Operating in post-conflict environments: 4 challenges and how to tackle them

The end of armed violence in a country or region might open up new possibilities for development work, but just because a peace treaty has been signed or a settlement has been negotiated doesn’t necessarily mean an easy time for development organizations operating in these areas. The term “post-conflict” is used to describe an emergence from conflict and signifies a shift to a recovery phase. This important phase represents a window for the international development community to boost assistance to the most vulnerable and affected communities, help restore critical institutions, and foster a functioning civil society. While aid and development workers might enjoy more access and acceptance after a peace agreement has been reached, they are still forced to cope with significant operational constraints which rival those faced by humanitarians operating in the midst of conflict hotspots. No post-conflict country or region is exactly alike and there’s plenty of unpredictability, but there are some standard challenges associated with a post-conflict environment and best practices to overcome them. Based on interviews with post-conflict experts, here are a few of the most common challenges every country director, team leader or program manager should be aware of when spearheading his or her organization’s entry into fragile societies emerging from conflict. Protracted insecurity Post-conflict environments are generally fragile and unstable settings with high levels of insecurity linked to peace spoilers, poor governance and pockets of criminality. Even if violence has subsided and the risk level has been lowered from critical, development organizations can not afford to go lax on security management. In fact, security managers and advisers should be consulted every step of the way to implement proper procedures that protect employees and assets. This typically involves regular risk and threat assessments and reporting, proportionate physical security at all work and personal facilities, setting up an emergency communications system, and intensive training across all levels of the organization. Yet, perhaps the most basic and important step for development leaders to ensure your personnel’s security is to make sure the money is there to fund it. “The funding question is a conundrum,” Randy Martin, director for partnership development at Mercy Corps, told Devex in an interview. Although donors are “very quick” to say that they will fund security, they also want to see the majority of their funds going to programs, he explained. A well-rounded security program requires constant monitoring and tweaking to respond to current conditions. Security plans shouldn’t be too restrictive or cumbersome, but should be adequate to address the concerns of staff on the ground. “Flexibility is absolutely key. Build in some space in your program design and processes to rethink what you’re doing,” Hesta Groenewald, senior conflict and security adviser at Saferworld, suggested. “Post-conflict contexts are fluid and can quickly spiral back into conflict — so you should hope for the best but also prepare for the worst.” Human resources limitations Operating in post-conflict environments comes at a high price, and overhead and staffing costs can quickly eat away at even the most generous project budgets. For instance, fragile countries consistently rank among the most expensive places to live and work as an expatriate. International staff working in these environments also tend to rotate in and out very quickly, disrupting continuity of operations and increasing overall costs due to travel, onboarding and offboarding. Even if you have excellent expat staff on the ground, project success will ultimately depend on the effective recruitment and management of qualified local staff — a tall order in countries where local educational opportunities have been disrupted by years of violence. Investing in the recruitment and personal growth of local staff remains your best bet to ensure smooth running and effective aid programs over time. Technical project management skills required by donor agencies are typically the hardest to find so training is a crucial component of any effort to build a solid team. “Good standards in writing, financial management and processes are difficult [to find and maintain],” said Claire Bader, director of program development and quality at the Save the Children office in Sierra Leone. “Invest in external support from appropriately educated and skilled technical staff, and provide flexible support to national staff undertaking part-time degrees or courses whilst working,” she stressed. Development organizations should also be sensitive to what local professionals have endured in the years of conflict preceding their employment. In some cases, the office workforce may be made up of individuals from communities, tribes, or villages that were once at war with each other. Deep-rooted tension or suspicion within the team can result in difficult office dynamics that negatively affect the project. Meanwhile, staff affected by persecution, displacement and family loss may require specialized and longer-term attention and help. “Your local staff will have lived through all sorts of trauma, and these can sometimes translate into difficult relationships at the office,” she emphasized. “As a result, you need strong human resources management to make sure that there is enough space for people to discuss issues as they come up.” A fluctuating legal environment Peace settlements and subsequent political and administrative transitions often result in a complex and ambiguous regulatory and legal environment for development organizations. “[In post-conflict countries] there is a tendency for government officials to rule by circular and decree — not a formalized process of passing laws and developing regulations,” one Medair country director revealed. “And even in instances where new governments breed new laws and a new constitution, it is often unclear which of the old laws are still in force and which are not.” Development organizations in post-conflict situations report difficulty in keeping up with and processing the right paperwork to meet government and other administrative requirements — work permits, visas, rental contracts, to name just a few examples. One way to ease this burden is to coordinate and share information with other aid groups. “When legal requirements are unclear, there can be a temptation to ignore them, or assume that the most favorable interpretation is the correct one. While this approach can work in the short-term, it can be problematic (and expensive) if the government later decides to penalize noncompliance or enforce a less favorable interpretation,” the Medair official stressed. “Good coordination systems can help in ensuring a common understanding of the legal framework amongst agencies, and in engaging with governments to change inappropriate regulations,” the expert added. Organizations could also benefit from the support of an experienced administrative team which can devote itself fully to understanding legal procedures and facilitating compliance. The footprint of the past The advent of peace brings about significant hope to start anew. But conflict continues to shape people and institutions long after it ends, and organizations — both large and small — often fail to dedicate enough time and resources to grasping such intricacies. Development organizations by their very nature are forward-looking, but a deep and nuanced understanding of the roots of conflict and their residual impact, even in times of peace, should guide decision-making. “[Taking] context as the starting point may seem obvious, but it is surprising how often this is missed, and people expect that ‘cookie cutter’ ideas copied from elsewhere will work without modification,” Medair highlighted to Devex. Groenewald, who previously managed Saferworld’s South Sudan and Great Lakes program, agrees. “In South Sudan, I’ve seen many examples of organizations which came in after the peace agreement was signed, but didn’t think it was important to understand all the dynamics of the past conflict,” she said. “That's not the right attitude to have, as the actions of all local stakeholders — from governments, to civil society and communities — are informed by a conflict history.” Such a deep and reflective appreciation of conflict history can help shape a more conflict-sensitive approach to development activities. This approach starts with careful engagement at the grass-roots level and results in more widely adopted interventions. “Undertake regular conflict analyses, consult with local stakeholders and learn from aid groups which have been there for longer,” Groenewald concluded. 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.