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Communications strategy: IPI will work with the BMGF and key players in affected communities 
to develop an advocacy campaign that can "turn" opinion in favor of anti-polio vaccinations. The 
campaign will be designed to promote social mobilization in a comprehensive and sustained way 
to break down longstanding misperceptions and misinformation, to highlight the risks of polio, 
and to encourage parents to bring their children forward for vaccination. At this time 
recommendations for enabling implementation of the anti-polio campaign in the affected 
communities, through existing delivery mechanisms, will also be made 
We believe that these objectives are reachable under the current, albeit difficult, prevailing conditions. 
However, the timelines and "deliverables" would have to be reviewed if there were major negative 
changes in the external environment. 
IPI's work on peace and health will focus on the following outcomes: 
• 
Mainstreaming the issue of health into IPI's core activities devoted to conflict prevention, 
mediation, and peacebuilding, particularly in fragile states; 
• 
Planning for a high-level meeting on peace and health, to be held in 2014; 
• 
Supporting centers of excellence and international networks on disaster risk reduction to better 
prepare for and respond to mega-disasters; 
• 
Developing projects designed to create a virtuous cycle between improved healthcare and 
sustainable development, particularly as part of the post-2015 Development Agenda; 
• 
Enhancing cooperation among humanitarian actors responding to the crisis in Syria in order to 
more effectively address the needs of internally displaced persons and refugees. 
To carryout its work in this area, IPI will: 
• 
Carry out research and analysis on the dynamics, trends, and linkages of key challenges to human 
and international security and on the gaps in response capacities; 
• 
Produce publications, including books, policy papers, meeting reports, issue briefs, and web-based 
analysis; 
• 
Hold meetings and provide forums for policymakers' discussions and engagement, consensus 
building, and strategy development to generate policies and initiatives for enhanced multilateral 
responses and institutional effectiveness; 
• 
Deliver real-time support to the UN, regional organizations, and their member states on specific 
policy processes; 
• 
Conduct outreach to key decision makers on the program's findings to disseminate and promote 
findings and policy recommendations, via web and hardcopy disseminations, IPI events, participation 
in conferences and seminars, in-person and video briefings, and training opportunities. 
• 
Conduct mapping exercises involving the collection, analysis, and assessment of information 
contained in multiple primary and secondary sources, from reports to meetings and interviews, to 
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synthesize and communicate knowledge and experiences on a specific issue or theme. A mapping 
exercise is not an end in itself. It remains a preliminary exercise that leads to the identification of 
gaps and needs to foster policy development and effectiveness on the topic at hand. 
Implementation Timelines and Phasing 
The polio eradication project will take a phased approach in each of the four countries, following the 
steps of situation assessment, survey, facilitation, and communications strategy, with lessons learned 
from one country to be shared with others. A detailed overview of Outcomes and Milestones is provided 
in Appendix A. 
IPI will collect the lessons learned from the polio eradication project, and build on these to look at other 
situations where there is a link between peace and health. Over a period of five years, the Initiative will 
launch a series of projects that relate to peace and health, including: natural disasters (and humanitarian 
affairs); development; sustainable urbanization; food and water security; conflict prevention; and 
organized crime. 
The re-emergence of polio in conflict-prone regions underlines the need to address polio as part of a 
wider and holistic set of interventions that looks at peace and health. Focusing on polio alone will not 
address the underlying conditions of vulnerability. It may also divert resources and attention from other 
problems and health issues, risking a backlash against the polio campaign and workers. Therefore — as 
the examples of Pakistan, Nigeria and Somalia illustrate — it is impossible to eradicate poverty without 
addressing the underlying, broader issues of which security, peace and stability are essential. 
Any External Factors or Significant Challenges that would hinder implementation of the Project and 
proposed Steps to address or mitigate them 
See section VII on Risks. 
V. ORGANIZATIONAL CAPACITY 
Description of IPI's strengths & capacities to implement, manage & monitor progress, 
including: 
IPI Mission Statement 
The International Peace Institute (IPI) is an independent, international not-for-profit think tank with 
offices in New York, across from United Nations headquarters, in Vienna, and a Middle East regional 
office in Manama, Bahrain. IPI is dedicated to promoting the prevention and settlement of conflict by 
strengthening multilateral institutions. It sees peace and security as prerequisites for poverty eradication 
and development. To achieve its purpose, IPI employs a mix of policy research, strategic analysis, 
publishing, and convening. 
