Appendix 2 Peace Bridges Proposal Submission

An Evaluation of

Peace Bridges

Patty Curran, Development Consultant

Data collection period: 2 February to 13 March 2009

Report submitted on 26 March

Table of Contents

1. Executive Summary

1. Introduction

1.1 Purpose of the Evaluation

1.2 Evaluation Methodology

2. Background/ Project Context

2.1 Peace Bridges

2.2 Conflict and the Cambodian Context

3. Project Overview

3.1 Peace Bridges’ Vision

3.2 Key Objectives

3.3 Summary of Activities

3.4 Evaluation Limitations & Challenges

4. Evaluation Findings

4.1 Effectiveness

4.1.1 Training & Mobilization

4.1.2 Continuation of English Services

4.1.3 Mobilization

4.1.4 Utilization of Peace Builders by their Sending Organizations and Churches

4.1.5 Overall Impact

4.2 Efficiency

4.2.1 Course & Mobilization Design

4.2.2 Staff & Management

4.2.3 Registration with the Ministry of Interior

4.2.4 Localization

4.2.6 Design, Monitoring and Evaluation

4.2.7 Administrative and Financial Systems

4.3 Relevance

4.3.1 Church Hierarchy & Culture and New Foreign Missionary Groups

4.3.2 Participant Selection

4.3.3 Peace Builder Accompaniment

4.4 Sustainability

4.4.2 Potential for Independent Peace Builder Networks

PART II: Peace Bridges Stories of Change

APPENDICES

Appendix 1: Terms of Reference

Appendix 2: List of Field Visit Sites and Informants

Appendix 3: Interview Questions and FGD Guides

Evaluation Interview Questions for Key Informants

FGD QUESTIONS for those in Peace Builders Circles of Influence:

Email Questionnaire for Donors

Email Questionnaire for MAC Participants

1. Executive Summary

An evaluation of Peace Bridges was conducted from February to March 2009 and an external evaluator was hired to facilitate this process and focus in particular on stories of change of those who have participated in the courses. The objectives of the Peace Bridges Evaluation, stated inSection One, are as follows:

i) Assess the extent to which the three year cycle of the project achieved stated outputs and outcomes, and

ii) Give practical recommendations on ways Peace Bridges can learn from the past three years as we consider the next three years.

Also in this section is a description of methods used during this process which include interviews, focus group discussions with Peace Builders and members of their circles of influence, a staff workshop which focused on organizational strengths and weaknesses, field visits, a Most Significant Change (MSC) workshop with leading Peace Builders from Cohorts One - Three, as well as informal exchanges with staff and other stakeholders. A presentation of findings was conducted with Peace Bridges’ Board of Directors and management team before the final report was submitted. Section Two provides a background of Peace Bridges along with some cultural challenges that are key considerations that influencePeaceBuilding efforts in the Cambodian Context. An overview of PeaceBridges’ Vision, Objectives, and Activities as well as limitations and challenges faced during this process are provided in Section Three.

Key Findings from the evaluation process are described in Section Four and include conclusions and recommendations related to Effectiveness, Efficiency, Relevance, and Sustainability.

The report concludes with Part Two, which is arguably the greatest reflection of the importance of this organization: Stories of Change.

Related to Effectiveness, Key findings and conclusions include that Peace Bridges has succeeded in making Peace Builders more confident and determined to address conflict. Many suggest that the greatest transformation has taken place on a personal level, though CCMT participants relay powerful stories of how what they have learn has impacted the approach they take to their work relationships. The only insight into the way the course could be improved was related to desired additional exposure to case studies in which lessons have been applied and access to observation opportunities of other Peace Builders in mobilizing. MAC participants report that while the course was extremely useful to them as individuals, they do not note much change within their organizations that is a result of their participation in the course. Related to Effectiveness, the following Recommendations are offered:

1. Related to MAC, that Peace Bridges prioritizes future directions for MAC given the extent to which sending organizations are benefiting and the hope of stepping up efforts in staff capacity development and equipping Cambodian Peace Builders.

2. That the Peace Bridges team continue to reflect on how best to be proactive with graduates who don’t seek out their support so that they can continue to be motivated despite the myriad of obstacles.

3. That Peace Bridges step up efforts to prompt the maximizing of potential of graduates (both CCMT and MAC) through discussions related to job descriptions, performance appraisals, “training mentors”, and the pooling peace building resources among partner organizations.

4. That Peace Bridges provide graduates with opportunities to observe mobilization, simplified tools for graduates to use, and access to case studies in which tools shared are used successfully by graduates and others doing conflict counseling and mediation.

