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Merry Christmas and a Happy New Year!

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Merry Christmas and a Happy New Year from the Centre for Democracy and Peace team

As we gather with loved ones to celebrate this festive season, let us take a moment to reflect on the world we share. We live in a world that can often feel divided, cruel, and unfair.

Yet, kindness, compassion, and empathy are gifts we all can give this Christmas; gifts that are capable of healing divides and rekindling the shared humanity that unites us.

At the Centre for Democracy and Peace we remain steadfast in our commitment to building a better future for all. We believe in the transformative power of small acts of kindness, meaningful collaboration, and a shared dedication to the greater good.

As we look ahead to 2025, let us make peace our greatest wish – a peace that begins within ourselves, radiates into our communities, and reaches every corner of the globe.

Thank you to all of our partners, colleagues, and members for your continued and vital support that make the work of CDP possible.

Merry Christmas, and may 2025 bring healing, harmony, and joy.

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Fellows reflect at midway point of Centre for Democracy and Peace’s Leadership Programme

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Reflecting at the midway point of this year’s Centre for Democracy and Peace Fellowship Programme, this year’s Fellows have described an “infectious enthusiasm” for collaboration and innovate thinking as they tackle Northern Ireland’s most pressing political, business, and civic challenges.

The Centre for Democracy and Peace’s 2024/25 Fellows pictured with CDP CEO Eva Grosman at Allstate NI in Belfast.

The current Fellowship is the largest cohort to date—28 leaders representing a diverse range of sectors. These include MLAs and councillors from the world of politics, CEOs and directors from the business world, as well as participants from charities, health, education, and the civil service.

So far, the Fellows have participated in the Oxford residential and sessions such as design thinking , climate and sustainability, and Good Governance and the Nolan Principles of Public Service with Daniel Greenberg CB, Parliamentary Commissioner for Standards and Privileges.

Through these bespoke sessions delivered by experts in their fields, the Fellows have been challenged to step outside their comfort zones and embrace the spirit of possibility, tackling critical issues such as climate and energy, policy, and governance. They have also been working on group projects, which they will present at the end of the seven-month programme. These challenges focus on supporting the arts, improving transport accessibility, changing the culture around political campaigns and elections, and campaigning for skills development in rural communities.

The Fellowship now boasts 98 alumni who contribute more effectively to society thanks to the relationships they have built through the programme.

One of the Fellows, Scott Carson, Constituency Office Manager for Education Minister Paul Givan MLA (DUP), shared:

“From the launch right through until today, the enthusiasm has been really infectious. The residential in Oxford was brilliant—it was a great time to meet the new Fellows, learn about each other, and realise that, regardless of our roles, we’re all on the same level. CEOs, private sector professionals, public sector participants, and those involved in politics—it was fascinating to learn from their experiences.”

“The programme’s sessions have challenged me personally, and I know others in the cohort feel the same. We left Oxford with new tools to apply in our respective organisations. Working on group projects has been a new challenge, and we’re really settling into them now. The projects we’re currently working on are all very different but equally interesting. It’ll be fascinating to see how they progress.”

“Sessions with NIE Networks and Camlin Group, and at Allstate NI last month have been intense but rewarding. The combination of theory and practical application has given us new ideas and concepts to approach our work differently. It’s been incredibly busy, but the journey has been thoroughly enjoyable.”

Cahir Hughes, Head of The Electoral Commission Northern Ireland, shared insights into his group’s project:

“Our project focuses on changing the culture around elections and political campaigns. Unfortunately, we’ve seen increasing toxicity in campaigns, with candidates and elected representatives facing horrendous abuse and intimidation.”

“Our group is tackling this issue by bringing together people from diverse sectors to find solutions and present them to government. Tackling these behaviours is a massive task, but I’m optimistic we can make a difference.”

“One unexpected benefit of the Fellowship has been the friendships I’ve developed. Being around other leaders and hearing how they approach challenges has helped grow my confidence in leadership and decision-making.”

Jane McCooey, Executive Director and Chief Operating Officer at Morgan Stanley, said:

“The Fellowship Programme has exceeded my already high expectations. The people are amazing, inspiring, and collaborative. I live in New York, so coming back and hearing about the incredible work being done in Northern Ireland makes me feel connected—it’s exactly why I joined.”