The Institute was founded in 1970 as the International Peace Academy (IPA), which focused on training 
military officers and diplomats for United Nations peacekeeping operations. In 2008, the organization 
changed its name to the International Peace Institute to reflect its current identity as a research 
institution that works with and supports multilateral institutions, governments, civil society, and the 
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private sector on a range of regional and global security challenges. IPI also carries out work in and on 
Africa, the Middle East, Europe, and Central Asia. 
With a staff from more than twenty countries and a broad range of academic fields, IPI partners with 
regional organizations, think tanks, universities, and NGOs to conduct research, produce publications, 
and convene meetings in many parts of the world. 
Missions/goals and current activities related to the Project 
"Polio Eradication and Peace and Health" would in many ways be an extension of other IPI projects, 
allowing IPI to introduce the health perspective into its work and analyze new links. For example, IPI has 
an established track record of work on conflict prevention, mediation, and peacebuilding, but IPI will 
now explore how these tools can be used to reduce the impact of conflict on health and development, 
particularly in fragile states. Similarly, IPI will be able to enhance its work on humanitarian issues and 
transnational threats, respectively, by looking at their relationship to health as well. 
How the Project furthers the specific mission/goals of IPI 
A new workstream focused on peace and health, starting with polio eradication specifically, will be an 
essential new piece in IPI's work to promote the prevention and settlement of conflict and to reduce risk 
and vulnerability. IPI will carry out analysis on the link between peace and health, and present its 
research findings, with recommendations, to policymakers. This will position IPI to expand its work to 
build the capacity of international institutions—a core component of IPI's mission—to address peace and 
health issues also. 
Description of IPI's leadership, management & operational structure 
IPI is governed by a board of directors who convene biannually to address organizational issues and to 
review and approve IPI's annual budget. IPI's President sits on the board of directors and heads IPI's 
management team, who collaboratively oversee IPI's three offices. In addition, two non-governing 
Advisory Boards provide input to IPI's New York and Vienna offices, respectively, as needed. 
Similar types of projects IPI has undertaken in the past, including the goals of those projects and 
success in relation to those goals 
Since 2006, IPI's flagship research program, Coping with Crisis, Conflict, and Change (CWC), has provided 
policymakers with analyses of conflict management tools and transnational threats to peace and security 
and offered a platform for decision makers to build consensus on ways to strengthen multilateral 
response capacity. CWC will serve as a model for the work IPI will conduct on peace and health, which 
will involve exploring new linkages and trends and putting forth recommendations for international 
institutions to address them. 
In recent years IPI's Middle East Program has carried out numerous survey projects with similarities to 
the one proposed on polio eradication. Through these projects, IPI gained experience with field-based, 
in-person polling, as well as phone banks. The surveys aimed to develop portraits of key groups, issues, 
and motivators in the region in order to better understand the current situation and produce up-to-date 
and relevant policy research. The polls received wide, international media coverage. Using the polling 
data, plus fresh analysis on the issues, IPI developed visual presentations to describe trends and 
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challenges in the region. IPI's polling results and related presentations have been given at its ministerial 
dinners and to constituents in New York, Washington, DC, and in European and Asian capitals. 
For IPI's current project on the humanitarian situation in Syria, IPI has formed an informal, strategic 
working group as a starting point for greater and more effective regional cooperation in the Middle East. 
The project involves mapping the humanitarian landscape, i.e. identifying the global and regional 
humanitarian initiatives that aim to address the particular humanitarian dilemmas pertaining to 
maintaining and obtaining access to the populations in besieged areas, other areas of the country and 
refugees in and outside of camps; as well as discussing security and protection issues. 
Additionally, as part of its Arab Youth Project, IPI conducted interviews in Egypt in 2012 to develop an 
understanding of the shifting aspirations and activism of the youth. Through the publication of the 
project's findings and related convening, IPI is providing policymakers with an insight into the youth's 
priorities and their role as influencers within the Arab world's new political landscape. 
IPI's Peace without Crime project has developed a methodology for analyzing organized crime in fragile 
states and IPI staff members have experience as a result of this, and other projects, with operating in 
difficult environments. 
Unique characteristics/activities of IPI that make it particularly well-suited to implement this Project 
IPI's niche lies in its ability to generate cutting-edge research, policy analysis and recommendations, and 
to reach and influence policymakers at all levels. These qualities would be fully leveraged for the benefit 
of the project. 
Through the publication of policy papers, meeting notes, issue briefs, and books, as well as analyses 
published on IPI's website, www.theglobalobservatory.org, IPI continually delivers timely policy 
recommendations to policymakers. 
