Strategies for Sustaining Our Work as Peacemakers
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Julia Roig leads a breakout session at the 2015 Rotary Peace Symposium in Sao Paulo, Brazil.
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Strategies for Sustaining Our Work as Peacemakers
- 1. Strategies for Sustaining Our Work Rotary Peace Symposium June 5, 2015
- 2. AGENDA • Who’s in the room? • Collaborative Leadership • Authentic Partnerships • Investment Models for Peacebuilding - Working with Businesses - Social Entrepreneurship
- 4. What does “Leadership” mean to you?
- 5. “When the best leader’s work is done the people say, ‘We did it ourselves.’” -- Lao-Tzu • Put your mission first, not your organization: forsake control over program implementation, funding and recognition Egyptian proverb: “The basket that has two handles should be carried by two people.” • Trust. Not control. Perhaps you feel you need to exert control to ensure quality? You can’t manage for every contingency. • Spend time to build up relationships, ensure shared values • More with less! Often don’t need more resources, but rather a better use of existing resources Collaborative Leadership
- 6. Collaborative LeadershipAttitudes •Hope that change is possible •Willingness to challenge entrenched, institutional power •Confidence not deterred by criticism or fear of not being liked •Respect for other points of view •Transparency – being open and honest when dealing with issues •Commitment, patience, stamina to engage in a long struggle Skills •Work with diverse people and positions •Listen to constituents, allies and opponents •Maintain a vision and stay grounded •Identify key actors and interested parties •Negotiate •Be Flexible •Organizational Skills •Cite technical and legal information •Communicate effectively •Build a team •Fundraise or manage financial information and budgets Knowledge •Understand politics and policy systems •Insights into power relationships •Be able to identify who are the actors involved and what are their positions
- 7. Building the constituency for change: Leaders are called upon to raise awareness, educate, organize and mobilize those affected by the issues, or interested in it, to get involved and take action. Cooperation strategies: Leaders must build collaboration between community groups, government institutions, courts and/or business sectors to disseminate information, gather meaningful input and help facilitate transparent and fair decision-making. Leadership for Change Management
- 8. Education strategies: Leaders are building political awareness and raising critical consciousness; they may need to help other groups express themselves, provide information or collaborate in gathering data, analysis, and developing alternatives on policies. Persuasion strategies: Leaders will have to use information, analysis and citizen mobilization to press for change. This may involve lobbying key leaders and using the media to influence public opinion. Strong communication and negotiation skills and command of technical and legal issues are important. Leadership for Change Management
- 9. • Behaviors – What behaviors of mine do I notice often? What behaviors was I most proud of today? Why? What behavior caused me embarrassment? Why? • Emotions – What emotional state was most prevalent today? Was I bored today? When? Why? Frustrated? Did I feel angry today? When and why? Do I often feel anxious? • Thoughts – What recurring thoughts did I observe? What stories did I tell myself? What are their origins? • Ideas/Concepts – What conclusions have I made about people today? Why do I believe people come late to meetings? Why do I think there is conflict around this issue? • Judgments/Hot Buttons – What bothered me today? What assumptions do I make about certain groups? Reflective Practice
- 10. • Local/Global/Together • ‘Authentic partnerships’ are trust-based, mutually enabling, equitable relationships between organizations (Alan F. Fowler, 1998) • Peace programs are not a one-off project; they should be a commitment to a long-term partnership Authentic Partnerships
- 11. Successful Local Peacebuilding Organization Authentic Partnerships Market- Based Strategies Moral & Technical Support Building Sustainable Capacity Culture of Change & Conflict Org’ Effectiveness Components of an Investment Model
- 12. Business for Peace • Businesses think in terms of sustainability, stability and openness for a well-functioning business environment. “Peace” may seem too political or risky? • The role of business in society is intricately linked with concerns over transparency, equality and inclusion — all drivers of conflict and key considerations in peacebuilding. • Local and international business leaders will always play an important role in helping to shape attitudes and institutions, and therefore they have a unique opportunity to make a proactive impact on Positive Peace.
- 13. Making the case for why it is important for business to get involved: Opportunity to engage with other stakeholders and within their sector for collaborative planning and greater impact Jointly clarify how to engage and for what goals Obtain support to comply with international standards and requirements in their operations Connect to organizations/consulting companies for support functions(conflict analysis, HRIA, dialogue, community engagement) Improve reputation/visibility/market shares in the local market Enhance investors attractiveness Social license to operate Long-term Improved Bottom Line Vested interest in stability/Peace Business for Peace
- 14. Seed Capital Product Development Bringing Products to Market Where can the initial investment come from? - Impact Investors - Social Impact Bonds - Public-Private Partnerships - Crowd Funding - Traditional Philanthropy - Community Foundations How can Peacebuilder think about their products? - Services (consulting?) - Physical commodities - Technology What is the value proposition of these services and products? Who are the clients/customers? - Multi-national businesses - Local SMEs - General Public - Government agencies - Foundations/donors - INGOs - Other local CSOs METRICS OF SUCCESS? RESULTS - IMPACT ACHIEVED? WAS THERE PROFIT? Social Entrepreneurship
- 16. Julia Roig, President Partners for Democratic Change jroig@partnersglobal.org 202-942-2166 ext. 101 1779 Massachusetts Ave., NW Suite 515, Washington, DC 20036 THANK YOU!
Notes de l'éditeur
- Fowler argues that for international development NGOs to forge real partnerships, they must rethink their roles from being intermediaries in a funding chain to facilitators of international cooperation between diverse groups that comprise civil society. Trust-based vs funding based Mutually enabling vs assumption of one-way benefits, dependence Equitable vs inequitable and unbalanced (e.g., top-down decision making, directed from afar, dependence) Alan F. Fowler, “Authentic NGDO Partnerships in the New Policy Agenda for International Aid: Dead End or Light Ahead?” Development and Change 29, no 1 (1998): 137-159. [forgot citation in Abbreviated Report]
- Slide 3: The Ingredients for Building Successful Local Organizations Building authentic partnerships between international and local organizations Market-based strategies for long-term sustainability of CSOs International networks providing moral and technical support; and The development of shared core capacities and shared technical areas of expertise around building sustainable capacity to advance civil society and a culture of change and conflict management worldwide using the tools of cooperative advocacy, coalition-building, constituent engagement, and collaborative leadership as key approaches to strengthen CSO effectiveness).