With regard to Efficiency, key findings and conclusions include that Peace Bridges is constantly reflecting on how to build capacity of the team and improve services to participants, peace builders and partner organizations. Staff sometimes worry that Peace Bridges give more information during the CCMT training than is necessary though this concern is not reportedly shared with course participants who see a value in getting a broad overview of the potential to promote real and lasting peace within their circles of influence and beyond. It could be argued that Peace Bridges should step up efforts to become a registered NGO and continue to strengthen capacity with the vision of making middle management to ultimately take on management of the organization before the anticipated 2015 goal given the desire to support further Peace Builders working with the authorities and the desire to have a clear and independent agenda. It is also felt that Peace Bridges should continue its approach to mobilization and support of partners which is in the form of discreet accompaniment that does not diminish the role of the local Peace Builder. Also related to efficiency is the hope that the research on family violence (and any other future research, for that matter) will be driven by the expressed desire to equip Peace Builders who have graduated from the course. Peace Bridges is working towards strengthening mechanisms for measuring change. This will help in building future strategies and determining the extent to which the organization is getting the anticipated results the organization is hoping for. And finally, there is concern that Peace Bridges might struggle to make ends meet financially given the economic downturn and should, therefore, prepare itself accordingly.Related to Efficiency, the following recommendations are offered:

1. That Peace Bridge explore the possibility of providing “advanced” courses or “follow-on” workshops for peace builders who need more technical skills in mediation skills than the majority of participants who, at this point, seem to require simply a general overview.

2. That Peace Bridges move towards registering with the Ministry of Interior as a Local NGO and continues to step up efforts to strengthen leadership potential among management staff.

3. That the insights that come from the Family Violence Research, evolve into practical ways to enhance the skills of Peace Bridges course participants and leaves them better equipped to address conflict in their communities.

4. That Peace Bridges continue to strengthen the ways in which they go about measuring change using practical indicators and stories of change and encourage graduates and partners to do the same.

5. Given the potential impact of the current financial downturn, that the Board and Director be engaged in innovative approaches to fundraising.

Related to Relevance, key findings and conclusions include that Peace Bridges has done much to enhance perceptions of Christians and their call to be more than ministers of “the word” of the institutional church and Christians who have participated in the course are often now seen as “go-tos” beyond their role within their churches. It is also important to note that with the growing number of course graduates; there comes the sense that Peace Bridges could recruit course participants with similar roles to those who reportedly have benefitted considerably- such as social workers, human rights activists. Related to relevance, the following recommendations are offered:

1. That Peace Bridges continue to encourage “buy-in” from local churches and consider formal exchanges with growing and influential new missionary organizations.

2. That Peace Bridges look at the pool of Peace Builders who have been particularly successful in the course and seek out individuals in similar positions and invite them and their organizations to consider the value of participation in the courses.

3. That Peace Bridges track more closely the efforts of Peace Builders successfully engaged in mobilization and reflect with them the best way forward in terms of discreet, practical support.

With regards to Sustainability, there is every indication that the transformation taking place in individuals who have participated in the course, subsequent trainings and mobilization efforts will last long after Peace Bridges has shut its doors. It is hoped that Peace Bridges continues to strengthen the sense of friendship and solidarity among those who have trained with the organizations and who have in common the desire to further their efforts to promote lasting peace in their own lives, their work and church, and in their communities beyond. Related to Sustainability, the following recommendation is offered:

That Peace Bridges encourage graduates and their organizations to form their own links beyond those which Peace Bridges provides. This could be done geographically or sectorially (i.e. organizations with similar mandates or churches with similar demographics).

1. Introduction

1.1 Purpose of the Evaluation

The purpose of conducting this evaluation was to focus on

i) Assessing the extent to which the three year cycle of the project achieved stated outputs and outcomes, and

ii) To give practical recommendations on ways Peace Bridges can learn from the past three years as we consider the next three years.

It was also hoped that a major emphasis of this report would be on stories of change and transformation and as such, attached to the practical findings and recommendations are over 30 stories, shared by graduates and their beneficiaries, about how their lives, relationships, and reactions to conflict have changed as a result of their learnings from Peace Bridges.

1.2 Evaluation Methodology

•Review of major project documents and secondary materials/ documents (program plans, progress reports, evaluation reports, etc.)

•Interviews with Key Informants which include management, staff, board members, NGO partners, church leaders, course participants, and community and church members that have benefitted either directly or indirectly form the organization. (see appendix 2)

•Staff workshop with focus on analysis of organizational strengths and weaknesses

•Individual and group interviews/ interactions (both formal and informal) with Peace Bridgesstaff and participants from various courses and trainings conducted by staff and those who have completed the training courses. (see Appendix 3 for interview questions)

•Email correspondence with donors (see Appendix 3)

•Email questionnaire for MAC participants (see Appendix 3)

•Focus Group Discussions with groups that have been given services from those who have participated in the courses (see appendix 3 for FGD guides)

•Most Significant Change (MSC) Workshop with nine select graduates

•Field Visits to Kampong Cham Provincial Prison, Takeo, Kampong Cham, and Samrong Thom, Kandal

2. Background/ Project Context

2.1 Peace Bridges

Peace Bridges is a Christian faith based non-government organization working under the auspices of the Evangelical Fellowship of Cambodia as a Strategic Partner, with a mandate to spread a vision and commitment throughout Christian churches, other organizations and communities in Cambodia for resolving and managing conflicts according to Christian values which promote love, respect and value to all neighbors, both Christian and those of other faiths. Christian churches and organizations are the key resource for reaching the broader community.

