Office Value & Rules

The Institute is moving into a new and important phase in its history—one of increased impact, visibility, and influence. The Institute recently reorganized its internal structure with an eye toward increasing impact, promoting innovation, and facilitating growth.

The new organizational structure includes three strategic centers organized around the outcomes our work is designed to achieve (playing a significant and successful role in preventing armed conflicts; mediating and resolving them when they occur; and promoting post-conflict stabilization and democratic transformation). These strategic centers are:

• Asia Pacific Peacebuilders Association
• The Center for Conflict Analysis and Prevention
• The Center for Mediation and Conflict Resolution
• The Center for Post-Conflict Peace and Stability Operations
• The Centre for Sri Lankan Studies

The new structure also includes the following "cross-cutting" components:

• Education and Training Center/Domestic
• Education and Training Center/International
• Center for Human Rights and Security
• Interfaith Religions and Peacemaking
• Sustainable socio Economies Development
• Science, Technology and Peacebuilding
• Media, Conflict and Peacebuilding
• Health and Peacebuilding
• Security Sector Governance
• Gender and Peacebuilding

Major Areas of work

The Centre for Peace Studies is Learning, Teaching, Training, and Research and addresses critical needs to understand and address the deep and underlying causes of conflict, to enhance the roles of UN peacekeeping operations as conflict resolution interventions and to work in post conflict situations in order to sustain cultures of peace through peace education and conflict resolution training.
• Human Security
• Conflict Prevention and Peacebuilding
• Human Rights
• Gender Equality
• Social and Economic Development
• Interfaith Dialog
• Psycho social intervention and counseling
• Environmental protection
• Natural Disaster Management
• International Solidarity Network

Our Projects focuses on

• Advocacy/campaigning
• Civil society development
• Community-building and renewal
• Conflict resolution
• Dialog/Mediation/Negotiation
• Democratization/Governance
• Interfaces/inter-communal conflict/Urban conflict
• Justice/Human Rights
• Peace Research
• Reconciliation/Conflict transformation

The Clients:

• Children/Youth/Young Adults
• Journalist / Writers
• Ex- Combatant/Ex Prisoners
• Community Leaders
• Internal Displaced People/ Minority Groups
• Women/Men
• Government/NGOs/Voluntary/community/civil society organizations
• War or Disaster victims

02.   Code of Ethics


As the world of conflict resolution becomes professionalized, more and more organizations are establishing codes of ethics. Centre for Peace Studies is among those organizations.

The Code reflects CPS's work and collaborations, as well as a reevaluation of its values, mission, projects and resources. Elements of the Code are also drawn from research into various relevant fields, such as fundraising and socially responsible investing.

A list of references is provided in the Code. The resulting eight categories of ethical consideration are values, governance, accountability, human resources management, financial management, fundraising, donation acceptance and partnerships


As diverse as CPS's activities are, they are propelled by common values. Based on the desire to advance and improve people's lives and to manage conflict, CPS is committed to the following fundamental values:
• Being responsive to the needs and welfare of the people CPS serves
• Accountability and transparency
• People-centered development
• Respecting the rights, culture and dignity of all people
• Ensuring the organization remains true to its mission and objectives
• Mutual cooperation, collaboration and networking with other agencies around issues of mutual concern
• Striving for excellence, including efficient and effective service provision at all levels


CPS works to help transform conflict around Sri Lanka. CPS recognizes that the people it is trying to help are not helpless. In any situation, people possess capabilities as well as vulnerabilities. As such, in all areas of work, CPS will endeavor to:

• Plan coherent programs with realistic objectives, budgets and timeframes
• Build on local capacities by engaging local organizations, consultants or experts in planning and implementation. It will also cooperate with local government structures where appropriate
• Involve program beneficiaries in design, management and implementation where appropriate and possible
• Minimize any negative impacts of its programs
• Perform comprehensive need assessments before embarking on a project, as well as periodically reviewing the project to ensure it addresses changing circumstances. Assessments should include consultation outside of the program and relevant partnership to broaden perspectives and avoid problems. They should also demonstrate an understanding of the risks and limitations associated with a program.
• Act fairly in dealing with partners and beneficiaries
• Ensure all stakeholders understand their roles and the associated costs of a particular program


