ADB's 5 tips for working in fragile states

In fragile and conflict-affected states, the rules are different, and international aid implementers need to adapt if they want their programs to be effective and achieve results. That’s why the Asian Development Bank encourages aid groups, nongovernmental organizations, U.N. agencies and private firms to engage FCAS in a different way to avoid major human, social, economic and security costs. It’s not only that traditional approaches can be ineffective — they can also make it harder for these nations to build their capacity and transition to long-term stability. “We need to pay attention to [fragile and conflict-affected situations] because it can disrupt the entire pattern of [a country’s] development,” Patrick Safran, principal operations coordination specialist for fragile situations at ADB, told Devex, adding that a greater focus on FCAS as early as possible is crucial because it takes about three generations for a country to totally graduate from fragility. Designing and implementing development projects in these environments should follow a different approach, but how does this translate in practical terms? In late 2012, ADB released a handbook drawing on lessons learned from its own staff and other agencies on dealing with FCAS. A full operational plan was unveiled months after, on top of plans allocating $3 million in additional funding for its fragile and conflict-affected member countries later this year. Safran, ADB’s focal point on FCAS, gave us five practical tips for aid implementers seeking to carry out development programs in these nations. 1. Recognize the kind of fragility Development partners should be able to recognize the kind of fragility affecting the host country before designing a project — failure to do this may lower its effectiveness and even result in “unachieved” outcomes. Safran mentioned that recognizing this aspect as part of the engagement process can strengthen a development project’s operational plan; that could save not only time but also money. “In the international community, fragility is always associated with conflict. But there are situations that are not directly related to conflict but can be considered fragile,” he said. “[The] challenge for [development banks like ADB] is to harmonize the concept and classification of countries.” 2. Understand the local context Part of recognizing the kind of fragility and conflict in a certain area is understanding its local context and the complexities that contribute to the gravity of the situation. This is one of the pitfalls development stakeholders fall into in engaging FCAS, according to Safran. “Most of the time, people who work in the development business just [proceed] on building a road and that’s it,” he noted. “They don’t pay attention if there is a very specific context.” The ADB official argued, however, that there are risks and challenges in attempting to understand the local context. One of these is the politics that “help us understand who is doing what [and] who has vested interests,” despite the mandate of development institutions of nonintervention in political affairs. 3. Consult and engage with the community Another issue Safran pointed out is the lack of real participation from the local community in certain development projects. He explained that failure to engage the community in a more active manner may lose a project’s sustainability and effectiveness due to the lack of local ownership and appropriateness. “Don’t just try to highlight the consultation because it’s natural … it’s important to also have participation,” he said. “The need for development is the voice of the [communities]. It has to come from them to say, ‘please do work in our situation but the way you work does not work.’” This also clarifies the notion that more aid money equates to better development outcomes. Safran explained that “sometimes, they are not even asking for money. Money does not buy development.” 4. Get everyone on board One of the biggest challenges for development partners planning to engage FCAS in implementing development projects is the buy-in — not only from the local community but also from the local authorities. Cyrel San Gabriel, ADB’s research and knowledge management specialist on FCAS, explained that getting everyone on board on the approach and implementation of a development project is crucial, despite the underlying complexities that usually come from the local culture, tradition, and political systems of fragile and conflict situations. “If there are political risks, it is important that there is buy-in in any development project,” she said, citing the cases of political transitions in countries like Papua New Guinea, where new administrations don’t show support for ongoing projects of previous ones because of political reasons that can be “very disruptive” on development progress. 5. Develop a ‘local’ framework that is also ‘international’ Finally, development partners should keep in mind the importance of developing a framework that is tailored for the specific situation but also adheres to international standards. While FCAS present a different set of challenges, international best practices should not be ignored. The focus on keeping with international standards is to prevent cases where unconventional practices unique to a situation or a country — for instance corruption or unnecessary bureaucracy — is ignored or, in some cases, encouraged. “Try to educate the developers as well because in fragile situations, these groups can’t work the same way it works in a normal situation,” Safran explained. “The most important is for both developers and the approach fit together.” Have you worked in a fragile or conflict-affected country and have additional advice for implementers? Please let us know by sending an email to news@devex.com or leaving a comment below. Check out more insights and analysis provided to hundreds of Executive Members worldwide, and subscribe to the Development Insider to receive the latest news, trends and policies that influence your organization.