SEARCH BEYOND THE MAPPING THE NEXT HORIZON
YEARS AT SEARCH FOR COMMON GROUND MAPPING THE NEXT 10 YEARS AT SEARCH FOR COMMON GROUND
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SCAN THE 1.LANDSCAPE e world is coming together. It’s also falling apart. We learned from our history, our sta and partners, and the world around us. For decades, violence has been steadily decreasing. Fewer people die from crime or armed con ict than ever before. Over a two-year period, Search sta from Interstate wars are at historical lows. Political rights and around the world gathered to re ect on how freedoms have advanced for many. Digital technology has our organization should change. We asked par- connected people around the world and ampli ed their liamentarians, diplomats, military leaders, and voices. scholars how they see violent con ict evolving in the decades to come and how peacebuilders At the same time, humanity is facing new challenges. In- should adapt accordingly. We asked colleagues, creased connectedness fuels social anxieties. New com- communities, partners, and donors to tell us munications channels also give space for violent ideol- what was working well and what should be ogies to grow. Ongoing con icts trigger transnational working better. Together, we rallied around a population ows that threaten to upend many societies, Safe, healthy, just societies renewed vision for what Search for Common and chronic crises seem no closer to being resolved. e Ground will become. A world where conflict doesn’t dynamics of con ict are changing, and the mechanisms mean violence and institutions put in place a er the end of World War We built a 10-year Strategic Plan and II—for all their success over the last 70 years—are now embarked on a new phase of our history. A global movement of citizen struggling to cope. peacebuilders e Plan positions us to transform today’s and As con icts change, so must we. tomorrow’s con icts. Since our beginnings in THIS IS HOW We at Search for Common Ground have done it in the past. 1982, we have been instrumental in de ning WE GET THERE. We supported diplomatic eorts with people-to-people citizen-led peacebuilding and demonstrating approaches during the Cold War. We built a country pro- its ecacy. Now, we see the opportunity to take gram model and developed mass media to tackle the con- our eld to a new level of reach, in uence, and icts of the 1990s and 2000s. We championed citizen-led performance. peacebuilding at the advent of the digital age. With every From program impact, to operational ecien- major change in the global scenario, we have adapted our cy, local ownership, evaluation, and transpar- program toolbox and organizational structure. ency, we will aspire to provide a model for suc- Today, as the nature of con icts shi s again, we need new cessful peacebuilding in the rst half of the 21st infrastructures for peace. at is why we re-examined ev- century. Here is how. ery facet of our programs, operations, and identity. MAPPING THE NEXT 10 YEARS AT SEARCH FOR COMMON GROUND
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PLOT THE THE COMMON GROUND APPROACH
COURSE 01 HOPE: We believe that change … AND END WITH TACKLE ROOT CAUSES: is possible even in the worst SYSTEMS: Transform speci c Focus on addressing the Every journey needs a direction. Ours is based on GUIDING circumstances for those who relationships that can catalyze origins, not just the visible the Common Ground Approach and a uni ed eory of Change. PRINCIPLES seek it. systemic changes. symptoms, of con ict. 2. LEAD FROM WITHIN: COMMIT LONG-TERM: BE PRACTICAL: Look We believe that those closest to Change takes time, so we make for concrete avenues for a con ict are best equipped to long-term commitments to the collaboration between parties THE COMMON drive change. places where we work. to the con ict.
GROUND APPROACH BE CREATIVE: Embrace BE INCLUSIVE: Everyone ADAPT: Adjust programs to innovative, culturally relevant who has a stake in a con ict evolving con ict dynamics so Our peacebuilding programs take many forms. From mediation over wa- programming that enables new should have their voices heard. that they stay relevant. ter rights in Yemen to helping prisoners reintegrate in Indonesia, from breakthroughs. FOCUS ON SHARED soap operas in South Sudan to back-channel diplomacy among foreign START WITH PEOPLE… INTERESTS: Identify ministries, we have built a toolbox of tactics to tailor to each con ict’s e human journey of common goals and build speci c dynamics and history. While our programs may vary, they are transformation is at the center opportunities for collaboration based on the same foundation. of all change. around them.
We call this foundation the Common Ground Approach.
e Common Ground Approach is a methodology to transform how we 02 PROGRAMS respond to con ict, away from confrontation and violence and toward collaboration. Guiding principles inform the design and application of peacebuilding programs, which generate tangible, positive outcomes.
