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Download DDG Borderlands Conflict Acknowledgements ................................................................................................... 3 List of Abbreviations .................................................................................................. 3 Executive Summary .................................................................................................. 4 1. Introduction ........................................................................................................... 5 2. Visual Mapping ...................................................................................................... 7 3. Capacity Building................................................................................................... 9 4. Dialogue Facilitation ............................................................................................ 11 5. Conclusions ......................................................................................................... 17 6. Recommendations .............................................................................................. 19 7. Bibliography ........................................................................................................ 25 Danish Demining Group (DDG) Borderlands – Lessons Learned (March 2016) 2 The project was funded by the United Kingdom, Conflict, Security and Stability Fund and implemented by Danish Demining Group. This lessons learned study was conducted and written up by Simon Harris, an independent conflict specialist consultant. The report would not have been possible without the valuable inputs and insights of the following DDG team members: Raphael Ekai Locham (Project Coordinator, Turkana); Jimmy Kokedieny (AVR Coordinator Karamoja); Alex Lokimoi (Project Coordinator, Pokot); Adan Abdirahman Mohamed (Project Coordinator, Mandera); Poul Thisted (Project Manager, Karamoja); Abdul Haro (AVR Manager); and Mads Frilander (Country Director, Kenya); and the logistical/administrative support of Grace Kironcho. CME Conflict Management Education CMCS Advanced Conflict Management and Conflict Sensitivity CSSF Conflict Security and Stability Fund DDG Danish Demining Group DFID Department for International Development GIS Geographic Information System KPR Kenya Police Reserve NPR National Police Reserve Danish Demining Group (DDG) Borderlands – Lessons Learned (March 2016) 3 DDG’s six months Borderlands project on conflict prevention and conflict management in the Karamoja Cluster and Mandera Triangle was overall successful in testing new ways of bringing together multiple levels of community stakeholders, security providers and county/national administrators in starting to build the relationships and trust necessary to help strengthen the security environment in these areas. The grass roots bottom-up approach feeding into national and county level policy and decision makers at different levels has provided the opportunity for the communities to work in partnership with, and inform the actions of, security providers. DDG’s community-security provider dialogues have been shown to be a powerful tool in building trust and changing attitudes. Cross-border dialogues have revealed a wide range of common issues across neighbouring countries and counties whilst also highlighting to key actors the challenges they face and the benefits that can be accrued by working together to address them. Opportunities for sharing lessons learned and best practices exist through these cross-border relationships. The project revealed the need for all parties across borders to work together to develop compatible policies and practices on border security particularly with respect to sustainable disarmament. A key aspect of this is improvement in the coordination between security providers within individual countries and across borders. Of particular concern for Kenya was the need to ensure that security management is professionalised through better incorporation of the National Police Reserve (NPR) into the National Police Service (NPS) command and control structure in order to avoid their potential politicisation at the county level. A key lesson from the project was the need to focus on the youth in terms of supporting livelihoods and measures to avoid increased alienation and the risk of radicalisation. The Borderlands project has shown high potential for replication but requires multi- year funding. It has also demonstrated that its services help stimulate interest, action and demand for further conflict prevention and security management services within and beyond the current target areas. A number of innovative recommendations have emerged from the lessons learned study including the need to develop cultural orientation training for security and administrative personnel deployed to the northern borderlands; opportunities for institutionalising Conflict Management and Conflict Sensitivity (CMCS) training within the police and defence services; and the need to incorporate traditional authorities and justice into the secular approaches in order strengthen security arrangements. Danish Demining Group (DDG) Borderlands – Lessons Learned (March 2016) 4 This report was commissioned by the Danish Demining Group (DDG) to examine the lessons learned from their Borderlands Conflict Prevention and Management in the Mandera Triangle and Karamoja Cluster project. The Borderlands project was funded as a six months pilot by the United Kingdom (UK) Government’s newly established Conflict, Security and Stability Fund (CSSF). The report examines the conflict prevention and management activities that DDG have implemented over the pilot period of September 2015 to March 2016 and draws upon their previous experiences of conflict prevention related work in northern Kenyan and Horn of Africa. It focuses on what has worked well and less well in terms of initiatives to improve the management of conflict and insecurity in the borderland areas of Uganda (Karamoja Region), Kenya (North Pokot, Turkana and Mandera) and Somalia (Gedo Region). The report assesses the relevance and effectiveness of DDG’s approach and the different project activities. It concludes with a set of recommendations for the next phase of the project. CONTEXT The Karamoja Cluster and the Mandera Triangle are two of the most complex, fragile and conflict affected areas in the region. Strengthening conflict reduction and management capacities in these areas is important for addressing local, national and regional security needs. The purpose of this report is not to provide an extensive analysis of the context in each target area. There is an extensive literature available on that subject for further reading.1 It is however important to highlight two broad contextual observations that have relevance to the lessons learned for the Borderlands project. The first is that the Karamoja Cluster and the Mandera Triangle are two very different contexts each with their own unique set of conflict dynamics. DDG recognises that ‘one size doesn’t fit all’ when it comes to programming for conflict prevention and management. As one senior DDG manager noted “If you apply the same blanket approach you will fail because every conflict and context is different”. DDG therefore place significant emphasis on contextualising its approach. The tools used in the Borderlands project are adaptable to different contexts encountered in the Karamoja Cluster and Mandera Triangle. Entry points for engagement on the ground are predicated on careful stakeholder mapping and analysis that is informed by the affected communities from the bottom up and but also has the buy in of local authorities at every level. However, a cautionary note from a senior County Government security advisor pointed out the need to go even deeper in order to develop an accurate analysis to inform programming. Noting that there was a tendency amongst many international peace-building actors to base their analysis on the views of a small pool of respondents or usual suspects – frequently easy to access urban based intellectuals and political or administrative elites – he commended DDGs teams for getting out into the communities but urged them to develop closer grass roots ties by spending even more time engaging at the kraal level – the pastoralist’s fortified extended family homesteads and protective circles for livestock - where attitudes towards others and conflict are often nurtured. The second observation is that the drivers of conflict in both the Karamoja Cluster and Mandera Triangle are changing as a result of Kenya’s devolution of power to county governments, the growth of the extractive industries sector in northern Kenya and foreign policy / security dynamics in addressing the threat of al Shabaab terrorism 1 See bibliography Danish Demining Group (DDG) Borderlands – Lessons Learned (March 2016) 5 domestically and in neighbouring Somalia. No longer are conflicts in the Karamoja Cluster and Mandera Triangle, based solely on pastoralist disputes, access to water, grassing pastures and cattle routes or raiding and retaliation. These are still important but the primacy of other resources such as oil and minerals, particularly in Karamoja Cluster are beginning to reshape pastoralist and tribal dynamics as political elites and county administrations vie for control of high value land across contested boundaries. In the Mandera Triangle inter-clan rivalry over who controls local government and its resources is intersecting with resident-migrant dynamics, the rise of radicalisation and
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