Rationale Governance has traditionally been associated with legal compliance, fiduciary oversight and accountability to Boards and donors. Yet for many peacebuilding organisations, this understanding is increasingly incomplete. Alongside legal responsibilities sit other forms of accountability to staff, members, partners and communities. Balancing these different accountabilities is rarely straightforward, particularly as organisations seek to strengthen participation, representation and locally led approaches while retaining clear responsibility for organisational decisions.
These questions are often central to our work with individual partners, yet not easy to engage with as they require a re-allocation of power. An external partner, as well as dedicated funding and attention, can help create the space for such delicate conversations. They also benefit greatly from being supported through peer exchanges, between partner organisations and between Board members themselves.
Our peer-learning initiative
As a separate yet complementary initiative to its Organisational Development support, PeaceNexus launched in Q4 of 2021 a board-level peer-learning group. Facilitated by a peer-learning specialist, it provides a safe space where Board members can reflect on their role and how to evolve it in today’s context, as well as receive support and practical suggestions for their immediate challenges.
An internal review, as well as regular attendance, confirmed the need. It is now an on-going initiative open to PeaceNexus’ current and past international OD partners.
Small grants and reflection paper
In 2024, PeaceNexus provided a small grant to six of its partner organisations to support their governance adaptation efforts: Build Up, UNOY, GPPAC, Life and Peace Institute, Conciliation Resources and International Alert. The report Rethinking governance for mutual accountability: Lessons from six peacebuilding organisations captures their journey as they re-examined their organisational identity and legitimacy, created and held space for difficult governance conversations; and translated these reflections into new governance practice.