The effectiveness of CPS's work depends on the organization's governance structures. CPS recognizes the importance of establishing and maintaining bodies that will govern internal functioning. Committed, experienced and responsible individuals are critical ingredients. To this end, CPS will:
• Ensure the organization has and adheres to a clear vision, mission, objectives and policies
• Specify the frequency of meetings, quorums, and the role and powers of the governance structure
• Develop a policy prohibiting direct or indirect conflict of interest by members of the governance structure, members, employees, and volunteers. Ensure that members of the governance structure and staff excuse themselves from decisions where they have, or are perceived to have, a vested interest
• In the case of an independent board, adopt a policy that discourages members from submitting tenders to the organization or applying for staffing positions within the organization. This policy must stipulate that board members must resign from the governance structure if they desire to do either
• Ensure the governance structure understands and is responsible for overall policy-making and accepts ultimate responsibility for governance of all aspects of the organization
• Within financial constraints, ensure the governance structure reflects racial and gender diversity.


Transparency is the key in all the work CPS does. To this end, CPS will:
• Hold itself accountable to program beneficiaries, donors, and partners
• Develop mechanisms to enable all of CPS’s stakeholders to be involved when possible and appropriate in planning programs that directly affect them
• Provide opportunities for regular program evaluations and updating that include stakeholder and community input
• Conduct regular strategic planning to which relevant stakeholders are invited to contribute
Human Resources Management

Human capacity and skilled leadership are critical for effective work. CPS shall endeavor to follow the best management practices appropriate to the organization’s mission, operations and governance structure. To this end, CPS will:

• Periodically reassess its mission, objectives, and operations to reflect changing contexts and constituents’ needs in terms of staffing
• Critically analyze its practices and organizational culture, and implement necessary changes in order to encourage creativity, diversity, responsibility, and respect within the organization
• Develop clear, well-defined written policies and procedures, which relate to all employees, members and volunteers. Such policies must adhere to applicable labor laws and other relevant legislation, and must protect the rights of employer, employees, members and volunteers
• Establish and maintain disciplinary and grievance procedures with clear lines of authority and accountability
• Have clear and transparent procedures for employing new staff and disengaging existing staff
• Have clear staff development policies that seek to empower all staff and volunteers to increase their skills in order to enable them to move to greater levels of responsibility
• Develop adequate and acceptable systems of assessing skills, qualification, experience, levels of responsibility and performance, and remunerate on this basis
• Encourage management to adopt interactive leadership styles to facilitate good communication between staff and itself
• Ensure it is an equal opportunity organization and reflects gender and racial diversity as much as financially possible

Financial Management

NGOs need to keep the development and maintenance of proper financial management strategies a priority. CPS’s finances shall be managed to ensure appropriate use of funds and accountability to members and donors. To this end, CPS will:

• Comply with business accountability and auditing practices generally accepted within the financial community
• Set up appropriate financial systems and employ qualified persons to administer and manage these systems
• Conduct annual audits
• Have clear policies on loans and staff advances
• Develop a policy regarding the receipt of outside honoraria and/or remuneration in order to avoid inappropriate payment
• Set up mechanisms to ensure procedures for purchasing goods and services are free from vested interests of individuals in our organization and that they are cost effective
• Prepare, monitor, and adhere to realistic project and organizational budgets. Appropriate consultation should occur and any amendments be recorded whenever it is necessary to make budgetary changes
• Formally and publicly charge members for any attempt at fraud, theft, or misappropriation
• Ensure wherever possible that the funding base of the organization is diversified
• Minimize fund-raising and administration costs
• Develop and implement mechanisms to monitor the use of staff time
• Ensure that fund provided are used for intended purpose only
• Conduct periodic cost-benefit analyses of project and review resources allocations in the light of these analyses
• Provide clear and transparent accounting to the broader membership and/or constituency of the organization


