs were beginning to develop a collective identity and a common vision and values for themselves. “They were also finding a voice and confidence to engage in advocacy and policy decision-making. These are all indicators of a maturing democracy,” she said. “Similar to the bureaucracy and the private sector, CSOs were becoming more organised.”
She said that the CSO sector primarily contributes to social capital, more than to economic and policy spheres. However, with the right support and regulatory environment, CSOs have the potential to impact these areas significantly.
She said that CSOs in Bhutan struggle with limited access to resources due to stringent regulations and the near absence of international NGOs specialising in fundraising and channeling funds.
She said that the role of CSOs has not changed significantly even after 14 years and that any paradigm shift will take time. “For CSOs to contribute to the new vision of Bhutan, there has to be awareness and engagement. Aside from a handful of CSOs, many are on the outskirts, figuring out the new vision interpreted by the media and friends and families in the bureaucracy.”
A glimmer of hope
Despite these setbacks, the CSO community is determined to persevere. Many CSOs are exploring new ways to collaborate and support one another.
A coalition of CSOs has already begun discussions on forming a new network to fill the void left by the BCSN, focusing on inclusivity and resilience.
“In a world where development is often measured in economic terms, Bhutan’s CSOs remind us that the true essence of progress lies in the well-being and empowerment of every citizen,” one senior executive director said. “As we forge ahead, our journey will undoubtedly be a testament to the resilience and spirit of the Bhutanese people.”
Contributed by
Rinzin Wangchuk with
support from Bhutan Media Foundation,
Helvetas Bhutan and European Union