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Enhancing Security and Development in Conflict-Affected Areas: A New Approach

This document outlines strategies for improving security and development in conflict-affected areas, emphasizing a shift in perspective towards state-building. It advocates for better risk management, enhanced partnerships, and a focus on key drivers of governance. The discussion includes the importance of political settlement processes, state capability, and social capacity expectations. Recommendations highlight the need for improved risk management tools and realistic objectives. A call for joint international objectives and strategic coordination among donors and fragile states aims to transform peacebuilding efforts.

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Enhancing Security and Development in Conflict-Affected Areas: A New Approach

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  1. Improving Security & Development in Conflict-Affected Situations Stephen Groff, OECD The Hague, 27 April 2011

  2. Changing how we do business • View the world differently: Use and apply a state building perspective • Revise our approaches: Better results through better risk management • Build better partnerships: The International Dialogue

  3. Use and apply a state building perspective Regional and global Policy environment Drivers of good and bad governance POLITICAL SETTLEMENT and PROCESSES Elite bargains, balance of power, centre-periphery relations • STATE CAPABILITY & RESPONSIVENESS • Security and justice, • Revenue management, • Eco. dev./employment, • Service delivery SOCIAL CAPACITY & EXPECTATIONS Including perceptions and responsibilities Societal space

  4. Use and apply a state building perspective Incentives!

  5. Better results through better risk management Some challenges: An underdeveloped understanding of risk and its management • What can be done: • Improve risk management tools, skills and mitigation methods. • Better public articulation, balance and ownership of risks & • Pressures for short term results and accountability increase risk avoidance • Realistic objectives and timelines enable better risk management • Procedures and incentives need to be adapted to country context & • Joint identification of risks as a starting point for engagement • More leverage on risks through joint approaches and pooled funding • There is a lack of strategic coordination and, as a result, of collective approaches to risk management &

  6. The International Dialogue • Engaging the key multi- and bilateral DAC donors as well as the g7+, a group of ca. 15 self-declared fragile states to… • … Create a joint set of international objectives to guide peacebuilding and statebuilding efforts… • … As well as an action plan to change how we do business, focusing on political dialogue, planning processes, capacity building and aid instruments… • …A joint enterprise starting in Dili (2010) and moving via Monrovia (June 2011) to culminate in Busan (November 2011).

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