Implementing
“Positive Peace”
Companies Contributing to Peacebuilding
Implementation Proposal:
Draft v3, 29th March 2017
Contents
1. Summary of the “Positive Peace” offer
2. Phases of implementation & explanation of their scope
3. Implementation Plan & Resources
Important Note:
The Positive Peace feasibility report establishes evidence and rationale and for the
proposed scheme. This implementation report solely focuses on providing a synthesis of
the offer to put into context implementation phasing and necessary resources and
timelines to do so.
The Offer
There is unmet need & demand to incentivise and inform company contributions to
peacebuilding. International Alert’s “Positive Peace” scheme provides 3 channels to do so.
“Industry Hubs” facilitate
peer to peer networking of
companies, industry bodies
and government to share
experiences and develop
learning and best practise.
High demand expressed for
industry and thematic (e.g.
water issues) specific
groupings to ensure
relevance of networks.
Financed through membership
contributions and event fees.
Industry
Hubs
Tailored
company
services
Independent M&E
to prove and
improve impact
“Technical services” allow
companies to access specialist
expertise to support the
design and delivery of
company action plans. Linked
to optional use of the
“Positive Peace” brand to aid
company communication
needs where these initiatives
are successfully benchmarked
against Positive Peace best
practise guidelines.
Financed through fee for service and
enhanced membership fee for brand use.
Independent monitoring, evaluation and learning to collate and maintain a repository of up to date
information on approaches, their success and lessons. This pool of information to be utilised by industry hubs
and in tailored services to incentivise and inform company investments.
Financed through MEL fee for service & enhanced membership fee for brand use.
Testing the Offer
1. International Alert is seeking grant funding to set-up, pilot and roll out the offer over an
anticipated 3-year period at a total cost of xxx.
2. Grant funding at this stage is critical to prove and improve the offer so that it can be fully/
mostly self-sustaining with private sector contributions beyond this period.
3. If successful, International Alert will be able to provide a multi-stakeholder platform that
will incentivise and provide companies access to best-practice information and expertise
to effectively align their operations with contributions to peace building.
4. The catalytic investment sought by government and foundation grants will help
International Alert to significantly increase and better align private sector investment with
successful peace building outcomes.
Phases of Implementation
Set up
+/- 6 months
Piloting
+/- 18 months
Roll out
Transition +/- 12 months
Establish basic operational resources &
partner commitments to pilot in
Colombia.
Test, adapt and prove the model in
Colombia. Apply in other countries if
opportunistic to do so.
Transition from grant funded to fully
commercial model, scaling in Colombia
and expanding internationally.
• Consolidation of best-practice and
practical “how to manual”. Build
tailored service offering around this.
• Target engagement with 4-6 onground initiatives (new or adaptation
of existing) to test “how to”
guidelines, technical assistance
provision and MEL approach.
• Refine and embed operational infrastructure
needed to be commercially independent:
legal, governance, billing, management ,
comms, IT.
• Company outreach material and
preparation of staff. Secure
Colombian and int. business
stakeholders commitment to pilot.
• Brand development, use guidelines
and legal registration
• MEL framework, approach and
prepare staff/ partners to apply
• Core operating team: project
management, stakeholder
engagement
• Establish dedicated “Positive Peace”
micro-site to publically share and
communicate progress.
• Implement 2x Peace Hubs to test
and prove how these can provide
value and incentivise more and
better company engagement.
• Incorporate into at least 1 pilot the
use of the Positive Peace brand to
test use and response of targeted
market (businesses and/or public).
• Continuous evaluation and
assessment involving project
partners so that model can be
refined during the pilot phase.
• Sharing and building coalitions in other
regions to establish commitments to scale
work in Colombia and internationally.
• Trigger member and fee for service income
to transition from grant funding.
• Targets for roll-out to be set during piloting
phase (number of countries, participating
stakeholders, scope of issues, numbers of
interventions etc).
