Working in fragile contexts
Wherever the state does not function and crises and conflicts predominate, particular sensitivity is needed in approaches to development.
About two thirds of all countries in which GIZ works are affected by increased fragility. These countries show deficits in the democratic and statutory control of their monopoly on the use of force, in their compliance with human rights and in the rule of law. They tend to fail to meet their obligations towards citizens, and their provision of public goods and services is inadequate. These weaknesses, along with violent conflict, significantly hamper these countries’ scope for development. They may also pose a regional and global security risk.
Development approaches in fragile regions require particularly sensitive implementation. Detailed knowledge of local conditions, actors and institutions as well as of open and latent conflicts dynamics is essential and must be considered. A comprehensive understanding of potential risks to staff, to GIZ’s reputation, to the preservation of material goods and to the success of the programme as well as for the sustainability of its impacts is also required.
To develop the necessary knowledge and understanding, GIZ uses the methodological framework of an ‘integrated peace and conflict assessment’ (PCA). An iPCA systematically analyses the causes and consequences of conflicts. When working in fragile situations it is important to pay particular attention to potential unintended consequences. To avoid these, GIZ follows the principle of ‘do no harm’ and applies a range of conflict-sensitive methods and approaches as well as context-sensitive monitoring of results. The GIZ Safeguards+Gender management system helps to identify risks and unintended consequences at an early stage before and during project implementation so that they can be considered during the planning. This process also allows to maintain the focus on the potential for peaceful development with fair opportunities for all.
In regions with particular security risks, GIZ is unable to maintain a physical presence. In such cases, it uses remote management: it manages its projects – particularly transitional aid – with the help of local partners and third-party monitoring.