Learning from Nine Examples of Peacebuilding Evaluation

Evaluation Strategy
Pact and Act! decided that Action Research was an appropriate methodology
for their purposes given that the reflective nature of the methodology
took advantage of the strong oral tradition in the region and the social role
external actors could play in asking potentially controversial questions. The
strategy also allowed for the development of self-reflective skills among
local leaders in another sphere. For the Pact and Act! team, these considerations
meant developing a process in which peacebuilders examined their
own theory and practices systematically and carefully.
Three themes were focused on: collaborative peace system strengthening,
sector response unit strengthening, and trauma healing and social reconciliation.
In total, fifty-five action researchers were selected from Somali project
partners based on at least five years of experience in peacebuilding, interest
in participating, and English literacy. Participants underwent training for ten
days, during which external facilitators also helped them develop specific
research questions. For ongoing support, the Center for Peace and Action
Research in Wajir, Kenya provided mentoring throughout the project.
Considerations on the Methodology
Strengths
• The process of deep self-reflection allowed the research team to not only
learn from the project but also test long-held assumptions about cultural
attitudes, including whether or not one’s own culture was predominantly a
culture of violence or a culture of peace. The process also created a safe
space for local partners and the program implementers to step out of those
culture norms for a moment. For instance, in the Somali cultural context, the
research team discovered that expressing personal feelings is seen traditionally
as betrayal of the wider community. In particular, women, who due to
caste system norms in Somalia did not have a space to express their thoughts,
now were able to express their feelings about their role in peacebuilding.
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• The inclusion of the organizations’ internal teams has made them more reflective
and see themselves as a part of the change needed to build stable
peace. As a result, they are taking more direct initiative to address problems
they have identified.
Challenges and Pitfalls
• The method was deeply rooted within the organizations’ structures. As a
result, the methodology could not provide the objectivity that an external
evaluator could.
• As with most new procedures and processes, the staff needed to be made
familiar with this methodology and also increase their ability to adopt a
more objective research perspective given the nature of the oral cultures in