Set up Phase: Scope of Work
Work package
Scope
Notes
WP1: Practical
“how to
implement
manual” and
associated
technical services
• International Alert consolidation of best practise, practical examples of
implementation and evidence of value-add
• Review work of other organisations; share and develop collaboratively if
welcome to do so (e.g. Peacenexus)
• Structure best practise into a “how to” guideline manual
• Scope and align IA expertise with overall application and specific technical
demands; identify partners to fill capacity and capability gaps
• Primary source of information drawn from
International Alert 30-years experience;
secondary source from other organisations
wiling to share and collaborate
• Guidelines with suggested indicators, NOT
standards & compliance criteria
WP2:Company
outreach to
establish interest
and engagement
• Consolidate the rationale, approach and value of Positive Peace into a
presentation/ pamphlet with which to engage companies
• Internal staff training to ensure clarity of key messages and consistency of
approach to companies
• Approach companies involved in feasibility study to commit to pilots
• Good post-feasibility discussions with Artesanías
de Colombia, ANDI (?), Cámara de Comercio de
Bogotá and support from High Commissioners
Office for Post Conflict re. interest for piliotiing
WP3:Brand
development and
use guidelines
• Brand consultancy to develop brand/ message into set of materials for business
and consumer facing messages
• Internal IA decision on use of brand (product, B2C, B2B) and internal control
systems to manage this
• Legal registration of Intellectual Property Rights
• Brand use guidelines written into manual for use by companies
• Possible (but not critical) consumer testing by
brand consultants
• No proactive brand awareness raising by IA
• Light touch use regulation: dominant use of selfpolicing by companies to reduce scheme
overheads
WP4:MEL
framework and
approach
• Internal IA workshop on theory of change, targeted impact, associated
indicators and means of verification
• Incorporate this work into “how to manual”
• Audit of IA staff and external partner expertise who can implement and develop
MEL approach during pilots
• MEL underscores whole Positive Peace
approach: credibility of IA industry facilitation
and use of “Positive Peace” brand rests on
proving/ improving impact.
WP5:Core
operating team
• Contract project team to compliment IA internal staff capacity
• Establish ways of working for clear governance, management and reporting
WP6:“Positive
Peace” micro-site
• Design, develop and post Positive Peace microsite
• Periodic review and update of site design, structure and content.
• Micro site to promote and be accountable for
delivery: independent of IA business as usual to
promote partnership working
Pilot Phase: Scope of Work
Work package
Scope
Notes
WP7: Target engagement with 4-6
on-ground initiatives (new or
adaptation of existing) to test
“how to” guidelines, technical
assistance provision and MEL
approach.
• Long list of new/ potential initiatives with companies committed to
piloting; desk research and interviews to short list
• On-site visits and reviews to narrow short-list to targeted 4-6 pilots
(more if resources available)
• Adaptation of pilot approaches with stakeholders using Positive
Peace Guidelines: implementation plan for each pilot
• Monthly review of pilots (remote/ site visits as needed): catalogue
assessment and learning
• Minimum 4-6 pilots targeted covering
range of issues and scale to build holistic
understanding of success factors: ideal
target 10-12 pilots if funding available
• Unit costs for pilots see following slides
WP8: Implement 2x Peace Hubs to
test, improve and prove how these
can provide value and incentivise
more and better company
engagement.
• Identify most relevant industries (by type) and issues (by theme)
and undertake consultation with potential stakeholder interests
(private sector, government, civil society and industry bodies) to
identify interest in stakeholder platform/.
• Organise and deliver 1x most promising networking platform.
• Learning and evaluation.
• Organisation and deliver 1x follow up networking platform.
• Learning and evaluation and plan to sustain effort beyond pilot.
• Project design anticipates one network
event for each of 2 industries/ themes (ie
total of 2 networking conferences).
• Increasing the scope and/or delivering
follow on networking events for the
selected industries/ themes selected is for
the roll-out phase based on evaluation of
the two test events/.
WP9: Incorporate into at least 1
pilot the use of Positive Peace
brand to test use and response of
targeted market (businesses
and/or public).
• Identify pilots for which Peace Brand use is aligned with
communication outcomes.
• Test benchmark approach and criteria to ensure interested pilots
are aligned with Positive Peace guidelines to validate approach.
• Joint communication plan and testing of brand use guidelines.
• Evaluation and learning: value delivered and adaptation of brand
and messaging.
• Ideally, target 2 pilots with differing
communications needs (consumer and
business) to better test and understand
how Positive Peace recognition can aid
and incentivise companies.
WP10: Continuous evaluation and
learning with stakeholders to
improve approach(es)
• Develop evaluation and learning framework to be applied by
project teams and overall for the pilot.
• Quarterly project team meeting (IA lead team and project
managers of each pilot) collage evaluation and learning and agree
mitigation as needed.
• Transparency of learning and evaluation
via the Positive Peace micro-site to
promote information sharing and cement
the Positive Peace initiative as a legitimate
forum for multistakeholder support and
participation.
Roll-out Phase: Scope of Work
Work package
Scope
Notes
WP11: Operational infrastructure: legal,
governance, billing, management , comms,
IT.
• Establish separation of governance,
management and operations for Positive
Peace scheme to operate independently
as a multistakeholder platform with own
sources of income from membership
levies and fee for service.
• Case studies of charitable organisations/
NGOs with trading arms.
WP12: Sharing and building coalitions in
other regions to establish commitment and
funding to adapt and replicate.
• Expansion of scheme in Colombia:
sharing pilot results and networking with
companies, governments and industry
bodies.