Over the years, elements of the Common Ground Approach have become COLLABORATION: Divided groups work TRUST: People establish relationships of trust mainstreamed into the broader eld of peacebuilding practice. 03 together to achieve their shared goals. across ethnic, religious, political, and social divides. POSITIVE OUTCOMES DECREASED APPEAL OF VIOLENCE: CHANGE THAT ENDURES: Individuals Individuals and groups shi away from and groups recognize the bene ts of resorting to violence as a way to deal with collaboration and seek to replicate it, even con ict. without outside support.
As part of our Strategic Plan, we have re ned the articulation of our approach to improve its implementation internally and oer it to partners externally. In late 2018, we will launch the Enduring Change Lab—an interactive toolkit to design peacebuilding programs based on the Common Ground Approach, which anyone can use, regardless of their previous experience or the context in which they operate. MAPPING THE NEXT 10 YEARS AT SEARCH FOR COMMON GROUND
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A UNIFIED THEORY Once change takes one of these three forms, it will remain, and even grow, without external OF CHANGE actors to sustain it. We don’t lead this process alone, but in partnership with local individuals and organizations; this ensures that our eorts are locally owned and endure far into the future. e Common Ground Approach is powerful. When individuals and communities em- Along the way, we will observe a reduction in violence—but the shi s that we seek are more pro- broiled in violence apply it, they experience profound shi s in the way they deal with found. Our goal is not merely to resolve speci c disputes but also to transform the way con ict is con ict. But how do we ensure that the positive change it creates is systemic and sustain- addressed and leverage its potential to build safe, healthy, just societies. Ultimately, that’s what our able, rather than ad hoc and short-term? eory of Change sets out to do. To answer this question, we codi ed our eory of Change. Our eory of Change is not born of abstract speculation. It is the result of more than THE THEORY OF CHANGE three decades of on-the-ground experience from hundreds of con icts. It systematizes the process through which we achieve transformations that last well beyond our inter- vention and maps the thresholds we need to cross to catalyze change at the highest order. SAFE, HEALTHY, JUST SOCIETIES It is based on a fundamental insight: the Common Ground Approach becomes self- perpetuating when its rewards align with people’s aspirations.
In other words, when the outcomes of the Common Ground Approach satisfy the needs of CONFLICTS COMMON GROUND RESULTS IN... individuals, communities, and institutions, there is a strong incentive for them to adopt TRANSFORMED APPROACH POPULARIZED it in their daily behaviors and practices. When this happens, change can endure with- out an ongoing reliance on third-party intervention; it is the stakeholders to the con ict SOCIAL NORMS themselves that make it sustainable. ENDURES INSTITUTIONS MARKETS e eory of Change outlines three ways in which change becomes enduring: THROUGH...
GENERATES... DECREASED CHANGE IN CHANGE IN CHANGE IN NEW VIOLENCE MOBILIZED NEXT VERTICAL + CHAMPIONS GENERATION STRATEGIC INSTITUTIONS SOCIAL NORMS MARKETS HORIZONTAL PARTNERS COHESION When governments, security When con ict transformation When the diverse actors actors, religious organizations, becomes normal and who make up a market see REGIONAL GLOBAL APPLIED PROGRAMS INITIATIVES and other powerful institutions expected, people’s behavior the value of the Common THROUGH... OUTREACH & see how the Common Ground and interactions re ect the Ground Approach, they ADVOCACY Approach helps them ful ll Common Ground Approach. resource it. their mandate, they adopt it as their own. THE COMMON GROUND APPROACH MAPPING THE NEXT 10 YEARS AT SEARCH FOR COMMON GROUND
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THE LEVANT
CENTRAL & SOUTH ASIA
THE SAHEL THE ARABIAN MAINLAND THE SUDANS WHAT LIES THE NORTHERN PENINSULA SOUTHEAST ASIA BEYOND TRIANGLE THE HORN NIGERIA & THE OF AFRICA THE HORIZON LAKE CHAD BASIN
Our Strategic Plan is divided into three scopes. CENTRAL AFRICA
NEW TERRITORIES CURRENT OFFICES SCOPE I of the Strategic Plan
NEW GEOGRAPHIES We pursue enduring change in the way 01 Con icts are changing. e most consequential ones ex- societies address con ict. But how does pand beyond nation-state borders, involving neighboring that impact which con icts we tackle countries, cross-border populations, and outside powers. We have initiated a shi of our program portfolio As we move past a country-based model, we will and where and for how long we develop To maximize our ability to transform them, we need to un- in 2018 and aim to complete it by 2023. We are necessarily transition out of some places where we and manage programs? derstand con ict systems not delimited by national bound- prioritizing con icts where the repercussions of have operated for many years. In each of them, we aries but by their own shi ing and porous boundaries. instability reverberate across entire regions or even will work with our partners and supporters to de- ese questions triggered internal and the world at large. Some of these geographies are velop transition plans tied to the achievement of external consultations on our optimal e Common Ground Approach yields the best results when 02 experiencing violence; others are relatively stable, enduring change. operational model. We determined to applied across societies over a decade or more. e high- but the consequences of how con icts within them move past