CPS must adopt fundraising criteria as a part of good stewardship and a means of maintaining its mission and vision in focus. Further, charitable giving is a voluntary action for the public benefit. Therefore, the seeking or acceptance of charitable gifts should not provide personal benefit to anyone. The following criteria are adapted from codes of ethic of the Association of Fundraising Professionals and the National Committee on Planned Giving. CPS will:

• Not compensate fundraisers based on a percentage of charitable funds raised. Charitable funds are those defined by and subject to government regulations, or as reported on government reporting forms as contributions, gifts, grants, or similar amounts received
• Not pay finder’s fees to anyone brining in a donor or charitable contribution

Donation Acceptances

Being a not-for-profit organization means CPS depends on the charity of others to do its work. However, gifts, donations and grants could sometimes conflict with CPS’s mission and values. Further, corporations and private individuals often do not understand their role as a giver. Even small diversions of funds from public to private benefit jeopardize tax-exempt status. CPS must remember that not all donation, gifts and grants need to be accepted. To this end, CPS must ask itself:
• Does the gift fit with CPS’s policies, values, and mission?
• On whose terms will the gift be spent? Will CPS have full control of the gift and maintain its independence? That is, is the donor expecting to be involved in the management of the project? If not, what does the donor want in return?
• Who will benefit from the donation? What are the long- and short-term benefits for all the stakeholders?
• Is the donor using the gift or grant as a marketing tool?
• Who pays in the long run? Can the program or organizational change resulting from the donation be sustained after the gift is expended?
• What can go wrong in a worst-case scenario, and how much would it cost CPS?


Many of CPS’s programs are joint ventures, meaning that healthy working relationship directly contribute to the success of CPS’s work. As a result, CPS will do its best to:
• Ensure its partners understand their roles, objectives, responsibilities, and rights in terms of the project and the working relationship. These must be mutually agreed upon and firmly grounded in the partners’ mandates and capacities. They may be expressed in a formal agreement
• Periodically review partnerships to ensure they reflect program needs and dynamics
• Include partners in program planning so as to foster shared ownership

CPS must carefully consider any partnership it forms, particularly with the private sector. The private and not-for-profit sectors sometimes operate on difference value systems, which may create conflict of interest. CPS’s criteria for partnership are indicated in the following categories.

International Operations and Human Rights

CPS expects partner Organizations to be responsible corporate citizens abroad and at home. In contemplating a partnership, CPS will pay particularly close attention to the activities of corporations in countries that have records of political repression and/or basic human rights violations. Organizations should:
• Have adopted specific human rights standards to govern international operations and practices
• Have credible, enforceable systems for monitoring their own codes of conduct
• Strive to remedy the threat of child and prison labor in their supply chains
• Respect workers’ rights to organize
• Directly combat human rights abuses and environmental degradation
• Use more stringent environmental and workplace standards where those standards fall below the international norm

Protecting Communities

Organizations play an important role in building thriving communities. In considering partnerships, CPS will favor Organizations that:
• Go beyond job creation to get involved in the communities where they do business through charitable giving, volunteering and other innovative programs
• Serve all members of their community with products and services

Workplace Issues

Organizations should provide safe and healthy work environments and promote the healthy development of all employees. In considering partnerships, CPS will favor Organizations that:
• Fairly compensate their workers
• Enjoy good labor-management relations
• Provide programs and benefits that support workers and their families
• Provide a safe and healthy workplace
• Foster diversity in levels of the company
• Guarantee equal opportunities in hiring, promotion and purchasing in terms of gender, race, ethnic origin, sexual orientation, age, ability, HIV statues, religion and other matters that do not effect a person’s ability to carry out a job.

