Nonviolent Peaceforce
Transforming the world's response to conflict
Nonviolent Peaceforce
EIN: 35-2197019
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
According to the Global Peace Index, the world has become less peaceful since 2008 (Institute for Economics and Peace, 2020). The World Bank (2019) reports that more than 2 billion people live in countries affected fragility, conflict and violence, and the principle of civilian immunity to war has eroded to the point where the vast majority of casualties are now civilians. According to the United Nations (UN), the number of people forcibly displaced in 2019 was more than 79.5 million, the highest-level ever recorded (UNHCR, 2019). Remedies that are efficient, cost-effective, and easily-replicable urgently need to be scaled up throughout the world. Nonviolent Peaceforce believes that Unarmed Civilian Protection (UCP) can effectively reduce violence, increase the security of vulnerable civilians, and promote mechanisms of peace. UCP is a relatively new but field-tested approach that meets the needs of vulnerable populations caught in zones of war and conflict.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Myanmar
Nonviolent Peaceforce is helping local actors protect civilians and build peace in regions where there’s conflict. Between 2012 and 2017 NP trained civil society and ethnic armed groups in ceasefire monitoring and civilian protection. Since 2018, NP supports women and youth to become leaders, training more than 100 Emerging Women Leaders (EWLs) to respond to issues that are important to their communities. In doing so, NP is creating opportunities for discussions between groups and allowing civilians to participate in the early stages of Myanmar’s peace process as well as local decision-making processes. NP has brought together representatives of civilian protection networks from different ethnic areas to reduce isolation and create learning opportunities. In a similar way, NP has connected women and youth from various groups to strengthen their voices and encourage the population to pay more attention to their needs.
Philippines
NP is an implementing organization of the ongoing peace process between the Moro Islamic Liberation Front and the Philippine government. Our mandate for implementing the peace process includes:
- Monitoring and reporting individuals’ concerns about safety.
- Protective accompaniment for civilians and organizations in areas of conflict, including NP team members accompanying hostage survivors to reunite with their families.
- NP monitors whether conflicting parties are abiding by ceasefire agreements, and it verifies and reports compliance and noncompliance of agreements.
- NP creates safe spaces for peaceful dialogue between different stakeholders in the country, including local institutions, for community-based conflict prevention and conflict resolution.
- Training local leaders and organizations in UCP methodologies for monitoring, unarmed peacekeeping and civilian protection.
South Sudan
NP uses a mix of strategies to prevent violence, enhance the safety and security of civilians, build and strengthen local peace infrastructures, and devise and implement locally-led peace and protection strategies. By doing so, NP is able to protect civilians and support the cohesion, resilience, and the adaptive capacity and recovery of communities affected by violence and insecurity.
Some of NP's activities in South Sudan include:
- Direct protection and presence, including patrols and protective accompaniment for those at risk of violence.
- Referring survivors of sexual and gender-based violence or other protection concerns to relevant services.
Supporting peace dialogues within and between communities experiencing or at-risk of violent conflict.
- Creating and maintaining early warning/early response systems.
- Forming and strengthening Women’s Protection Teams to enable women to take leading roles in the protection and peace of their communities.
Iraq
In early 2017, NP began working in Iraq to protect people fleeing violence. As the situation in the country evolved, a critical need emerged to protect vulnerable IDPs in camps, people returning to contested and high-risk areas, and people located in tense regions near the Syrian and Turkish borders, in Northern Iraq.
NP’s work in Iraq is centered around protecting civilians, preventing violence and building peace side-by-side with local communities. We do this through a range of activities, including:
- providing protective presence, such as through patrols and accompaniments;
- helping communities build safe spaces – particularly for women and youth – that allow communities to address protection concerns and work on peace initiatives;
- providing mentoring in Unarmed Civilian Protection; and
- facilitating rumor control and awareness-raising sessions to reduce tensions and foster peaceful coexistence.
United States
Grounded in the strengths and needs of local community partners, NP is building relationships with community members, leaders, and organizations to identify gaps and approach safety and security from a holistic perspective. Our work is informed by understanding what communities need to feel safe and secure—to feel affirmed and a sense of belonging— which includes and goes beyond physical safety.