country-based planning, to est pursuit of our mission compels us to apply a long-term When we launched our programs in these coun- are managed will be profound. de ne the boundaries of our engage- strategy in a limited number of the most consequential con- tries, many of them were experiencing violence or ment by the borders of the con icts we icts where failure threatens tens of millions of lives and We will systematically apply proven approaches tensions that threatened to tear them apart. Today, tackle, and to focus on addressing the success can improve just as many. that can shi entire con ict systems and create an in part due to our work, individuals, organizations, world’s most consequential con icts evidence-based framework upon which the eld and institutions have more tools to transform con- e ability to adapt our programs in accordance with shi - (Scope I). 03 of peacebuilding can draw. roughout and be- ict. Tensions will still emerge, but the capacities to ing con ict dynamics is essential. Operationally, going be- yond this shi , we will remain committed to our manage them hold new promise. is decision is driven by three obser- yond a country program model grants us the exibility we research and channel what we learn into the design vations: need to address the root causes of con ict wherever they are. and implementation of our programs. MAPPING THE NEXT 10 YEARS AT SEARCH FOR COMMON GROUND
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NEW OPPORTUNITIES NEW VOICES SCOPE II of the Strategic Plan SCOPE III of the Strategic Plan
Change moves from the top down. It moves from the bottom up. But it also moves Humanity’s inability to deal with con ict constructively is the main challenge hindering horizontally, across segments of society. We have seen it over decades of work mo- progress on all other fronts. People directly experiencing violence in their communities bilizing grassroots networks or using media to shi cultural perceptions. know this. Policymakers struggling to build stability and prosperity know this. Business- es hindered from new markets and opportunities for pro t know this. Today, new technologies are a powerful avenue for horizontal change. Move- ments are born in the digital space. ey are infectious, rapid, and transnational. ese individuals and institutions want better options to deal with con ict, and we are In some cases, they fracture communities and incite people to commit violence. uniquely poised to meet their demand. at is why we have decided to invest in outreach But the platforms that support polarizing movements can be equally powerful and advocacy to inform policy, generate resources, and cultivate support for peace- tools to bridge dividing lines. building (Scope III).
In this connected world, we see an opportunity to make our practice globally To do this, we will amplify the perspectives of those experiencing con ict rst-hand known, accessible, and replicable. at is why we will increase our investment among key constituencies of in uencers and policymakers. rough advocacy, we aim in initiatives to popularize peacebuilding practice as the most e ective way of to achieve four outcomes: dealing with con ict (Scope II). 01 Support people 02 Work with 03 Make the case for 04 Fix the funding We identi ed three avenues toward this goal: working to build institutions to the eld ecosystem peace in con ict zones transform their ability We will invest resources Today’s models of 01 Build a global movement 02 Popularize a methodology 03 Create common ground to mitigate con ict With our peers in the eld, We will work with strategic in the digital space We will highlight the in making the case to the international assistance we will mobilize behind joint partners outside of our sector to We will expand our investment perspectives of local We will share our insight public and policymakers do not match what campaigns that provide citizens integrate the Common Ground in virtual exchanges, social peacebuilders and and experience in that peacebuilding is a is needed to resolve with the tools they need to Approach into their practice. gaming, and other tools on advocate for support to con ict transformation more ethical and eective modern crises. We will advance peacebuilding in their the cutting edge of media, civilian-led peace eorts. with the private sector, approach to solving the advocate for funding local communities. technology, and peacebuilding. governments, religious world’s problems than mechanisms that support groups, and civil society coercive, violent options. and enable eective At this stage of the implementation of our institutions dealing with peacebuilding. Strategic Plan, we have initiatives underway VIRTUAL EXCHANGE violent con icts around in each of these three areas. In 2019 and be- the world. Virtual exchange is the first scalable model for cross- yond, we will prioritize investing where we cultural education and holds the potential to change see the greatest promise for scaled reach and how societies relate to each other. In 2014, we impact. formed a strategic partnership with Soliya, a pioneer e aim of this eort is not limited to public in this field. Through them, each year we connect awareness. We seek to build a public that is thousands of young activists and students from able to deal with con ict constructively. at 27 countries to build intercultural communication is our ultimate vision—a global network and relationships across the world. Soliya’s flagship of citizen peacebuilders, popularizing the Connect Program and UN-certified Facilitation Common Ground Approach well beyond the Training are rooted in neuroscience research by MIT places in which we are physically present. and UPenn.
