Implementation modalities
Implementation modalities are the common instruments, methods, resources and strategies needed to implement the Institute’s work. These modalities complement LPI’s guiding principles in describing how LPI’s work is carried out. The list below is not exhaustive but describes the most common modalities.
Planning Monitoring, Evaluation and Learning (PME&L)
LPI's work systematically with a results-based tool for PME&L, specifically developed and tailor-made for its work in conflict transformation and capacity building. The PME&L toolkit consists of a matrix (inspired by the Log Frame Approach, and extended) and is accompanied by a series of concept papers dealing with the major steps of the PME&L process. This tool was tested by the field programmes during 2008 and has, since mid 2009, been gradually applied in all of LPI’s programmes.
Participatory Action Research (PAR)
PAR is a participatory approach to conflict transformation that involves the conflicts’ stakeholders and combines traditional field research and the regular feedback of research results to relevant stakeholders and interested parties, preparing the ground for subsequent conflict transformation actions. The objectives of PAR are twofold: 1) to better understand local conflict dynamics in order to develop clear action plans that take into account the various dimensions of the conflict, and 2) to identify areas for change. Our experience has shown that such analyses are equally valued by local and international actors, as these analyses have led to debates on wider issues. Through the PAR methodology, the problems are directly addressed by all of the actors within a given conflict. Solutions to the problems or conflicts will be drafted by all of the actors after the final round table sessions.
LPI operates in very dynamic and often rapidly shifting environments. Scenario planning helps the Institute to prepare for the future as well as to think flexibly and strategically around various actual and potential risk factors. LPI carrys out systematic scenario planning using both inductive and deductive approaches. Scenario planning is carried out in relation to the development of implementation plans, annual plans, conflict analyses, and for specific issues of relevance. Monitoring contexts and following up on these plans and their strategic implications in relation to unfolding scenarios are an important part of the continued work in each programme.
LPI supports civil society groups in conflict areas and the capacity building work is placed within a conflict transformation framework. The engagement with partners is realised through a process of organisational analysis and strategic positioning that will clarify their engagement in conflict transformation, priorities, resources for conflict transformation, as well as strengths and weaknesses. This leads to LPI and its partners arriving at a common vision for the work, which will serve as a basis for defining the modalities of their collaboration for the coming years. LPI supports the institutional and organisational development of our partners. Specific and tailor-made plans are developed to determine the step-by-step accompaniment of partners necessary to enhance the partners’ conflict transformation capacity.
Resource mobilisation and management
LPI regards resource mobilisation as a way of securing financial, human and institutional resources to support the Institute’s work. LPI was established without an endowment fund, which means that each project and programme, as well as core costs for support to the work in the field programmes, need to be fully covered by grants and donations. The financial resources for our conflict transformation work are generated from governments and private sources within Sweden and internationally. LPI believes that effective resource mobilisation goes hand in hand with accountability, transparency and building long-term relationships, demonstrating the value and outcome of its work to all stakeholders including donors.
Crisis and security management
LPI's intention is to further develop our capacity to analyse and manage risks, and to improve security management. Working in constantly changing, and at times very volatile, environments puts special demands on LPI to be able to ensure that its staff is sufficiently trained in security management at a local level, but also that LPI as an organisation is able to respond to and handle crises. A special effort was made during the end of 2009 and the beginning of 2010 to review and better harmonise the overall security policy and the security plans of the different field offices. The review also provides recommendations for better mechanisms within the organisation with regard to crisis management. LPI strives to ensure that all staff operating in the field has relevant and updated training in security management and personal safety.