The Global Partnership for the Prevention of Armed Conflict (GPPAC) is a global member-led network of civil society organisations working on conflict prevention and peace-building.
Their mission is to promote a shift in how armed conflict is dealt with: from reaction to prevention. They do this through multi-actor collaboration and local ownership of strategies for peace and security.
Together, they aim to achieve greater national, regional and global synergy in the field of conflict prevention and peace-building, and to strengthen the role of their local members in the regions affected by conflict.
The core role of the Global Secretariat of the GPPAC network is to support their member organisations and facilitate their individual and collective work towards preventing violent conflict and building peace.
Ideally, a network is not the sum of its parts but the product of the parts' interaction.
GPPACs success is in part determined by somewhat intangible matters such as interpersonal relationships, synergies, and space for innovation.
They were looking for a way to measure these intangibles in the fifteen regional networks that make up GPPAC, in their governance bodies, and at their global secretariat, to find out where and how they could improve.
Our primary job was to design a survey to investigate these intangibles, using concepts and language that could be understood across the different cultures and communities that make up their network; and to help them analyse the results.
One of GPPAC's core strengths is the wealth and diversity of knowledge among its members: Between them, they have hundreds, maybe thousands of years of experience in peace-building, especially at the community level.
GPPACs members have valuable lessons to share with each other, but also policymakers, governments, intergovernmental organisations and any other actors working in the areas of peace and conflict.
The research we did helped GPPAC see that while the relationships and trust between their members were strong, an area for improvement was the space for innovation:
People sometimes felt that new ideas were ignored, simply because they'd always done things a certain way.
The results led GPPAC to change certain processes, such as their strategic planning process, in which they involve as many as possible of their member organisations, to explicitly create space for new ideas and for those whose voices were not always heard.
Numerous discussions about their work and how to make the GPPAC network more engaging
Design of a survey appropriate to their network
Analysis, interpretation and discussion of the survey results
In cooperation with the Institute for Strategic Clarity (ISC), a boutique consultancy firm with expertise in strategic systems mapping.