The Environment

Organizations should strive to surpass the average environmental record of their respective industries. In considering partnerships, CPS will favor Organizations that:
• Have developed products or processes that will reduce or minimize negative environmental impact
• Have adopted technologies or redesigned products to conserve the use of energy, water, material and/or land
• Have implemented innovative pollution prevention programs
• Have management practices, including audits, which address their environmental performance
• Disclose environmental policies and practices to shareholders, employees and communities in which the company operates

Related activities

Human Development - With a comprehensive vision of Human Development that includes the Individual, the family, the community, the nation and the world, the CPS promotes development with a focus on Education, Literacy, Service programs, Character Education, and Economic and Business Development.

Training on conflict management- Including mediation and negotiation skills—to government and military personnel, civil society leaders, and the staff of non-governmental and international organizations.

Educating high school and college students about conflict, strengthening related curricula, and increasing the peacebuilding capabilities of future leaders.

Supporting policymakers and Researchers by providing analyses, policy options, and advice, as well as by sponsoring a wide range of country-oriented working groups.

Leadership and Good Governance-The CPS carries out a wide range of programs to promote effective, principled leadership and governance within Families, Businesses, Governments, Religions, Educational Institutions and NGOs.

Sports for Peace-The CPS promotes and sponsors sporting events and competitions that contribute to peace.

Arts and Culture-The CPS promotes and sponsors cultural programs and the arts as instruments of peace.

Media-The CPS promotes programs that bring together media professionals and journalists to explore ways to contribute to peace. In addition, the Centre for Peace Studies promotes a wide range of “Peace Media” initiative

Education- The CPS provides educational programs for all major sectors of society, including religious leaders, political leaders, the media, academics, jurists, business leaders, etc., introducing the ideals of God-centeredness and practices that contribute to peace and freedom.

Service Programs- The CPS carries out service projects for peace, applying the principle of living for the sake of others

03. Core Values

• Harmony and Cooperation beyond Boundaries
The CPS encourages all efforts to overcome Human barriers such as Race, Religion, Politics and Ethnicity and works to build bridges of reconciliation, cooperation and Peace.

• Human Responsibility
The realization of peace requires principled, human effort. Peace does not emerge automatically. Each human being must take responsibility to initiate their own personal, spiritual and moral transformation and contribute to the well-being of others.

• Living for the Sake of others.
The essence of good character is true love, an unselfish heart of love for others that translates into unselfish action, living for the sake of others. Living for the sake of others is not the teaching of any particular religion but can be found in the essential teachings of all religions.

• Cooperative Give and Take Action
The universe is relational in nature. Give and take action leads to peace when the action is guided by the principle of living for the sake of others. Lasting human development has its foundation in unselfish give and take action. Conflict, abuse and corruption have their foundation in selfish give and take action.

• Partnership
All things are created to co-exist in harmonious, cooperative and mutually fulfilling partnership. No entity’s purpose is to exist in isolation as an individual. Successful partnership has its foundation in unselfish give and take action.

04.Collaborative Action

Goal: Initiate, Develop and Support collaborative action among governmental, nongovernmental, and intergovernmental organizations to prevent and resolve destructive conflicts.

The primary function of the CPS is to facilitate collaborative action to help prevent violent conflicts throughout the world. The CPS sponsors frequent meetings, symposia and workshops to bring people and organizations together to develop the capacity for collaboration. The CPS helped create and continues to support the International Peace and Prosperity Project.

The Collaborative Action to Prevent Violent Conflicts is built on these basic concepts:

1. Disputes and conflicts need not deteriorate into violence.
2. Preventing violence is far better than trying to end wars after they start.
3. Nongovernmental organizations have the flexibility to be innovative and act quickly.
4. All conflicts are complex, and a multifaceted approach is needed.
5. Local civil society and government officials in conflict areas must own and lead the peacebuilding process for it to be effective and sustainable.
6. Peacebuilding takes time, and it must be sustained for as long as necessary—usually over a period of several years.
7. Collaboration among all participants in the peacebuilding process is essential.