IPI's work is also disseminated through the organization of more than 100 events in New York and 
Vienna each year, including conferences, workshops and roundtable meetings; and two ministerial 
working dinners on the Middle East at the opening of the UN General Assembly each September. 
Through its convening activities, IPI enjoys direct and frequent access to policymakers, with the UN 
secretariat and member states making up more than two thirds of participants. The purpose of these 
meetings is to promote a better understanding of issues as well as the emergence of common ground. 
IPI has also played a more direct role in advising and supporting the UN secretariat by preparing or 
commissioning policy papers for UN decision makers, and seconding staff to the UN secretariat to assist 
in specific tasks. 
Furthermore, while IPI's work has a global perspective, it is able to act locally through its operational 
experience, particularly in fragile states. 
Changes foreseen to IPI's current organizational budget 
Current program work related to peace and health would absorb a significant portion of the proposed 
funding, while new program work and activities—a substantial new project on polio eradication, 
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together with the additional staffing and activities entailed for a major initiative on peace and health—
would result in a material increase in IPI's current budget. It is anticipated that IPI's latest forecast for 
2013 of approximately $8.3 million would increase by an estimated $2-2.5 million. 
Steps IPI would need to take to increase its capacity to successfully implement this Project, its 
plan for doing so, and for maintaining that capacity once funding for this Project is complete 
IPI will, where possible, tap into existing resources for this project. Several current staff will participate in 
carrying out the project, particularly those knowledgeable about the relevant geographical and thematic 
areas. IPI will also utilize current administrative and grants management resources. 
In addition, IPI will engage in consultant capacities, an expert on Pakistan and an expert on Somalia and 
Nigeria. The contracted experts will be retained for the duration of the project. Once funding is 
complete, IPI will assess the need to continue retaining the consultants, as well as their availability. 
IPI's proposal includes the hire of a full-time (100% FTE) policy analyst or senior policy analyst for polio 
eradication. In addition, IPI will plan to hire two new full-time staff (100% FTE)—a policy/senior policy 
analyst and a public-health expert—for the broader body of work on Peace & Health. 
Potential financial impact or risk to IPI associated with implementing this Project 
IPI maintains the highest level of prudence and transparency in its accounting of funds. A prominent risk 
of operating in these countries is the high level of institutionalized corruption, which can complicate the 
disbursement of funds in country. However, by identifying trusted local partners and through the proper 
accounting of project disbursements, IPI expects to minimize the financial risks involved. 
Any prior BMGF grants IPI has received that are relevant to this Proposal and the result of 
those grants 
None; not applicable. 
Description of key partner organizations, sub-contractors and sub-grantees previously 
identified by IPI and reason IPI is comfortable with their capacity to perform as necessary for 
the successful execution of this Project 
IPI will sub-contract some of its survey work to specialized consulting firms with expertise in fragile states 
and proven records of success. 
How IPI will administer & manage funds for this project, directly or through a third party 
IPI will administer and manage funds for this project directly through its Finance Department. 
VI. PROJECT BUDGET 
How Outcomes & Milestones are supported by the proposed budget 
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The proposed budget supports the outcomes and related milestones—for both polio eradication and 
peace and health—with funding for additional staffing, consultants, meetings, publications, travel, and 
other program activities. 
Factors that could significantly affect IPI's ability to operate within the proposed budget and how IPI 
proposes to manage or mitigate those factors: 
As noted earlier, the project—and in particular the initiative on peace and health—is an ambitious, long-
term undertaking requiring significant organizational capacity, including additional staffing, to support 
the achievement of Outcomes and Milestones. The budget includes contingencies in most categories to 
cover unexpected costs associated with the significant scaling-up of human and other resources and 
capacity. IPI expects to manage the uncertainties involved with the project scale through the ongoing 
monitoring—and donor reporting and review—of project expenditures relative to budget and to 
available funding, with any midcourse adjustments proposed in timely manner for donor consideration 
and approval. 
To the extent that IPI relies on additional funding to make this grant successful: (proposed sources of 
funding, grant from another organization, or earned revenue generated by this project); status of 
those funding sources; assumptions used to generate any estimates; strategies & timeline for securing 
the necessary additional funding) 
The funding requested would provide substantially for the resources required for successful project 
implementation. 