Learn more at soliya.net. MAPPING THE NEXT 10 YEARS AT SEARCH FOR COMMON GROUND
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A PACKING LIST OF Our Strategic Plan is ambitious. Executing it requires OPERATIONAL rebuilding aspects of our organization. Summarized here are the reforms that will accompany and enable TO-DOS the Plan’s implementation. PAST FUTURE ROUTE TO 2028 Run successful programs Pursue systemic change 4. Design and implement programs at a Define engagement by the borders of 2018: country level the conflict, not the nation-state PREPARATION • Consolidate transition plans toward new geographies Adopt a diverse set of innovative and Innovate, experiment, and systematically 2018 • Develop implementation plan for Scopes II and III experimental tactics apply proven methods • Roll out Enduring Change Lab toolkit Leverage program experience to • Restructure support units into a Global Services Team Focus only on project execution improve peacebuilding practice, policy, • Establish Board development strategy and credibility
Influence the funding ecosystem to 2019-2021: Build programs with available funding support quality peacebuilding TRANSFORMATION Achieve a diversified revenue portfolio • Shi program portfolio toward priority geographies Operate on revenue model that is almost 2019 • Build replicable private philanthropic fundraising program with substantial private sector entirely reliant on public sector grants • Develop advocacy, outreach, and communications to advance philanthropy and investment Scopes II and III Make systems investments to meet Build agile global operations to support 2021 • Establish strategic partnerships to popularize the Common minimum operational standards effective local peacebuilding Ground Approach • Complete implementation of Board development strategy Set strategy and track progress at every • Deploy Global Services Team functions optimally across Strategize only within program teams local, regional, and headquarters oces level of the organization
2022-2028: EXPANSION 2022 • Develop robust programming in each of the priority geographies • Oer program processes and methods to external partners • Popularize the Common Ground Approach 2028 • Achieve new levels of visibility and credibility for the peacebuilding eld • Sustain excellent operational performance MAPPING THE NEXT 10 YEARS AT SEARCH FOR COMMON GROUND
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WE BELIEVE...
CONFLICT IS INEVITABLE, VIOLENCE IS NOT. Con ict is a natural result of human diversity. When we deal with conflict adversarially, it sparks polarization and violence. When we collaborate, con ict is transformed and catalyzes positive change.
HUMANKIND IS INTERDEPENDENT. Human beings cannot survive in isolation. Our humanity is affirmed through relationships with others. Our world is more interdependent than ever before, and the challenges before us require collaborative approaches.
CHANGE IS ALWAYS POSSIBLE . All individuals and relationships can change, even in seemingly intractable con icts. Every con ict oers opportunities for transformation. All wars end.
WHEN EVERYBODY WINS, CHANGE LASTS. When conflicts end with a winner and a loser, they o en feed a cycle of violence. Enduring change arises from win-win outcomes which all parties defend.
COMMON GROUND MATTERS. Despite the depth and complexity of our dierences, we can always discover something we share. In doing so, we grow our human connection, mutual trust, and respect and trigger collaboration in ways otherwise unimaginable. Common Ground can always be created. JOIN US ON THE JOURNEY TO A NEW WORLD. SFCG.ORG/GET-INVOLVED