NP's activities in the U.S. include:
- Providing direct protection: NP continues to train new staff and volunteers to deescalate conflicts without weapons, liaise between groups, accompany vulnerable communities, and more.
- Strengthening community protection capacities: We provide ongoing training, mentoring, and support to communities who have invited us to support their safety work.
- Reimagining school safety: NP is partnering with the Minneapolis School District to develop a Student Peace Advisory Group to help students take the lead in creating new school safety initiatives.
Sudan
NP is working in Sudan to deepen the implementation of Unarmed Civilian Protection (UCP) in Darfuri communities. Our first team there has been training and coaching local leaders in peacebuilding and civilian protection. NP is also building relationships with conflict-affected communities to identify needs and priorities for the work. The team is conducting orientation workshops about UCP for women, youth or marginalized communities that explore how UCP can strengthen existing community self-protection efforts.
NP’s work in Sudan is just beginning. Our goal is to enhance safety and security of high-risk communities in Darfur by supporting and strengthening local peace initiatives such as:
- Locally-brokered peace agreements
- Serving as an intermediary between groups in a dispute
- Supporting communities to actively engage in regional and national peace processes
Thailand
Our work in Thailand began in 2015, when NP teamed up with Rotary Clubs of St. Paul, Minnesota, U.S. and Khuanlang-Hatyai, Thailand for three workshops on civilian engagement in peace processes. From these workshops, our Thai relationships grew.
Civil society groups have been crucial in providing various support and services to victims and survivors of violence. From 2016 to the present, most of NP's work has been in Southern Thailand—in Patani, Yala and Narathiwat Provinces—through collaboration with local partners.
Ukraine
During our rapid response and start-up phase, NP has been meeting with key people on the ground around the country—such as women’s shelters, student groups, and humanitarian partners—to collaborate on how and what way these groups would welcome UCP strategies. In violent conflict, there are a lot of unknown factors, but the strength of NP is we adapt to context and needs by listening to local people.
From connecting an elderly man named Yuri to the medical services he needed in Kharkiv, to assisting a woman with heat sickness in Mykolaiv, NP is advocating for civilian needs and capabilities to the international community.
Where we work
External reviews

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Our results
How does this organization measure their results? It's a hard question but an important one.
Evaluation documents
Download evaluation reportsNumber of accompaniments for vulnerable people, primarily women and children, in one year
This metric is no longer tracked.Totals By Year
Population(s) Served
Women and girls, Children and youth
Related Program
South Sudan
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of countries with active programs
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of people trained in unarmed civilian protection
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of children cared for in child-friendly spaces
This metric is no longer tracked.Totals By Year
Population(s) Served
Children and youth
Related Program
South Sudan
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Number of people protected at food distributions
This metric is no longer tracked.Totals By Year
Related Program
South Sudan
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Total number of UN- and UN-related policies that include Unarmed Civilian Protection
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
We envision a worldwide culture of peace in which conflicts within and between communities and countries are managed through nonviolent means.
Nonviolent Peaceforce is a global civil society organisation. We protect civilians in violent conflicts through unarmed strategies. We build peace side by side with local communities. We advocate for the wider adoption of these approaches to safeguard human lives and dignity.
Unarmed Civilian Protection (UCP) is a proven way to reduce violence before, during, and after armed conflict; the effectiveness stems from providing direct physical protection, while empowering local peace processes and infrastructures. Unlike traditional military peacekeeping or armed private security firms, there is no reliance on weapons; this paradigm uses relationships rather than threat.
What are the organization's key strategies for making this happen?
To increase our impact, we have two mutually reinforcing strategic aims for the next five years:
•Enhance protection for civilians in armed conflicts and strengthen local peace processes. We will expand our programme implementation by increasing field activities, enhancing civilian participation in peace processes, and building local protection capacities.
•Mainstream UCP policy and practices as an effective response to violent conflicts. We will step up our advocacy to advance unarmed civilian protection by influencing decision makers, advancing the methodology, and promoting greater adoption of unarmed civilian protection by others across the world stage.
What are the organization's capabilities for doing this?
Over the past 12 years, Nonviolent Peaceforce has developed and field-tested unarmed civilian protection techniques, which are based on four main methods: proactive engagement, monitoring, relationship building, and capacity development. Each of these methods has a number of applications. Frequently, UCP methods and applications are used in a dynamic interaction, reinforcing and complementing each other. Actual implementation activities are based on specific context, conflict analysis, and risk assessment.