• Extend scope to 2 other countries/
regions: sharing pilot results and working
with in-country partners to build
networking with companies,
governments and industry bodies
• Detail to emerge from success of pilots
and response of market during set-up
and piloting.
WP13: Establish membership subscriptions
in target countries and initiate
subscriptions/ arrange networking events
around demand. Promote fee for services to
support individual company investments.
• In-country programmes of work with
clear leadership responsibility.
• Detail to emerge from success of pilots
and response of market during set-up
and piloting
Programming
Overview
Phase
Description
Cost
Set-up
Foundation work to set up scheme. To be tested during piloting
phase and scheme design and tools adapted during roll-out.
£199,100
Pilots
Piloting of on-the-ground initiatives aligned with Positive Peace
guidelines, trailing of Positive Peace stakeholder hubs and testing
Positive Peace brand application in 2 pilot schemes.
£307,500
Roll-out
Interim phase of scale up, establishing membership subscriptions £242,500
and delivering fee for services to achieve sustainability of scheme.
TOTAL: £749,100
Sequence
Funding
Set up
Pilot
Roll out
2017
Q1 Q2
Q3
Q4
2018
Q1 Q2
Q3
Q4
2019
Q1 Q2
Q3
Q4
2020
Q1 Q2
Detailed Programming
Summary
Ref.
Resourcing
Input
Units
Activity
Timing
Y1:Q1 Y1:Q2 Y1:Q3 Y1:Q4 Y2:Q1 Y2:Q2 Y2:Q3 Y2:Q4 Y3:Q1 Y3:Q2 Y3:Q3 Y3:Q4
Unit cost Subtotal
WP1-6
Set-up
£ 199,100
WP1
WP2
WP3
WP4
WP5
WP6
“How to implement manual” and technical services
£
£
£
£
£
£
Stakeholder engagement in Colombia Pilot Phase
Positive Peace Brand and use guidelines
MEL Framework and approach
Core Operating Team for Project
Positive Peace Microsite
90,600
35,500
20,000
19,500
24,500
9,000
WP7-10 Piloting
£ 307,500
WP7
WP8
WP9
WP10
£
£
£
£
6 Pilot Initiatives aligned with Positive Peace approach
2 Trial Peace Hubs
Piloting of Positive Peace Brand
Monitoring and Evaluation with Stakeholders
136,000
69,500
35,000
67,000
WP11-13 Roll-out
£ 242,500
WP11
WP12
WP13
£
£
£
Operational Infrastructure
Expansion of initiatives
Membership & Fee for service operational
TOTAL RESOURCING REQUIRED
92,500
90,000
60,000
£ 749,100
Detailed Programming
Set-up
Ref.
Activity
Resourcing
Input
Units
Unit cost
Timing
Y1:Q1 Y1:Q2 Y1:Q3 Y1:Q4 Y2:Q1 Y2:Q2 Y2:Q3 Y2:Q4
Subtotal
WP1-6
Set-up
£ 199,100
WP1
WP1.1
WP1.2
WP1.3
“How to implement manual” and technical services
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
WP1.4
WP1.5
WP1.6
WP1.7
WP2
WP2.1
WP2.2
WP2.3
WP3
WP3.1
WP3.2
WP3.3
WP3.4
WP4
WP4.1
WP4.2
WP4.3
WP5
WP5.1
WP5.2
WP6
WP6.1
WP6.2
Internal IA best practise review
External best practise review
Collation best practise report
Production of best practise report
"How to" approach catalogued
"How to" integrated into best practise manual
Prepare technical support prospectus
Production of prospectus
IA contracting terms & costs
Specialist legal advice
Partner scoping and tie-ups
Stakeholder engagement in Colombia Pilot Phase
Prepare company engagement materials
Prepare staff for company engagement roles
Colombia introductory meetings and discussions
Colomnbia meeting costs & expenses
UK business introductory meetings and discussions
Positive Peace Brand and use guidelines
Brand consultancy - define brand and messages
Brand consultancy management & interaction
Brand use decision and control systems
Brand IP registration
Brand use guidelines
MEL Framework and approach
Theory of change workshop: prep to outputs
Workshop fixed costs
TOC approach and metrics into how-to manual
Staff audit to determine internal capability/ capacity
Training and development of staff
Partner scoping and tie-ups
Core Operating Team for Project
Contract Project Lead and Project Manager(s)
Detailed proramming, ways of working, inception
Project Management for Set-up Phase
Project Management for Pilot Phase
Positive Peace Microsite
Site design and coding
Site hosting and maintenance
Site content development
30
30
30
1
20
1
20
1
10
2
20
days
days
days
fixed
days
fixed
days
fixed
days
days
days
500
500
500
5000
500
2000
500
2000
500
800
500
5
5
40
1
15
days
days
days
fixed
days
500
500
500
3000
500
1
5
20
1
5
fixed
days
days
fixed
days
0
500
500
5000
500
15
1
5
5
5
5
days
fixed
days
days
days
days
500
2000
500
500
500
500
4
5
40
72
days
days
days
days
500
500
500
500
10
1
4
days
fixed
days
500
2000
500
90,600
15,000
15,000
15,000
5,000
10,000
2,000
10,000
2,000
5,000
1,600
10,000
35,500
2,500
2,500
20,000
3,000
7,500
20,000
2,500
10,000
5,000
2,500
19,500
7,500
2,000
2,500
2,500
2,500
2,500
24,500
2,000
2,500
20,000
36,000
9,000
5,000
2,000
2,000
Detail
available on
Excel spread
sheet.
