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MEASURING RESULTS

CMI’s working environment is typically fluid and high-risk. In such circumstances, demonstrating cause and effect in simplistic terms is not the way to go. At the same time, however, there is always a strong public demand for clear results. Given this dilemma, careful but robust approaches are needed. CMI is strongly committed to developing our internal processes to meet these diverse demands.

Conflicts are prime examples of ‘wicked problems’: unique in their characteristics, and impossible to describe definitively. There are no right or wrong answers to such problems, only better or worse. Resolving complex conflicts is itself a complex undertaking, involving a great and often clashing variety of individuals, groups, interests, and risks. Conflicts are invariably characterized by starkly polarised perceptions, and this can lead to narrowed perceptions of the possibilities for peace and of the means to achieving it.

Results-Based Management (RBM)

At the core of CMI’s approach is our system of Results-Based Management (RBM). Incorporating internal planning, monitoring and evaluation processes, risk management and financial monitoring, RBM enables us to contribute to more effective and sustainable peace processes.

Effective implementation requires the continual development and fine-tuning of the appropriate tools and approaches. Capacity-building and quality assurance through strengthened peer-to-peer learning are key parts of our work. We also support cooperation and outreach with peer organizations and others involved in conflict resolution and peacebuilding.

Internal planning, monitoring and evaluation

Internal planning, monitoring and evaluation (PME) improves the quality and effectiveness of CMI’s programme and our ability to contribute to peace processes and to development of the mediation field. It is a comprehensive effort of the entire organisation, and enables results-based assessment and management of the programme. The PME process has three key objectives:

  • Learning: In the highly complex and risky social and political environments we work in, adaptive learning is vital. A structured PME process helps us to reflect on experiences, adapt to change, and learn from every experience. It allows the whole organisation to grow and improve continually.
  • Enhanced management: PME supports every aspect of CMI’s programme and projects. As a management resource, it is essential to sustaining the practices that work well and to changing those that still need improvement.
  • Accountability: A continually developing ability to learn and to better manage our operations helps us to continue to meet external expectations. Ultimately, our accountability to beneficiaries is about making a positive difference to conflict resolution.

Types of results

The desired impact of CMI’s work is to prevent and resolve violent political conflict. CMI aims to achieve this through strengthening the effectiveness and sustainability of conflict resolution and prevention processes, agency and practices.

PROCESSES: We make better peace processes by contributing to a conducive environment, strengthening participation of key actors in a manner supportive of national ownership, and improving the substantive quality of peace processes and agreements.

AGENCY: We make better peacemakers by ensuring that all parties central to the processes have the necessary expertise, capacities and opportunities for constructive participation, including marginalized groups, especially women.

PRACTICES: We make better ways of building peace by strengthening the international practice of peacemaking through our own experience.

Each context and conflict is unique, and so the approach taken to solve each conflict must also be unique. As such, successful conflict resolution processes bring together a broad and diverse array of skills and approaches.

Even the best-laid plans can be or become inadequate to the real-world demands they must meet, and for this reason every plan for conflict resolution must be flexible enough to cope with evolving contexts and changing needs. The activities that CMI supports can help in breaking deadlock and in building on the positive momentum that is readily available when circumstances permit.

Results in 2018