The Collaborative Action to Prevent Violent Conflict process includes:

1. Identification of the most appropriate places for collaborative action.
2. Identification of and assembly of the most appropriate agencies and organizations.
3. Collective assessment of the dynamics and drivers of the conflict.
4. Development of a plan.
5. Generation of resources to support implementation of the plan.
6. Sustained action to prevent the outbreak of violence.
7. Ongoing evaluation.

05.Network Developers

Goal: Increase the effectiveness of the peacebuilding field by developing networks, disseminating best practices, and enhancing organizational capacities and professional skills.

The CPS increases the effectiveness of the peacebuilding field by developing networks, disseminating best practices, and enhancing organizational capacities and professional skills. Since the peacebuilding field is relatively young, every new skill, strategy or technique is important. We are all in this together, and every practitioner has an obligation to share his or her ideas and information with others in order to enhance the capacity of the entire field to more effectively help prevent and mitigate violent conflicts. The CPS is building networks for sharing information, ideas, best practices, and lessons learned. As each member of CPS grows stronger, the peacebuilding field becomes more effective.

Use of the network to share best practices and increase organizational and professional skill levels will help build peace worldwide.

We seek to broaden and increase the peacebuilding network to include organizations from all parts of the world. We also welcome many superb multi-purpose organizations that include peacebuilding within a mandate. The annual meeting is the primary opportunity for members to gather and share information and ideas. It includes presentations by recognized experts, workshops and discussions of issues.
These sessions feature experts in the field and normally focus on particular conflict environments or current issues. In addition, CPS sponsors forums, symposia and workshops on topics such as collaboration among development, democracy and conflict resolution, communications strategies, evaluation of program effectiveness, etc.

06. Objectives of the Centre.

• Promote goodwill among all the communities.
• To promote, encourage, assist and foster, activities for the advancement of national unity, inter communal amity, racial and religious harmony, good will and peace amongst people.
• Provide training, evaluation expertise, and expert advice to government and non-governmental organizations engaged in peace-building and humanitarian intervention.
• To conduct research for the purpose of achieving the object of national unity and peace;
• Offer Diploma, Graduate, Postgraduate programs at Masters and PhD level programs through reputed UGC recognized institutions in Peace Studies.
• Conduct high-level research on the causes of violent conflict and conditions for sustainable peace globally.
• To publish educational and informative material and to make documentary and educational films, audio and videos and recordings to encourage national unity and peace;
• To train persons engaged in activities, which are in furtherance of these objects by conducting seminars, discussions and workshops and train youth in leadership skills,
• To promote respect for the life and dignity of every human being without discrimination or prejudice.
• To promote sharing of time and material resources in the spirit of generosity in order to put an end to exclusion, injustice and economic oppression.
• To promote responsible consumer behavior and develop practices that respects all forms of life and preserves the balance of nature on the planet.
• To contribute to community development with the full participation of women and respect for democratic principles. • To create awareness about social issues and reflect upon appropriate solutions.
• To develop and promote human rights and Peace education programs.
• To provide a platform for civic education.
• To provide teacher training by networking with identified institutions and schools from the public, private, rural and urban sectors.
• To maintain a database on the human rights education activities it has initiated.
• To liaise with the government at the Federal and provincial levels.
• To mobilize support from United Nations agencies, donors and multinational companies.
• To build and establish Libraries, archives, centers or institutions to preserve and to protect the cultural values and the historical events of all the communities in Sri Lanka and also to protect leading works on the social, economic, Peace and historical development of the people;
• To safe guard and obtain the Human Rights, for all those harassed, unlawfully assaulted and detained without proper inquiries;
• To promote activities by way of group discussions dialogues, meeting to monitor and eliminate racial communal discrimination in media reporting;
• To stop the unnecessary confrontations, settle disputes amicably, and so on. Also eradicate the ethnic conflict, and all other antisocial pursuits
• The hurdles in the permanent peace should be removed with the assistance of expert and Centre for Peace Studies will pave the path for peace and harmony in this country.