“I’m passionate about the diaspora’s role in giving back to Northern Ireland. Learning about what people here are doing inspires me to explore nonprofit work and think about how I can contribute. My group’s challenge on supporting the arts scene is especially exciting—we want to make a tangible impact by raising awareness and support for Northern Ireland’s artists.”

Reflecting on the programme’s progress, Darragh McCarthy, Chair of the Fellowship Programme’s Advisory Board and CEO of FinTrU, said:

“We’ve never had greater momentum. This is our largest cohort, with 28 Fellows who are gelling incredibly well. The Fellowship Programme is a breeding ground for optimism. Everyone involved believes in a better Northern Ireland and is eager to contribute to that vision.”

“We’re looking forward to the second half of the programme, including a Dublin residential and the graduation in Hillsborough in March. With almost 100 alumni already, the momentum is strong, and we’re excited about the future.”

The Centre for Democracy and Peace’s Fellowship Programme is supported by Northern Irish businesses, including Allstate NI, Camlin Group, FinTrU, Fujitsu NI, NIE Networks, and Ulster Carpets. It also receives backing from the Irish Department for Foreign Affairs and the Irish American Partnership.

Laurence Simms, Joint Secretary to the British-Irish Intergovernmental Secretariat, commented:

“The Fellowship Programme is well-designed to bring together professionals at pivotal career stages, fostering connections and fresh perspectives whilst challenging them through its activities.”

“We’ve supported reconciliation work for 40 years, and this programme feels modern, forward-looking, and focused on today’s challenges. It addresses systemic gaps and inertia, building a sustainable basis for an inclusive future in Northern Ireland and beyond.”

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Leadership and Climate

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In 2022, the Northern Ireland Assembly passed its first Climate Change Act, which set a target for a 100% reduction in net greenhouse gas emissions by 2050. To meet this and other climate-related goals, leaders across a wide range of sectors—including business, government, agriculture, transportation, finance, and tourism—must work together to find sustainable, innovative, and fair solutions.

by Nicole Fintel

Last month, the Centre for Democracy and Peace hosted a conference that explored the intersection of climate change and democracy. Professor John Sweeney of Maynooth University explained that climate degradation, loss of land due to rising sea levels, and resource scarcity can lead to civil unrest and the destabilization of democracy. Additionally, climate change can lead to international conflict by increasing tensions between countries that produce the majority of the world’s greenhouse gas emissions (primarily in the Global North) and countries that suffer most from the impacts of greenhouse gas emissions (primarily in the Global South).

Likewise, Professor John Barry—a Co-Director of the Centre for Sustainability, Equality, and Climate Action at Queen’s University Belfast—emphasized that democracy in times of climate change requires a “just transition” to clean energy and sustainable practices. To achieve this “just transition,” according to Professor Barry, climate leaders need to:

  • Co-create transformation with all stakeholders, including businesses, farmers, policymakers, consumers, and faith communities
  • Create change with those affected, rather than impose change on those affected
  • Generate and maintain trust with communities and stakeholders
  • Learn from previous large-scale transformations, such as the implementation of the National Health Service
  • Democratize decision-making

    • Leaders must also address the societal disparities that are exacerbated by the climate crisis. The United Nations reports that women and children are 14 times more likely to die in natural disasters than men, and approximately 80% of individuals displaced by climate change are women and girls. Similarly, countries, communities, and individuals with limited access to wealth, healthcare, education, and infrastructure tend to be disproportionately harmed by the impacts of climate change.

    With effective climate leadership, the transition to net zero will be viewed not only as a means to secure a habitable and healthy planet for future generations, but as an opportunity to build a more just, prosperous, and inclusive economy and society.

    Nicole Fintel is a Pforzheimer Public Service Fellow, Harvard College, and Programme Co-Ordinator for CDP.

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    Leadership and focus

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    Focus, focus, Fcous. CDPB programme manager Zachary Hutchinson asks the question, “how do I minimise the risk of leading myself and others in the wrong direction?

    Did you watch the Olympics this year?