VII. RISKS 
Significant Challenges (if not previously addressed) to the success of this Project, including IPI's ability 
to achieve the intended results within the planned timeframe: 
One challenge of the polio-related work is that the project may run into security and access issues 
resulting in not being able to achieve the necessary level of penetration and broad reach proposed in the 
project, thereby compromising results. However, IPI's implementing partners are already embedded at 
the community level in Pakistan, Afghanistan, and Somalia and will engage with community leaders in a 
sensitization process, employing local surveyors and local NGOs who can move freely in the local 
communities. Furthermore, the project has been framed to be broadly non-political and will be 
implemented in such a way as to present positive benefits for engagement at the community level, 
thereby reducing the likelihood of the study being targeted. 
Another challenge is that the project has the potential to reinforce suspicions rather than dispelling 
them. Therefore, local interviewers will be used to reduce perceptions of a Western intrusion. Also, 
female interlocutors will be employed, possibly employing alternative entry points, such as maternal 
health or other non-confrontational health issue to breach a discussion on polio vaccinations. Presenting 
the consultations as training or workshops will further reduce suspicions of the motivations behind the 
project. 
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Specific, country-related external factors and significant challenges are as follows: 
Pakistan 
While the security situation in Pakistan can be volatile, improving health and healthcare in the country is 
an important step to achieving long-term stability in the country. The project has been framed to be 
broadly non-political and will be implemented in such a way as to present positive benefits for 
engagement at the community level, thereby reducing the likelihood of the study being targeted. 
Relationships with communities and key stakeholders have already been established and effective 
strategies are in place to overcome security challenges. 
Nigeria 
Challenges in Nigeria are two-fold: the high-levels of community antagonism seen in some areas and the 
threat of Boko Haram. Nigeria has the highest non-compliance rates (refusal) rates of any country where 
polio persists. Refusal to take medicine stems from a fear of Westerners and Western medicine, as there 
is the perception in some communities the vaccination campaign is a Western plot to kill Muslim Africans 
or to make Muslim children sterile. Additionally, polio workers have been the victims of attacks by Boko 
Haram, although it is not clear if polio workers are targeted, or if the healthcare sector as a whole is 
targeted. Project staff and consultants have experience conducting survey work in West Africa and 
overcoming both community based and security based challenges. 
Somalia 
Insecurity will likely be the greatest challenge to implementing the programme in Somalia as foreign aid 
organisations are unable to access parts of the country still prone to conflict or under Al Shabaab control. 
Al-Shabaab still has considerable capacity to trigger violence and instability as the recent spate of 
violence in Mogadishu, and the June car-bombing of the UN compound has demonstrated. Specifically in 
regards to healthcare, Medecins Sans Frontieres announced in August 2013 it is closing all its 
programmes in the country after a 22 years presence due to attacks on staff. 
Additionally, the evolving political and military context in Somalia also continues to present challenges 
for development partners to ensure concrete and measurable impacts on the lives of ordinary people. 
The structure of the state remains incomplete, with little progress on formalizing the constitution and 
establishing the electoral process, and a number of major points of contention remain, including the 
constant challenge of managing relations between the central and regional governments. 
In the highly volatile programming environment of Somalia, flexibility and innovation in a dynamic 
context are essential. In such an environment, investments must be predicated upon the best possible 
assessment of the ways in which initiatives influence the progress in Somalia in the direction of a 
sustained peace. Project staff and consultants have proven capabilities in working in the country, 
overcoming political and security challenges to initiatives and delivering results. Relationships with 
communities, local non-profit and community organisations and key stakeholders in Government have 
been previously established and effective security strategies are in place. 
Afghanistan 
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Inaccessibility is a challenge in implementing vaccination campaigns. The southern provinces of Hilmand 
and Kandahar are well known for their insecurity. Inaccessibility caused by insecurity can have severe 
consequences — as demonstrated by Maiwand District, Kandahar. In Maiwand District, a small 
geographical area, unreached by vaccinators for three years, reported six polio cases in 2012. At the 
same time, local negotiations have allowed for the vaccination of vulnerable children, a clear 
demonstration that insecurity does not automatically have to equate to inaccessibility. 
The timing of engagement in Afghanistan is a critical consideration. As ISAF troops prepare to withdraw, 
interventions that focus on sensitive topics, particularly polio, for which there has been a longstanding 
suspicion of the covert involvement of Americans, must move carefully. While the project will apply the 
usual cautions in not exacerbating existing tensions, it is proposed to commence operations in 
Afghanistan later on in the project so as to be confident of the programming environment. 
