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Planning & Designing Peacebuilding

Chapter 12 in "Conflict Assesment & Peacebuilding Planning"
by

Lisa Schirch

on 21 May 2014

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Transcript of Planning & Designing Peacebuilding

Logical Framework Analysis (LFA)
Output Summary from Conflict Assessment
Planning & Designing
Peacebuilding Efforts

WHERE
Are you best able to work at micro or macro levels? Or could you coordinate between micro and macro levels?

What forms of violence are you able to address?

What key assets in the context hold potential for peacebuildning?

What are the 2-4 most significant connectors and dividers that you could affect given your capacity?
WHY
What could you do to help identify the underlying interests and needs as well as the BATNA (best alternative to a negotiated agreement), or improve the negotiation skill level and the existing or potential forums for communication of key stakeholders?

What could you do to address the trauma that is impeding problem solving approaches of key stakeholders?

What could you do to create or support incentives that might work to shift motivations?
WHO
Which of the stakeholders driving or mitigating conflict are you most able to reach given your networks?

What identities are cross-cutting across the lines of conflict and who could you help create a space that would emphasize these cross-cutting identities?

What types of peacebuilding actors and roles and are most needed?
WHAT
What is the best match of your resources and capacities to the types of peacebuilding efforts needed?

What are the 6-8 driving or mitigating factors that you might be most able to influence?

How might you communicate or coordinate with other peacebuilding initiatives?
HOW
What influence might you have to increase power for disempowered groups or to better enable negotiation or peacebuilding efforts?

How can you address the power relationships between stakeholders in different identity group to enable more diverse, inclusive, participatory and egalitarian approaches?

What would gender-sensitive peacebuilding look like in this context?
What are the key points on a timeline where different groups in conflict have shared positive memories or conflicting versions of history? What opportunities are there to discuss, dialogue or memorialize, or apologize for these histories?

What stages of conflict are you most able to address?

How can your peacebuilding effort maximize windows of opportunity and/or minimize threats posed by windows of vulnerability given a range of possible forecasts and future scenarios?
WHEN
Whole of Society

Links short-term and long-term

Multi-Sector

Based on research

Local ownership and leadership

Participatory

Transparent

Equity

Accountable

Do no harm

Support human security
Strategic Design Principles
Key Question of
Conflict-Sensitive
Peacebuilding Design

How will this peacebuilding effort exhibit caution in every step - from choosing office location to buying supplies - so that it does not inadvertantly increase tensions or reaffirm existing power structures and divisions between groups?
How will local people perceive the geographic location of the project?

How will local people perceive the sources of local goods and services or vendors?

Who will benefit from the peacebuilding effort? Who may feel left out?

Who will staff the peacebuilding effort and how will local people perceive them? What will happen in the event of violence?

What are potential negative impacts of the peacebuilding effort? What are possible scenarios where things go wrong?
Moving from Micro to Macro Change
Replication of programs across geographic and demographic lines

Media programs to scale up messaging

Linking vertical and horizontal programs

Connecting personal and structural programs

Integrated, multi-sector programs

Sequencing programs

Leveraging system dynamics
SMART Goals
Specific
Measurable
Attainable
Relevant
Time-bound
To influence public opinion in support of a national peace process including all sides of the conflict by a measure of 25% in public opinion polls.

The project will include 10 public events (5 public forums with 3 panelists and 5 music events with pamphlets of information) and radio announcements that play on every radio station 3 times a day for 4 times a week for 16 weeks.
To increase public opinion in support of a peace process by a measure of 25% in a public opinion poll.
The project will be carried out with a sufficient budget and a coalition of media outlets and civil society organizations working in partnership with the government.
A majority of public opinion currently opposes a peace process. A conflict assessment suggests lack of information about the interests of the key groups and options for solutions is key to the lack of public support.

The theory of change that public education will increase public support for the peace process seems to be relevant.
The project will begin with a public opinion survey. Public education events and media shows will take place over 4 months. The project will end with a public opinion survey.

The entire project timeline is time-bound.
SPECIFIC
MEASURABLE
ATTAINABLE
RELEVANT
TIMEBOUND
Case study of a program that was
-replicated across geography
-linked vertical and horizontal
-connected personal and structural change
-Integrated multi-sector approach
-Sequenced programs
-Leveraged system dynamics

(see separate Prezi for this presentation)
National Solidarity Project - Afghanistan
Programming
Review & Redesign
Assessment
Designing Concept
Financing
Evaluation
Where
Who
Why
What
How
When
Implementation
Developing a budget
Finding funding
LFA is a formal procedure,
a conceptual framework,
a planning mechanism as well as
an M&E framework.

It helps to distil essential information to ensure that programmes are being implemented efficiently and that the results can be measured against targets.

If used flexibly, it has the capacity to facilitate discussions to identify obstacles to change.

Logical Frame (LogFrame) Analysis (LFA)

Risk Management
Risk is necessary
Risk of inaction may be worse.
Identifying risks is not enough.
Risk management requires prioritizing and addressing mitigation strategies
Assigning roles and responsibilities through a matrix
Contingency Planning
What might happen?
What are we going to do about it?
What can we do ahead of time to prepare?

Planners should:
Anticipated crises of a known scale and scope
Unexpected events

Exit Strategy
The most effective exit is selected responding to the latest changes in context

Managing the expectations of project staff and beneficiaries.
Full transcript