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GEF Conflict Resolution

GEF Conflict Resolution. Mr. Sekou Toure Conflict Resolution Commissioner (CRC) GEF Familiarization Seminar Washington, DC January 17 – 19, 2012. Outline. Background and Purpose Relevant steps taken on Conflict Resolution in line with GEF evolving policies

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GEF Conflict Resolution

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  1. GEF Conflict Resolution Mr. SekouToure Conflict Resolution Commissioner (CRC) GEF Familiarization Seminar Washington, DC January 17 – 19, 2012

  2. Outline • Background and Purpose • Relevant steps taken on Conflict Resolution in line with GEF evolving policies • Notion and Classification of Conflict • Administrative Arrangements • Registered Cases • Strategy for GEF Conflict Resolution • Dimensions to mediation/conflict/dispute resolution • Conflict/Dispute Settlement Framework • Future Development of Conflict Resolution at GEF

  3. Strategic Strategic Operations Operations Action Action Guidance Guidance STAP STAP GEF Assembly GEF Assembly Projects Projects GEF Agencies GEF Agencies Countries: Countries: Countries: Countries: GEF Council GEF Council UNDP UNDP • • Political Political FPs FPs Operational Operational Countries: Countries: GEF GEF FPs FPs , , UNEP UNEP • • Council Council Secretariat Secretariat Convention Convention World Bank World Bank • • Members/ Members/ FPs FPs , other , other gov gov ’ ’ t t Constituencies Constituencies Conventions Conventions agencies, civil agencies, civil ADB ADB society society Countries: Countries: AFDB AFDB • • Convention Convention FPs FPs Evaluation Evaluation EBRD EBRD • • Office Office FAO FAO • • IADB IADB • • IFAD IFAD • • UNIDO UNIDO • • GEF Institutional Framework National and Regional entities; NGOs

  4. Background and Purpose • Historically, little emphasis put on mediation and systematic conflict resolution • Issue relevant: nature of GEF and its mode of operations • Policy prior to introduction of Conflict Resolution • Earlier approach: No mediation, disputes left to beneficiary countries, Agencies and other parties

  5. Background – Prior to Conflict Resolution • No formal mechanism at Secretariat • Limited staff engagement in mediation, disputes/conflicts • Negative impacts on the GEF: • its integrity and image, • impression of an unconcerned institution, • Prevalence of erroneous perception of the institution: complex, slow pace of project implementation, lengthy project cycles, inequity in resource distribution and non responsiveness to country concerns among others. • Many small countries, in particular, felt isolated without proper mechanisms

  6. Need for Conflict Resolution in line with GEF evolving policies • New GEF’s engagement with agencies/key stakeholders • Mediation aspect to be part of continuous reforms • Emphasis on protecting the integrity of GEF operations • Building trust amongst and between GEF Secretariat, Agencies and recipients • Ensuring a system of accountability • Challenges of paying closer attention to GEF reputation especially in consolidation of reforms and future replenishments of the GEF

  7. Relevant Steps • Embrace conflict resolution as an integral part of the GEF • Build bridges with countries, agencies and other partners • Emphasis on moving away from "damage control", i.e. RAF issue, negotiations processes • Provide entry point of contact, a window inside the Secretariat for issues of conflicts and dispute

  8. Notion of Conflict • CONFLICT: A situation between two or more parties, who are in a state of opposition, disagreement or incompatibility, seeking to undermine each other's goal-seeking capability. • COMPLAINT: When a conflict is brought to the attention of the GEF Conflict Resolution Commissioner by one or more of the parties involved. A complaint outlines the alleged facts of the conflict and the basis for which a resolution is sought.

  9. Clarification of Notions • Situations of disagreements or clash • Conflict management is not the same as conflict resolution • Conflict resolution: resolving disputes to the approval of one or both parties • Conflict management: an ongoing process that may never have a resolution. For example, gossip and feuds are very common methods of conflict management, but neither entails resolution. Neither is it the same as conflict transformation, which seeks to reframe the positions of the conflict parties.

  10. Administrative arrangement Duties of CRC :- • To not initiate parallel sets of activities • To work closely and in intelligence with Secretariat Teams and Agencies • Rely on Agency infrastructure • System of monitoring of cases

  11. Complaints by Region

  12. Issues by Agency

  13. Types of Complaints

  14. Our Strategy • Raising the GEF’s standards of responsiveness and delivery quality • Strengthening of formal framework, process and procedures • Links with GEF operations • Outreach (Conventions, countries, internal effort) • Monitoring and advice

  15. Four Dimensions to Conflict/Dispute Resolution • Enhancing measures in place to protect the integrity of the organization • Conflict/dispute settlement and mediation framework • Institutionalization of a more preventive approach in addressing conflicts and disputes in the GEF operations, greater attention to mediation • Bridge in some operational issues, which are bound to generate conflicts and disputes

  16. 1 - Protecting the integrity of GEF:Raising GEF’s standard of responsiveness and delivery quality • To initiate/encourage policy reviews, measures required to sustain confidence in the organization • To encourage the strengthening of Public Disclosure Practices at the GEF • Documentation of experiences and cases, procedures governing complaints, mediation regime • Special effort with Agencies to strengthen ongoing effort

  17. 2 - Conflict/dispute settlement framework • Modalities of implementation with Agencies (Rules and procedures to handle complaints, disputes and conflicts) • Documentation of issues and cases, project Online complaint portal, Quick wins • Emphasis on resolving reported cases of conflicts in GEF operations • Identify potential mediation modalities • Integrate relevant element of strategy into GEF operations and program development

  18. 3 – Development of a more preventive approach in addressing conflicts and disputes • Upstream dialogue, strengthening of approaches to deal with high conflict potential projects • Guidelines on conflict remediation and tools, as appropriate, a more comprehensive data base • Strategic involvement in project development procedures to consider integration of remediation schemes • Train relevant staff and partners

  19. 4 - Future development and innovation in the GEF • Proactive role in expansion of the network • Continuous dialogue with countries, Agencies and other partners • Pursuit of emerging cases of complaints and misunderstandings • Agency-secretariat dialogue • Substantive role in relevant policy formulation

  20. Conclusion • Accumulation of some experience • Knowledge of issues • Perspectives: • Management of cases and issues, and medium of sharing data and information • More dialogue with OFPs and countries • Greater emphasis on GEF secretariat-Agency collaboration • More policy engagement • More communication and outreach • Greater support to ongoing effort by Agencies

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