Since the early 1990s the international community has increasingly recognised that instability threatens security and development. Dealing with such situations is unavoidable and many organisations struggle to deal with the complexity of both problems and solutions. This paper by the Clingendael Institute and the Netherlands Ministry of Foreign Affairs outlines a Stability Assessment Framework (SAF) to help development agencies face these challenges. It provides an analytical tool for developing an integrated policy response in a particular country.
The connections between security and development mean that development organisations are taking on a larger role in conflict situations. The overall objective of this role is to establish sustainable security, which has three main aspects: (i) Governance: the state upholds the rule of law, provides equitable social service delivery and is perceived as legitimate (ii) Security: The state holds the monopoly on violence through democratically controlled security forces (iii) Socioeconomic development: economic development, natural resource management and basic social services are provided. Organisations need to apply an integrated approach that tackles all three areas simultaneously.
The first step is to develop the terms of reference to customise the SAF to an organisations’ specific goals and expectations. The second step is to compose a draft reference document, which includes mapping and analysing:
- Indicator trend lines. This presents trends over time rather than a ‘snap shot’. It includes 12 indicators that capture and present social, economic, political and military conditions in a concise, graphic format.
- Institutional capacity. Five selected state institutions are analysed: the military, police and corrections system, the judiciary, civil service and parliament.
- Political actors. Individuals and groups can have a disproportionate effect in driving change as spoilers or partners.
- Policy interventions. Existing networks, activities and approaches need frequent evaluation and adaptation to fit changing conditions.
The document should make clear the linkages between these domains, discussing important trends, indicators and actors, windows of opportunity, threats and challenges.
The third and final step is the consolidation of the final reference document. Part two mainly involves consultants but this stage is an inclusive process involving international policy makers, staff members and local partners.
- A workshop is most appropriate for developing conflict awareness and response capacity. It is a good opportunity for dialogue and sharing information with partner organisations and breaking through the factionalised approaches of specialised organisations.
- It will help build consensus around key issues and provide a platform to address differences of opinion.
- Organisations must think carefully about using the framework as a tool for dialogue: discussing these issues with government and civil society can be politically sensitive.
- Developing a strategy for sustainable stability promotion will involve a more limited number of participants from the staff of own and partner organisations. There are three steps in this process: Prioritising core needs and actors; identifying gaps, requirements and partners; identifying niches, defining constraints and discussing options.
- The various parts of the SAF can be used for: Stability assessment and context analysis, as a tool for political dialogue, to develop conflict sensitive policy and implementation schemes or to enable multi donor cooperation.