By creating networks of relationships, strengthening self-protection strategies, developing local peace infrastructures, and creating safe spaces for civilians to address urgent issues, UCP broadens the options for civilians to choose their own security priorities.
NP's civilian teams are diverse and comprised of staff from the violence-affected communities as well as from outside. All NP personnel are rigorously trained in the tools and strategies of unarmed civilian protection. They are committed to a code of conduct focused on mutual respect, equity, and non-discrimination. NP works in partnership with local communities, organisations, and complementary international organisations to create locally owned, sustainable solutions that protect and support civilians struggling to survive in conflict zones.
What have they accomplished so far and what's next?
Standing up and speaking out against violence is at the core of NP's mission. In all the places we work, our peacekeepers inspire local communities to action, using nonviolent strategies and personal resolve. Together, with our partners, we provide people with the tools they need to deter violence and protect their families, friends and neighbors. Here are a few examples from the past year:
-Connected women in our Emerging Women Leaders (EWL) program in Myanmar virtually when meeting in person was no longer possible due to COVID-19.
- Supported anti-COVID drives for displaced persons in remote Filipino camps, providing information and the resources for women to create facemasks for their community.
- Started work in the United States to consider how UCP strategies may be implemented during the unrest and state sanctioned violence following George Floyd’s murder, the latest iteration of anti-racism efforts, and heightened tensions during the US election year.
We currently have more than 200 staff working in South Sudan, the Philippines, Myanmar, and Iraq. To better support our field-work, we are concentrating on strengthening NP from the inside out. We continue focusing on building our own organizational capacity, improving all of the functions that support programming — administration, financial management, safety & security, and staff welfare.
In the face of the immense challenges in the world today, we know that we have to work together. Reducing violence and engendering conditions for peace is not an isolated process. We need to strengthen our collective capacities to prevent violence, to protect ourselves and each other with unarmed strategies.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve
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What significant change resulted from feedback?
In response to feedback received from local partners, we have shifted the orientation of our programming in the Philippines from protection to peacebuilding. Additionally, by observing patterns of feedback received from staff members, we have added the Safeguarding & Accountability Manager position in our country programs as part of the wider management team.
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Which of the following feedback practices does your organization routinely carry out?
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What challenges does the organization face when collecting feedback?
We don’t have the right technology to collect and aggregate feedback efficiently, It is difficult to find the ongoing funding to support feedback collection
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2020 info
5.03
Months of cash in 2020 info
4.5
Fringe rate in 2020 info
15%
Funding sources info
Assets & liabilities info
Nonviolent Peaceforce
Revenue & expensesFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
Nonviolent Peaceforce
Balance sheetFiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Dec 31
SOURCE: IRS Form 990
This snapshot of Nonviolent Peaceforce’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
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Business model indicators
Profitability info | 2016 | 2017 | 2018 | 2019 | 2020 |
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Unrestricted surplus (deficit) before depreciation | -$311,142 | $204,191 | $142,636 | $238,707 | $664,434 |
As % of expenses | -20.4% | 14.5% | 7.9% | 18.2% | 34.1% |
Unrestricted surplus (deficit) after depreciation | -$317,066 | $198,391 | $139,585 | $237,734 | $663,227 |
As % of expenses | -20.7% | 14.0% | 7.7% | 18.1% | 34.0% |
Revenue composition info | |||||
