Project description

In July 2020, CDDP responded to a competitive tender published by the Glencree Centre for Peace and Reconciliation to conduct a scoping study with the aim of producing an overview of the main actors working in international peacebuilding and advising on the possible steps and challenges for Glencree to raise its international profile. The CCDP team involved in the project was composed by Alexandre Dormeier Freire, Oliver Jütersonke, Augusta Nannerini, Achim Wennmann and Sina Zintzmeyer. Funded by the Swiss Embassy in Dublin, the final report that resulted from the research is divided into five sections plus an annex. The first section offers a series of conceptual reflections and clarifications surrounding the key terms employed by the Terms of Reference and throughout the study. The second section analyses a selection of comparable centres, organised thematically. This section builds on an in-depth analysis of 14 peacebuilding and peace education entities whose fundamental characteristics are outlined in the annex. The third section reflects the spectrum of opportunities for Glencree within the global peacebuilding landscape. The fourth section explores potential challenges and opportunities for expanding towards a leadership role in peace education. The final section of the report concludes by offering several possibilities for action that may inform Glencree's reflection process over the coming years. 

Analysis and key findings

The CCDP team drew some critical reflections about the unique and distinctive aspects of the functions identified. We assessed what makes peacebuilding organisations successful in activities related to their implementations. The one element that all the organisations studied have in common, as diverse a group as they are, is that each one is "known for something," meaning that they have defined their niche via a robust narrative around which they have established the reason of their existence. A branded convening space (i.e., a "flagship" event) on a specific issue and for a particular target group is a common strategy to be recognized. Even if not mutually exclusive, an alternative to flagship events can be developing dedicated spaces for dealing with the past to support broader national healing processes (i.e., a museum).

Moreover, they present longstanding trust relationships with individuals and groups across national, regional, and international levels, often accompanied by a granular understanding of local contexts and conflict dynamics. Bearing in mind that the dynamics of conflict and peace can evolve rapidly, successful peace organisations can adapttheir approaches and find the necessary resource to do so quickly. It includes financial and human resources with the required skills or expertise for a specific adaptation. This capacity is what we define as an "entrepreneurial philosophy." 

In addition, the report noted that the question for many organisations with an ambition to expand their activities is to manage growth amid the pressures of ongoing activities. One of the main challenges to do so successfully is to put in place the financial and administrative systems needed to account for more extensive programs and a larger annual budget. In this respect, it is crucial to find the right balance between capacities located within the organisations or a network and be aware and acknowledge the advantages and disadvantages of working in a small or big organisation. To facilitate Glencree's reflection in this direction, we presented three ideal types, or organisational models, to explain the organisation's set-up to provide regional or global services.

final remarks

As a result of the issues discussed above, the final section of the report provided suggestions about the process to adopt Glencree's transition to a global Peace Center. It proposes a phased approach that would follow an inside-out dynamic, i.e., center on what Glencree represents and on its role in Ireland, to go outwards and become regional or global. Concretely, this would imply an initial phase of introspection to articulate its niche and operating model. It would then strengthen its engagement on the island while stretching out the feelers to create opportunities in related fields or contexts. Finally, it would start investing efforts into improving its networking with peacebuilding organisations and donors working in Europe beyond expanding its operational domain. In parallel to this approach, an organisational and fundraising model needs to be explored to accommodate the transformation process.

Read the full report here.