Detailed Programming
Pilots
WP7-10 Piloting
£ 307,500
WP7
WP7.1
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
WP7.2
WP7.3
WP7.4
WP8
WP8.1
WP8.2
WP8.3
WP8.4
WP8.5
WP9
WP9.1
WP9.2
WP9.3
WP9.4
WP10
WP10.1
WP10.2
WP10.3
6 Pilot Initiatives aligned with Positive Peace approach
Long list of options; reduce to short list
Fixed operational cost of shortlisting process
Selection of pilots following site visits
Operational costs visiting short listed sites
Adaptation of pilot site approaches
Operational costs adapting approaches
Monthly review, adaptation, learning, management
Operational costs site visits
2 Trial Peace Hubs
Stakeholder consultation to identify demand
Operational costs stakeholder consultation
First trial hub event
Learning and evalauation
Second trial hub event
Learning and evaluation; design for future
Piloting of Positive Peace Brand
Incremental time aligning with short listed pilots
Test brand use guidelines and process with 2x pilots
Comms messaging aligned with pilots
Operational costs comms events and opportunities
Oversight, monitoring and evaluation of use
Monitoring and Evaluation with Stakeholders
Incremental days networking and evaluation
Incremental MEL inputs into overall programme
Incremental project mgt pilot phase
30
12
30
8
30
6
84
6
days
fixed
days
fixed
days
fixed
days
fixed
500
250
500
500
500
2000
500
5000
30
1
1
10
1
15
days
fixed
fixed
days
fixed
days
500
2000
20000
500
20000
500
10
10
20
5
20
days
days
days
fixed
days
500
500
500
1000
500
40
40
54
days
days
days
500
500
500
136,000
15,000
3,000
15,000
4,000
15,000
12,000
42,000
30,000
69,500
15,000
2,000
20,000
5,000
20,000
7,500
35,000
5,000
5,000
10,000
5,000
10,000
67,000
20,000
20,000
27,000
Detail available on Excel spread sheet.
Detailed Programming
Roll-out
WP11-13 Roll-out
£ 242,500
WP11
WP11.1
£
£
£
£
£
£
£
£
£
£
£
£
£
£
WP12
WP12.1
WP12.2
WP13
WP13.1
WP13.2
Operational Infrastructure
Definition and specs for ways of working
Legal set up
IT set up
Governance consultation & set up
Interim management & associated costs
Expansion of initiatives
Colombia consultation and new contracts
Stakeholder engagement and operational costs
Other country consultation and contracting
Stakeholder engagement and operational costs
Membership & Fee for service operational
Membership subscriptions delivered
Fee for services delivered
5
1
1
1
150
days
fixed
fixed
fixed
days
500
5000
5000
5000
500
50
1
100
1
days
fixed
days
fixed
500
5000
500
10000
60
60
days
days
500
500
92,500
2,500
5,000
5,000
5,000
75,000
90,000
25,000
5,000
50,000
10,000
60,000
30,000
30,000
Detail available on Excel spread sheet.
Wider Implications for financing of
International Alert
The Positive Peace initiative incorporates 2 key elements of work that International Alert
may wish to consider in the context of broader organisational programming:
• The Positive Peace best practice will provide systematic and objective rigor to
situational analysis and proposed interventions, benchmarked against 30-years
institutional expertise. Doing so may help provide improved context and rationale for the
multiple strands of intervention reflected in the organisation’s annual plan. This may in
turn aid outside understanding of the scope of work, creating enhanced opportunities for
partnership and additional investment.
• International Alert’s ability to systematically apply best practice in a sequential and
patient manner is compromised by the whim of donor funding. By using Positive Peace
as a means to diversify income, and indeed create own revenue streams, International
Alert may well in future have a greater degree of independence and stability to
realistically consider a longer term planning horizon for it’s programmes of work globally.