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Total revenue (unrestricted & restricted) | $1,005,377 | $1,678,378 | $1,711,221 | $1,424,573 | $3,911,354 |
Total revenue, % change over prior year | -51.4% | 66.9% | 2.0% | -16.8% | 174.6% |
Program services revenue | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 0.0% | 0.0% | 0.0% | 1.4% | 0.8% |
Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other grants and contributions | 100.0% | 100.0% | 100.0% | 98.0% | 98.4% |
Other revenue | 0.0% | 0.0% | 0.0% | 0.5% | 0.7% |
Expense composition info | |||||
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Total expenses before depreciation | $1,522,969 | $1,413,071 | $1,803,550 | $1,309,229 | $1,948,861 |
Total expenses, % change over prior year | 5.4% | -7.2% | 27.6% | -27.4% | 48.9% |
Personnel | 39.6% | 28.7% | 25.7% | 36.1% | 25.7% |
Professional fees | 1.6% | 1.9% | 1.3% | 5.5% | 11.9% |
Occupancy | 3.5% | 4.1% | 1.8% | 1.3% | 0.7% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 35.7% | 45.1% | 51.1% | 32.5% | 48.0% |
All other expenses | 19.6% | 20.2% | 20.2% | 24.6% | 13.7% |
Full cost components (estimated) info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $1,528,893 | $1,418,871 | $1,806,601 | $1,310,202 | $1,950,068 |
One month of savings | $126,914 | $117,756 | $150,296 | $109,102 | $162,405 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $8,946 | $0 | $0 | $1,400 | $1,955 |
Total full costs (estimated) | $1,664,753 | $1,536,627 | $1,956,897 | $1,420,704 | $2,114,428 |
Capital structure indicators
Liquidity info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Months of cash | 1.6 | 3.0 | 6.3 | 3.1 | 4.5 |
Months of cash and investments | 1.6 | 3.0 | 6.3 | 6.8 | 8.7 |
Months of estimated liquid unrestricted net assets | 0.2 | 2.0 | 2.5 | 5.6 | 7.8 |
Balance sheet composition info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Cash | $198,732 | $353,175 | $948,253 | $336,539 | $736,651 |
Investments | $0 | $0 | $0 | $409,876 | $670,840 |
Receivables | $503,415 | $544,185 | $333,114 | $361,094 | $1,733,675 |
Gross land, buildings, equipment (LBE) | $51,844 | $51,844 | $51,844 | $53,244 | $55,199 |
Accumulated depreciation (as a % of LBE) | 82.0% | 93.1% | 99.0% | 98.2% | 97.0% |
Liabilities (as a % of assets) | 10.3% | 1.2% | 38.6% | 9.2% | 4.6% |
Unrestricted net assets | $37,205 | $235,596 | $375,181 | $612,915 | $1,276,142 |
Temporarily restricted net assets | $664,121 | $725,237 | $490,272 | N/A | N/A |
Permanently restricted net assets | $0 | $0 | $0 | N/A | N/A |
Total restricted net assets | $664,121 | $725,237 | $490,272 | $425,661 | $1,751,286 |
Total net assets | $701,326 | $960,833 | $865,453 | $1,038,576 | $3,027,428 |
Key data checks
Key data checks info | 2016 | 2017 | 2018 | 2019 | 2020 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Ms. Tiffany Easthom
Prior to being the Executive Officer, Tiffany Easthom was Program Director for Nonviolent Peaceforce 's Middle East program, Country Director in South Sudan and prior to that for Sri Lanka. Tiffany holds a BA in Justice Studies and a MA Degree in Human Security and Peacebuilding from Royal Roads University in Victoria, British Columbia, Canada. She also studied peacebuilding in the field in Uganda and served as Country Director for Peace Brigades International in Indonesia.
Number of employees
Source: IRS Form 990
Nonviolent Peaceforce
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Nonviolent Peaceforce
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Nonviolent Peaceforce
Board of directorsas of 02/02/2023
Board of directors data
Lucy Nusseibeh
Founding Director, Middle East Nonviolent and Democracy
Term: 2018 - 2022
Meenakshi Gopinath
WISCOMP (Women in Security, Conflict Management and Peace)
Rachel Julian
Leeds Beckett University
Anna Matveeva
University of Exeter
Tiffany Tool
IPEN, UNHCR
Fatuma Ibrahim
Transition International
Francois Marchand
Générale des eaux/Connex/Veolia-Transports/Transdev (ret.)
Thomas Kurmann
Doctors Without Borders/Médecins Sans Frontières (MSF)
Brian McLeod
Merck
Deepa Sureka
Kora
Gabriella Vogelaar
Netherlands Institute of International Relations
Jerome Elie
International Council of Voluntary Agencies (ICVA)
Akihiko Kimijima
Professor of Constitutional Law and Peace Studies, Ritsumeikan University
Isaiah Kipyegon Toroitich
Lutheran World Federation (LWF)
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
Disability
Equity strategies
Last updated: 09/28/2020GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.