Factors (describe each, and how it might be overcome or addressed, plus those that cannot be wholly 
overcome or addressed, and why IPI remains confident in achieving the intended results in a timely 
manner) 
Liaison with government authorities on the security situation; outreach to certain groups, organized in a 
discreet and sensitive manner; however, it must be emphasized that many of the external factors are 
connected to other issues (eg. terror attacks) over which IPI will have no control except to wait for the 
earliest opportune moment. 
VIII. MEASUREMENT, LEARNING & EVALUATION 
IPI Plan for assessing and documenting progress and lessons learned 
IPI believes that capturing the lessons learned from a project leads to stronger methodologies and 
processes in future projects. For this project, IPI will devise a formal lessons learned document in the 
project planning phase. The document will detail what went well and why; and what problems occurred, 
how they were handled, and recommendations for avoiding them in the future. 
Throughout the project's lifecycle, all staff working on the project will document their lessons in a shared 
project journal. Two IPI policy analysts (one working on peace and health and the other on polio 
eradication) will be responsible for inputting the information from the project journals into the lessons 
learned document. The document will be distributed to appropriate staff and remain available in IPI's 
archives for use in future, similar projects. Upon completion of the project, IPI program directors will 
review, approve, and implement the recommendations in the lessons learned document. 
IPI Mechanisms (existing or anticipated) to evaluate results of this Project 
IPI has several monitoring and evaluation tools and processes in place that will be useful for this project. 
First, IPI's Development Department is responsible for keeping track of evidence of impact using five 
specific indicators that could relevant for the "peace and health" component of this project: 
1) Requests by the United Nations and member states for IPI to partner on initiatives that support 
the priority issues on their agendas. 
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2) Evidence that policy analysis and policy recommendations generated by IPI have been useful in 
informing the work of the UN and member states. 
3) Cases where the UN, member states, and the media have solicited and relied on the knowledge 
and expertise of IPI staff. 
4) Demand for IPI to convene meetings to promote the better understanding of an issue or to 
facilitate political consensus. 
5) Ability to reach increasingly broad and diverse audiences through the dissemination of IPI's 
research, policy analysis, and meeting outcomes. 
Second, IPI maintains a "publications impact tracker" for compiling information on the impact of IPI 
publications. This tool consolidates quantitative data (e.g. on a publication's web performance) and 
qualitative information (e.g. references to the publication and source and date, as well as any policy 
implications), helping to capture indications of impact that fall under indicators 2 and 5 above. 
Third, IPI routinely distributes evaluations at its events. Project staff will tabulate event questionnaire 
results and submit them to the Directors of Research, Programs, and to Development, who will then 
suggest modifications to activities based on results, if needed. 
Regarding the polio eradication component in particular, IPI will assess the project results in relation to 
the projected Purpose, Goals, Anticipated Outputs and Results stated in the above Project Description. 
These will be based on the information in Appendix A Outcomes and Milestones, which will be a valuable 
tool for tracking the project's progress. 
IPI plans to evaluate the project using only internal resources, as it generally does not bring in external 
evaluators or contractors unless suggested by a donor. 
IX. SUSTAINABILITY: 
IPI plans for sustainability of this Project after the grant period has ended 
As mentioned above, IPI is both mobilizing current staff resources and developing additional capacity in 
order to carry out this project. IPI intends for the project to be a catalyst for integrating a broader, long-
term "peace and health" program into its core activities. IPI aims to establish itself in the "peace and 
health" field over the course of the grant period. 
As the BMGF works with the Global Polio Eradication Initiative (GPEI) to figure out how innovations 
developed for polio eradication efforts can be used to support other health initiatives and immunization 
programs, IPI will build and sustain its expertise on peace and health issues. IPI's work to help 
understand local barriers to access, for example, may prove valuable to efforts to strengthen the 
comprehensive immunization programs of other vaccine-preventable diseases, including diphtheria, 
tetanus, whooping cough, and measles. 
X. GENERAL DUE DILIGENCE: 
IPI is neither a commercial nor a for-profit entity. 
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Project activities in countries where US embargoes (Cuba, Sudan, Iran) or significant economic 
restrictions (eg. North Korea, Myanmar, Syria) apply 
None. 
XI. PROPOSAL SUBMISSION CHECKLIST: 
• Proposal narrative; 
• Completed Appendix A, Outcomes & Milestones Chart; 
• Summary Budget, 2013 (detail per template to come); 
• Most recent financial statements (2012 audited) 
• Board of Directors List; 
• Annex: 
Middle East in Transition: Meeting Note 
IPI Policies on Child Protection, Background Check, Ethics, and Risk 
Management 
END 
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