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Summit of the Future? Or Rehash from the Past-You Decide

Summit of the Future?

Or Rehash from the Past-You Decide

As diplomats converge in New York for the UN’s Summit of the Future, touted as a transformative moment for global governance, one can’t help but wonder: Is this summit truly the groundbreaking event it claims to be, or just another exercise in bureaucratic self-preservation? With the world facing numerous conflicts—from the ongoing strife in Gaza and Sudan to the turmoil in Ukraine and Myanmar—the summit’s agenda certainly appears urgent. Yet, despite the lofty goals of the summit and its promise to rethink how we address global challenges, there’s a lingering question: Will this event genuinely pave the way for new solutions, or will it merely recycle old ideas under the guise of innovation?

The summit’s focal point, the New Agenda for Peace (NAFP), supposedly aims to revamp the UN’s approach to peace and security. But upon closer inspection, it’s hard not to see this as another instance of bureaucratic repetition. While the NAFP touts bold proposals like eliminating nuclear weapons and reforming UN peacekeeping efforts, these ambitions have echoed through UN corridors for decades without substantial progress. How can we expect different results this time around?

Critics argue that the NAFP, far from being a revolutionary document, is little more than a collection of recycled concepts lacking any real roadmap for implementation. The emphasis on state-led solutions seems particularly misguided given the diverse and complex nature of today’s conflicts. One must ask: Why continue to lean on a system that has repeatedly shown limitations, especially when dealing with conflicts rooted in local grievances and power struggles?

Marina Kumskova, a senior adviser at the Global Partnership for the Prevention of Armed Conflict, sums up the skepticism well: “It was more an attempt from the UN to try to make themselves relevant.” Her words reflect a broader disillusionment among peacebuilders and experts who see the NAFP as an effort by the UN to maintain its waning influence, rather than a genuine attempt to address the root causes of global instability. This skepticism is shared by many who feel that the agenda, like so many before it, fails to incorporate the needs and voices of local communities and civil society.

This lack of innovation and inclusive thinking isn’t just an abstract critique. It has real-world consequences, as noted by Eugene Chen of New York University’s Center on International Cooperation. Chen points out that the NAFP lacks coherence because it was cobbled together by various UN agencies rather than being crafted with a unified vision. When even those involved in the process describe it as a “patchwork,” one has to question the efficacy of such an approach in tackling complex global conflicts.

The disillusionment extends beyond policy experts to those directly involved in conflict zones. Kaltumi Abdulazeez, a peacebuilding activist in Nigeria, dismisses the NAFP as “just another report” that fails to impact the lives of those it purports to help. Her frustration is palpable and shared by many in the Global South who view such initiatives as disconnected from their realities. How can a document formulated in air-conditioned offices in New York truly grasp the nuanced, on-the-ground realities of conflict in places like Nigeria or Myanmar?

Even those who see some merit in the NAFP, like Fred Carver of Strategy for Humanity, admit its limitations. While Carver acknowledges the agenda as a “clever framing” of the UN’s role, he concedes that its direct impact on alleviating conflicts is likely to be minimal. So, what are we left with? A document that might fine-tune existing frameworks but lacks the bold vision needed to tackle the growing crises around the world.

The insistence on national sovereignty as a cornerstone of the NAFP further complicates its potential effectiveness. In contexts where the state itself is a primary actor in conflict, such as Myanmar or Sudan, prioritizing state-led solutions can seem not only ineffective but actively harmful. As Kim Jolliffe, an expert on Myanmar, points out, emphasizing national ownership in such situations is “ridiculous” and disconnected from the realities on the ground, where state actors are often part of the problem rather than the solution.

Jolliffe’s critique cuts to the heart of the matter: How can an agenda that reinforces state control be expected to foster peace in regions where the state is engaged in oppressive or violent actions against its people? This question is not just theoretical but reflects a fundamental flaw in the NAFP’s approach, one that could render it ineffective or even counterproductive in many of the world’s most volatile regions.

For those on the front lines of conflict, the NAFP’s bureaucratic language and top-down approach feel far removed from the urgent needs of local communities. Voices from conflict zones like Syria and Nigeria express a common sentiment: these grandiose plans often translate into little tangible support or change on the ground. “Who cares about local organizations?” asks Abdulazeez, highlighting the disconnect between international policy and local realities.

Even in contexts where the UN could play a positive role, such as early intervention in conflicts, the NAFP falls short. Sarah-Derval Ephosi Lifanda of Hope of Africa suggests that if the agenda’s recommendations had been applied earlier in Cameroon, where tensions between English-speaking separatists and the francophone state escalated into conflict, much suffering could have been avoided. Yet, even Lifanda’s cautious optimism is tempered by the recognition that effective implementation remains an elusive goal.