    As the nations descended on Paris, many of us in our offices and at home took up the mantle of an expert in lesser known sports: the 10m synchronized diving, mountain biking, and fencing to name a few. Another example is shooting. Who knew you could be so invested in a sport you watch once every four years? Part of becoming an expert for the month involves researching likely gold medal winners, up and
    coming talents, and some of the sport’s historic moments.

    Perhaps the most infamous moment in Olympic shooting came in Athens in 2004, when twenty-three year old American Matthew Emmons made worldwide news with his performance in the men’s 50m rifle three-position final. Having already won gold in another category two days earlier, Emmons’ momentum carried on as he established a significant lead over his nearest opponent. As his final shot approached, he focused in on his target, going through the motions like he had done throughout the Olympics and the countless hours of training before that. Emmons fired his rifle. He looked up at the target to see his shot had secured him another gold.

    But then he looked up at the scoreboard: ‘Emmons – 0’. He shot at his opponent’s target. Matthew Emmons would go on to finish eighth and travel back to Browns Mills, New Jersey, with only one gold medal around his neck. The Independent in the UK reported at the time, “Matthew Emmons is a trained accountant, but he got his numbers terribly wrong yesterday.” How could an expert in focusing on precise details make such a monumental error?

    Leaders can become so intently focused on professional – and personal – targets that they hit the incorrect one. Out of an admirable desire to lead with strength and health, to achieve success, and gain influence, leaders can lead themselves and others to the wrong destination (or target); both metaphorically, and in some cases, literally.

    The question, however, is not “how do I know what the right direction is?” Rather, we must ask of ourselves, “how do I minimise the risk of leading myself and others in the wrong direction?”

    There is no correct answer. However, here are two malleable suggestions that have immensely shaped how I lead myself and others.

    Number one: Get someone to ask the hard questions.

    Someone that helps us ask the right questions of ourselves is vital to ensure we lift our head above the parapet and evaluate where we are and where we are going. Whether it be a family member, close friend, or professional colleague, having someone ask the hard questions will prevent you learning the hard way. They can help you navigate your target and change direction if necessary.

    Number two: Take time to reflect.

    Leadership can be all consuming. To consistently maintain strong performance and lead others requires time, effort, and energy. But if you fail to take time to reflect you will be unable to steer, keeping your head down – going from one meeting to the next, or one leader’s retreat to the next – hurdling towards a target you can’t even remember is the right one. It is important to regularly carve out space to take time to reflect.

    To take a moment and evaluate where you are and where you are going. To review your inner compass. Often this practice is best executed as a rhythm. It can be as simple as taking ten minutes every day and one hour every week, to pause, reflect, and assess if the target you are aiming for – or the direction you are leading in – is actually the correct one.

    Regardless of whether you are a successful leader, or a struggling one, we must all ensure we minimise the risk of leading ourselves and others in the wrong direction.

    It does not matter if you won a gold medal two days ago.

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    Reimagining leadership: being open to insight will help us pave the way to a brighter future

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    Dorinnia Carville, Comptroller and Auditor General, Northern Ireland Audit Office

    Leadership is often perceived as a final destination, a pinnacle reached after years of experience and hard work. However, I believe it’s how you approach the journey that sets you apart and to be an agent for change you must embrace opportunities to learn from others.

    I gained great insight and perspective from taking part on a recent development programme. The power of collaboration across sectors was evident on the Centre for Democracy and Peace Building’s Fellowship Programme. Participants have the unique opportunity to engage with professionals from various sectors — community, business, political, and more — creating a rich tapestry of expertise and insights.

    Meeting people from a range of sectors that I wouldn't ordinarily deal with made me realise that they are dealing with the same issues. There was lots of shared learning.

    This cross-sector networking is particularly valuable in a place like Northern Ireland, a region so small that there is no excuse for silo working and not having joined up approaches to societal challenges.

    I found working with people at different career stages to be a formative experience. I probably learned most from some of the people who were at the early stages of their career because they just had very different approaches, very different ways of looking at things.

    This made me appreciate the traits of modern leadership: the ability to adapt and integrate new perspectives, especially from younger generations who bring fresh ideas and a deeper understanding of contemporary tools and trends. It’s a reminder that effective leadership is not just about imparting knowledge, but also about being open to receiving it from all quarters.

    A transformative approach to leadership is what is needed in Northern Ireland if we are to progress past the usual stumbling blocks. By valuing continuous learning, embracing cross-sector collaboration, and integrating fresh perspectives, we can reimagine and redefine what it means to lead in today’s society and pave the way for a brighter future.

    To learn more about the Fellowship Programme and apply, visit our website.

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    Leadership and Groundedness

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    By Alannah Millar

    People often ask me if Russia’s political atmosphere felt different. They are often so curious because it is so uniquely Russian. Leadership in Russia is culturally specific, but it is not in touch with the masses and its Achilles Heel is the fact that it is so separated from the experiences of many.

    When I lived in St Petersburg, the political machine seemed miles away. So far away I had no opportunity to get involved nor could it really affect my everyday. Putin was but a figment somewhere very far away; his leadership came from miles above. Moscow and its politics seemed far away from the daily concerns of the local St Petersburgite. Even when Putin did visit St Petersburg, no ordinary citizens were disturbed or were able to reach him. He was cocooned away, safely shuttled between sites.

    Don’t get me wrong, some leadership felt very real and pressing. The police presence on the streets and at every metro stop made my heart leap into my throat every time I passed them, my head physically bowing to avoid eye contact. But in general, any form of political leadership seemed untouchable. Even the city’s federal politics did not seem to disturb everyday life in the city. Decisions were made by the City Council, but it did little to make changes to the everyday life of most citizens in the city. And the decisions that did alter everyday life were hardly pleasant, such as introduction of partial mobilisation, which forcibly rounded up 300,000 men to join the fight in Ukraine.

    At his annual New Year conference, where Putin was questioned by journalists, questions swirled over economics, foreign policy, military positions, and other questions which seemed so complex as to confound even political commentators. Despite speaking Russian fluently, it was one of the only times where I really felt like I needed a translator. The one representative, who seemed indicative of the masses asked a question which seemed at odds with the rest of the ceremony, meekly asking why the price of groceries had risen so much, citing that a bag of carrots had tripled in price in the last year. Putin seemed to shrug, as if the question was none of his concern, offered a litany of pretentious apologies and empty promises and moved on.

    Putin’s politics are based on his untouchability. No one can criticise or alter his plans because of it, but it also leaves everyone else with no input and no sense that the end product has been created together. He goes it alone. Putin bases his leadership on the idea of him as a single figure and he operates a high-power distance style of leadership.

    But that untouchability is a fault.

    Leadership should be grounded with lived experience and should engage and interact with more than those at the top of the pecking order. Leadership should not be constrained by cultural myths and history. It is largely presumed that Russia cannot function without a strong autocratic leader. With its long history of tyrants, tsars, and dictators, many believe that Russia must have a strong, centralised, autocratic power. However, to excuse Putin’s regime as a necessary form of leadership in Russia is to be lulled into delusion.

    This belief is proven wrong by the strong Russian support for opposition leaders, who offer a vision of a future for Russia in which leadership is drastically changed. They offer a leadership which is in touch with the grassroots, in touch with the everyday problems of the people. The Russian opposition has no one monolithic leader. It is fractured and splintered, with gloriously imperfect factions and internal divisions. Each individual has flaws and is marked by their experience with the community they live in. And that is partly the glory of the system.

    Alexei Navalny, for example, chose to go back to Russia, to be amongst his community, risking arrest and further persecution after he was taken to Berlin after being poisoned. He did so because he did not believe in leading from afar; Alexei wanted to be in amongst the community and with his people. He presented himself as one of us, not one of them.

    Leadership should not be detached from the everyday concerns, but rather root itself in its team. After his death, Alexei’s wife Yulia Navalnaya queued for six hours to vote in the Russian embassy in Berlin. She was in amongst the crowd and did not ask for special treatment. She was seen, felt, and heard by the Russian community.

    Leadership at all levels – whether it be in national institutions, regional organisations, or local businesses – should be easily accessible, and inclusive. It should not feel elusive and far away, but here, now, and real. It should concern itself with the cost of carrots.

