FROM INTERNAL GOVERNANCE TO ACTION - Scaling democratic innovation through internal governance
04/Session
Ramadan Klisurica
Governance and decentralization expert with nearly eighteen years of experience, having contributed to major reforms with USAID, the Council of Europe, and Helvetas. He is an Ad Hoc Expert for the URBACT Programme and a Demo.Reset mentor, supporting civil society organizations in strengthening deliberative democracy models through methodological design, sustainability planning, and process monitoring. As Deputy Chief of Party for the USAID Property Governance Activity in Kosovo, he led land and property governance and municipal service delivery interventions, with expertise in legislative drafting, regulatory reform, and citizen-participation governance frameworks. He is a Ph.D. candidate in International Relations at Cyprus International University.
How can internal governance enable adaptations that scale the impact and sustainability of a deliberative model?
This session explores what has to happen inside an organization before it can act outside it: assessing human, operational, and network capacity; reading the political terrain to choose between collaborating, confronting, or disrupting; turning a single campaign into a self-sustaining civic wave; and using monitoring and evaluation as a live course-correction tool rather than a final report card.
FROM INTERNAL GOVERNANCE TO ACTION - Scaling democratic innovation through internal governance
Fourth and final open session of the Demo.Reset Mentorship Program, led by Ramadan Klisurica. After testing ideas and building alliances, this session turns the lens inward to hardwire sustainability. It sharpens the internal architecture of deliberative democracy models so adaptation can scale with coherence. It aligns leadership, governance, and resource strategy around long-term viability. Because sustainable impact is not improvised… it is structurally secured.
Identify which internal governance capacities allow a deliberative model to endure, adapt, and keep generating impact over time, and translate that diagnosis into a concrete internal action plan.
- 13:35 – The Kamikaze and Mic Sokoli metaphor: two ways of sacrificing for a cause
- 8:43 – Key statistics on why deliberative processes disappear
- 17:44 – Internal framework: leadership, shared values, and stakeholder identification
- 26:50 – Human capital, operational flexibility and network capital
- 42:01 – Operational flexibility in practice
- 46:10 – Identifying and prioritizing the right stakeholders
- 48:17 – Strategic approaches: collaborative, confrontational, and disruptive/protest
- 83:39 – Stakeholder and systemic-friction mapping
- 92:54 – Building self-sustaining civic waves
- 99:08 – Monitoring and evaluation as a continuous three-stage process
- 103:07 – What to do when you're off track?