The core issue, as echoed by many critics, is that the NAFP and similar initiatives seem more focused on maintaining the status quo than on embracing the transformative change they profess to seek. The language of the agenda, filled with vague references to “state sovereignty” and “national ownership,” often seems more about placating member states than addressing the real drivers of conflict. And as long as the UN remains tethered to such diplomatic niceties, it’s difficult to see how it can genuinely address the complex, deeply entrenched issues facing today’s world.

So, as diplomats gather to discuss these lofty ideals, one can’t help but ask: Is this summit truly a step forward, or just another exercise in political theater? Will it result in tangible changes that improve lives and reduce suffering, or will it become yet another chapter in the long history of well-intentioned but ultimately ineffective UN efforts? As the world watches and waits, the onus is on the UN to prove that this is more than just rhetoric—that the Summit of the Future will indeed be a turning point, not just a footnote.

David James Dunworth
David James Dunworthhttps://influence-magazine.today
David J Dunworth 1749 S Highland Avenue Unit C2  Clearwater Florida 33756 davidjdunworth@gmail.com    312.590.2142    david@synervisionleadership.org BIOGRAPHY David is the Founder and Chief Experiences Officer of Marketing Mastery VIP Club (formerly Marketing Partners), a Direct Response Marketing Advisory Services firm with 33 years experiencee in serving entrepreneurs, dental and medical professionals, nonprofit organizations, and NGOs. In February 2020, at the onset of COVID-19D 19 pandemic, he was bedridden for ten weeks. As a result, Dunworth gave up his lucrative marketing agency and dedicated his life as a pro bono servant leader for NGOs, Foundations, nonprofits and ministries. His leadership and dedication to serving others above himself are reflected in his service to nonprofits like TAG4Change Uganda, SynerVision Leadership Foundation’s Board Chair, Board member of Peaces of Me Foundation, Equp Our Kida, Kings Counsel & Trust Family Office Ministry, and others. INTERNATIONAL SPEAKER AND AUTHOR Having lived and worked in more than seven countries, achieving international acclaim and prestige did not take much more than daily devotion to his expertise. An internationally known Best-Selling Author of 6 books, having shared the international stage with industry experts Berny Dohrmann, Dan Kennedy, Bert Oliva, Gerry Foster, Les Brown, and many others. PROFESSIONAL EXPERIENCE Dunworth’s most impressive post-military position was as COO/General Manager of a mamouth private club owned by Ford Motor Company. Under supervision by the Chairman of the Board of Ford Land (the real estate arm of FMC), Dunworth managed to completely reverse the 15-year annual loss in excess of $1.5 Million to a net profit of $1.2 Million in less than four years, accomplishing this through comprehensive marketing and advertising of its public banquet and conference facility, and growing the membership from 3100 families to 3700 families within that time frame. Dunworth served two masters, so to speak. Fairlane Club and Manor was the largest property managed by ClubCorp. They held 250 clubs worldwide. By meeting with the Chairman of the Board of Ford Land, Wayne Doran, monthly, Dunworth produced the highest revenues in the company, solidified the failing relationship between ClubCorp and Ford, and was generously compensated for his bulldog tenacity and unfailing “never give up” philosophy. EDUCATION David’s formal education is a gathering of mixed blessings. He attended Wilson College, Madonna University, and King’s College London and has taken a myriad of online courses and certification training. He is a Certified Magnetic Marketing Advisor, Certified Club Manager, Licensed Mortgage Broker, Accredited Associate of the Institute of International Business, and Life Member of the Oxford Club.  His 10,000 hours plus in Life’s University is perhaps his greatest source of experience and wisdom that no brick and mortar could ever provide. The bulk of his REAL education came through the trenches, advising and coaching in more than 40 industries and business sectors as either a consultant, marketing advisor, HR professional, or strategic planning mentor. INTERESTS and PERSONAL David Dunworth enjoys scuba diving, studying fine wines, is an amateur Chef, and is a voracious reader. The grandfather of 4 delightful little people and father of two extremely bright children that live in Ohio and Virginia. When not reading, cooking, or rescuing a glass of fine Cabernet Sauvignon from evaporation, David is writing topics ranging from Christian Studies and Bible Understanding to Business Leadership and Marketing. Dunworth is a proud member of the C-Suite Network Thought Council. If known by the company one keeps, David J Dunworth’s connections, friends, and influence place him at the pinnacle of subject matter experts in several fields.
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