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    Breathing Space

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    A day of meeting, discussion and sharing of practice convened by the Centre for Democracy and Peace Building and Irish Museum of Modern Art.

    Building upon IMMA’s new exhibition Take a Breath as a foundation, alongside focusing on aspects of IMMA’s Collections and Archives, the event will feature presentations and workshops exploring the theme of ‘breathing space.’ This gathering is intended to create space for dialogue and the sharing of practice and ideas. Namely, it is a coming together of key figures interested in exploring a conversation about our shared island with international representation.

    This event is convened by the Centre for Democracy and Peace and the Irish Museum of Modern Art with support from the Shared Island Civic Society Fund.

    More information including agenda to follow. Refreshments included.

    Date and time
    Friday, June 28 · 10:30am – 5pm GMT+1

    Location
    Irish Museum of Modern Art
    Military Road D08 FW31 Dublin 8 Ireland

    About this event
    6 hours 30 minutes

    Register here: www.eventbrite.co.uk/e/breathing-space-tickets-920079451407

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    Fellowship 2023/24 Graduation

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    On Thursday 14th April, we were honoured to join our 2023/24 Fellows at Hillsborough Castle for their graduation ceremony.

    On Thursday 14th April, we were honoured to join our 2023/24 Fellows at Hillsborough Castle for their graduation ceremony.

    It was an evening of celebration, as we looked back on the Fellows’ meaningful and insightful contributions over the last year. It was heartwarming to see so many close relationships and connections made throughout the Fellowship which will continue to thrive in the future.

    The CDPB team would like to personally congratulate all of the Fellows. We are humbled and inspired by your commitment to making change and we cannot wait to see the impact you will continue to make for all in Northern Ireland.

     

    Cultural Diplomacy and the Art of Soft Power seminar proudly hosted by CDPB

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    As part of Imagine! Belfast, CDPB proudly hosted the seminar Cultural Diplomacy and the Art of Soft Power on March 21st at Black Box theatre in the heart of Belfast’s Cathedral Quarter.

    We were thrilled to be joined by keynote speaker Evgeniya Ravtsova, International Programmes Manager at Victoria and Albert Museum, whose speech on the museum’s unique history and role in cultural diplomacy and exchange, as well as the art of soft power, was riveting.
    Our panel discussion was equally insightful, covering topics such as: future opportunities for cultural diplomacy; the influence of narratives of identity in cultural diplomacy; and, Ireland and Northern Ireland’s cultural diplomacy initiatives.

    Thanks are owed to our brilliant panellists: Sheena Barrett, Head of Research and Learning at the Irish Museum of Modern Art; Dr. Kim-Marie Spence, Lecturer in Arts Management and Cultural Policy at Queen’s University Belfast; and Richard Williams, Chief Executive of Northern Ireland Screen.

    We would also like to thank Black Box and Imagine! Belfast for their help in hosting and facilitating such a successful event.

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    John Smith Trust Belarusian Fellows visit London

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    In March, the CDPB team were honoured to work with the John Smith Trust’s Belarusian Fellows, facilitating a residential trip to London.

    The John Smith Trust offers individuals from Eastern Europe, the Caucasus, and Central Asia working in sustainability, governance, and diversity, a fellowship programme which includes giving Fellows valuable insight into the workings of UK institutions, leadership development, and a residential trip to London.

    The Belarusian Fellows travelled to London in March for a jam-packed schedule of events, which CDPB helped to facilitate.
    The week included a meeting with the Secretary of State for Foreign, Commonwealth, and Development Affairs, Lord Cameron; a meeting with CDPB Fellowship alumnus Conleth Burns who gave an overview of his work at More in Common and research into UK policy concerns; a visit to the Guildhall, meeting with Alderman Professor Emma Edhem; a trip to Oxford to meet for a session on Systems Thinking with Professor Harvey Maylor from Säid Business School; and a day in Parliament featuring a trip to PMQs and a open conversation hosted by CDPB Emeritus Chairman, Lord Alderdice.

    Thank you to all involved in the fabulous and constructive week, as well as the wider fellowship programme, and good luck to the Fellows in their future endeavours.

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