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AGENDA
• Who’s in the room?
• Peacebuilding 3.0
• Theories of Change
• Considerations for Program Design
What is Peacebuilding for you?
NEGATIVE PEACE: absence of violence and absence of the fear of violence
POSITIVE PEACE: attitudes, institutions and structures which when strengthened lead to a more peaceful society
Evolution of Peacebuilding
Peacebuilding 1.0
Rooted in peace studies, nuclear disarmament, alternative dispute resolution, mediation, and conflict resolution. Post-Cold War and throughout the 1990s, in response to the fall of the Berlin Wall and the conflicts in Rwanda and Bosnia. Both process (such as mediation and negotiation) and structure (building resilient institutions).
Peacebuilding 2.0
Changed by the terrorist attack on 9/11 and the wars in Afghanistan and Iraq. Including sectors such as development, democracy, food security, health, and genocide prevention. Lack cohesion to operate most effectively in fragile, chaotic zones of conflict around the world.
Peacebuilding 3.0
Age of Partnerships?How do we communicate, and learn across the current disparate sectors?Operate beyond the sum of our individual parts. Emphasis on a new, dynamic systems approach to peacebuilding, incorporating complexity theory.
Theories of ChangeA theory of change explains why we think certain actions will produce desired change in a given context.
If we do X (action), then we will produce Y (change/shift towards peace, justice, security)
We believe that by doing X (action) successfully, we will produce Y (movement towards a desired goal)’
An on-going process of reflection to explore change and how it happens – and what that means for the part we play.
Serves as a compass for helping us find our way through the fog of complex systems, discovering a path as we go along.
Theories of Change – Why?
• Opening up a conversation with partners and funders about more realistic programs and aims, allowing both to challenge unrealistic expectations and over-claiming
• Making explicit a lot of the implicit/tactic knowledge and analysis
• Motivation: ‘reminding everyone why they are doing this’
• More quickly identifying things that aren’t working, so we can stop doing them (and spend our efforts on something else)
One Project – Several TOCs
Example: a project involving the construction of water well in a village in Burundi could be linked to the following theories of change:
• By providing access to a closer water source, we will improve safety (less danger of assault or rape, as is the case in many refugee camps) and health (improved sanitation, no contamination in drinking water, ability to cook with water).
• If there is closer access to water, then children can attend schoolinstead of having to travel for hours to provide water for the family.
• If we teach locals how to build water wells, then they can repeat the process in neighboring villages, thus spreading access to water throughout the region.
Peacebuilding Theories of Change
• Inside-Out Peacebuilding
• Attitude Toward Peace
• Healthy Relationships
• Peace Process
• Functioning Institutions
• Reform the Elite
• Coming to Terms with the Past
Interconnections between approaches
More people Key people
Individual/PersonalLevel
Socio-PoliticalLevel
Considerations in Program Design
Where do I start? What is my niche? What talents, relationships assets do I bring (and my organization?)
One size does not fit all (need careful context analysis) Who is already doing what? (need to map other projects and
actors) Who are your partners and allies? (can we build on existing
efforts?) What is a realistic time frame? What will this really cost?
Effects
Main Problem
Causes
Defining the Problem: Analysis!
1. Who is the target groups, beneficiaries and other stakeholders?
2. What are the problem (causes, effects) and needs
3. What are the possible solutions
4. What are the possible strategies and which one will we choose?
What are we going to do?TALK, LISTEN, AND ASK DIFFICULT QUESTIONS OF THE STAKEHOLDERS, PARTICULARLY WOMEN AND YOUTH.
CONVENE PEOPLE TO ENVISION A COLLABORATIVE FUTURE.
CONSIDER THE COUNTER-INTUITIVE
MAKE BRAINSTORMING A DISCIPLINE
PRACTICE OPPORTUNISM. (Find leverage points and synergies!)
RELEASE THE ARTIST IN PEOPLE
Don’t Forget!
System Push Back? What are the systems of power, privilege or simply bureaucratic inertia that will impede significant progress—and that should cause us to reconsider our theories of change and programmatic approaches?
Complementarities, Divergences or Duplication Programs/projects should not be viewed in isolation. Are there other efforts running in parallel or in support of initiatives at different levels? Does our proposed action undermine another effort? Has our proposed effort been tried before—and, if so, with what results? Do the theories of change of the diverse efforts in the same domain/sector complement or contradict each other? What about the effects of initiatives in other sectors?
Do No Harm/Conflict SensitivityFlaws in the theory of change can endanger people. This is partly related to system push back as discussed above, but also simply due to backfiring or rebound effects. In other words, we can cause harm by miscalculating how change happens or misjudging the effects of a range of programmatic activities, such as whom we hire; and choices regarding project location, activities, participants/ beneficiaries, contractors/suppliers…
“The only difference between a stumbling block and a stepping stone is the way we use them.” - Adriana Doyle
1. What does success look like? How much change is enough?
2. What is to be measured – what is going to change?
3. Unit of measurement to be used to describe the change4. Pre-program status/state, also known as the baseline (where
possible)
5. Size, magnitude, or dimension of the intended change
6. Quality or standard of the change to be achieved
7. Target population(s)
Basic Components of Indicators
Sample Indicators
OBJECTIVE INDICATOR
Increase inter-community collaborationon public policy issues that address common interests.
Expand from twice/year to six times/year the number of public policy debatesor forums where all three communitiescontribute interest-based solutions on natural resource management disputes by the end of 2009.
Increase trust between the twocommunities.
50% of men, women, and children fromeach side increase their mobility withinthe areas controlled by the other side byat least one square kilometer per year.
Measurable • Reliable • Feasible • Utility in Decision-Making
Mapping The Boundaries of an Expanding Field (2012 Alliance for Peacebuilding)
http://www.allianceforpeacebuilding.org/site/wp-content/uploads/2013/08/AfP-Mapping-Report_online_FINAL.pdf
DFID on Theories of Change http://www.cdacollaborative.org/publications/reflecting-on-peace-practice/rpp-guidance-materials/practical-approaches-to-theories-of-change-in-conflict,-security-and-justice-programmes-part-i/
USAID CMM’s Theories of Change http://pdf.usaid.gov/pdf_docs/PNADS460.pdf
OECD DAC’s work on Theories of Change http://www.oecd.org/dac/evaluation/dcdndep/39774573.pdf
SFCG’s Module on Theories of Change http://dmeforpeace.org/sites/default/files/3.7%20Theory%20of%20Change.pdf
Church & Rogers Designing for Results http://www.sfcg.org/Documents/manualpart1.pdf
OECD Monitoring and Evaluation http://www.oecd.org/dataoecd/29/21/2754804.pdf
Conflict Analysis: http://www.gsdrc.org/index.cfm?objectid=3133E975-14C2-620A-277DFFB9CA069184
http:9bb63f6dda0f744fa4449471a7fca5768cc513a2e3c4a260910b.r43.cf3.rackcdn.com/files/8513/8008/4706/Bridging-the-participation-gap.pdf
Systems thinking https://www.leveragenetworks.com/learn/systems-thinking
ADDITIONAL RESOURCES
Julia Roig, President
Partners for Democratic Change
202-942-2166 ext. 101
1779 Massachusetts Ave., NW Suite 515, Washington, DC 20036
THANK YOU!