2.2 Conflict and the Cambodian Context

For those familiar with the Cambodian context, it is easy to appreciate the challenges faced by Peace Bridges, an organization determined to work towards resolution of conflict and contribute to a peaceful society. While the evaluator in no way considers herself an expert in the field of anthropology, fifteen years of discussions with Cambodians and observation have led to some consistent observations that are worth noting in order to set the backdrop for what Peace Bridgesis attempting to achieve. In discussing these observations with Peace Bridges staff and other stakeholders, it would seem that the following are legitimate challenges.

Some Cultural Challenges Impacting Efforts to Support Peace Builders

There is an overall lack of infrastructure in Cambodia to support peace building. The Royal Government of Cambodia is only now for the first time setting into place structures for formal conflict mediation.

It is culturally acceptable to avoid confrontation and to encourage those who are upset or sad to try and attempt to forget about their problems rather than focus on them.

Many people prefer to look ahead rather than reflect on a negative situation that has happened in the past.

Local resources (in the case of Peace Bridges, those participating in the courses and returning to their sending churches or organizations) are not as valued as resource persons that come from outside or that have the backing of an NGO.

Mediation is very, very new to Cambodian culture and there is little hope on the part of many that conflict will be resolved fairly.

Power dynamics are extremely pervasive in Cambodia. It is generally felt that those in positions of authority or having social status will “always win”and typically enjoy social impunity.

A long history of patron - client relationships have left many with the engrained sense that it is natural to depend on others to solve their problems for them.

Church leaders are not immune from a tendency towards promoting hierarchy and seniority, perhaps in order to establish themselves as authorities. Often church leaders have tended to feel that their role is that of problem solver and advice giver rather than as someone tasked to listen non-judgmentally.

There is often a distrust of Christians and churches and concern that there is always the hidden agenda of converting non-Christians to Christianity.

For a boss or manager to acknowledge their mistakes is often perceived as a sign of weakness.

In avoidance of conflict about a particular problem there is often passive-aggressive behavior that serves to suggest dissatisfaction but doesn’t address the problematic issue directly.

Face saving is of the utmost importance to many people and this is preferred to putting a person in an embarrassing or uncomfortable position because they have done something wrong.

3. Project Overview

3.1 PeaceBridges’Vision

To build bridges between people in conflict that moves them further down the path of appreciation, a ‘fair go’ for all, and respectful relationships.

3.2 KeyObjectives

Peace Bridgesaims to:

Equip people to manage conflict in a better and fairer manner.
Provide conciliation, mediation and other services for dealing with conflict to Christian churches, organisations and the wider society.
Raise awareness of ways to deal with conflict and build peace, based on Christian values, to ChristianChurches, organizations and the wider society.

3.3 Summary of Activities

Peace Bridgeshas translated the above objectives into a range of activities, namely:

i. Client Service Unit focuses on equipping people to manage conflict better by:

Offering Conflict Counseling and Mediation Training (CCMT), a 13 unit training program which skills up people to be formal and informal mediators and peace educators in their circles of influence (family, church, community, work place)
Delivering short term training and conflict mediation consultancies.
Considering options for future long term trainings that build on CCMT.

ii. Partnership and Mobilization Unit focuses on supporting those we equip to equip others by:

Mobilizing graduates of CCMT (Peace Builders) to develop formal and informal peace interventions among their circles of influences. (family, church, community, work place)
Building a Peace Builders Alliance, a support network for Peace Builders that offers ongoing training, resource sharing and supervision of those providing conflict counseling, mediation and prevention training
Building partnership with people & organisations beneficial to Peace Bridges ongoing work. In particular we seek to support the mandate of EFC through providing peace building services and advice within the EFC.
Support and coaching to peace builders to ensure application of new skills, knowledge and attitudes in their circles of influence (work, family, church and community).
Support peace builders and their partner organisations to develop peace building programs within their organisations. We have supported peace builders in various places to run programs long and short term in partnership with us. Two partnerships with promise for long term program partnership development are: Sunrise, an NGO in Kampong Cham and New Life Fellowship Development Ministries in Takeo province.

iii. Family Violence Prevention Research Project focuses on determining the best ways PEACE BRIDGES might contribute to building healthy relationships in Cambodian families by:

Understanding the bigger picture of family violence in Cambodia
Making recommendations for a small research project on a specific area of interest within the wider picture
Developing recommendations on a pilot project and trialing the project with selected partners
Deciding on a way forward.

iv. The English Speaking Service Unit focuses on cooperating with other units to build parallel services to English speakers, especially those with a strong potential to influence Cambodian partners we work with by: