FEATURED PAPER
By Prof. Dr. M. F. HARAKE
CEREGE Research Laboratory
University of Poitiers
Poitiers, France
Abstract
This paper discusses how international entities working in post-conflict countries can develop and implement relevant and effective exit strategies. It highlights the process to be adopted so the INGOs can disengage from their interventions related to aid provision, reconstruction and rebuilding in the post-war environment in a manner consistent with the goal of ensuring local sustainable development. The paper reviews several contextual elements before overviewing the project management process as well as the varying elements that frames the ‘’Exit Strategy’s’’ dynamic – and guarantees the continuous delivery of services even when aid is withdrawn.
Key Words: Post-conflict countries; Exit Strategy; Service Provision; Disengagement.
1 Introduction
1.1 Context
When feasible, and once the conflicting parties reach an agreement, it is recommended to support INGOs in addressing the needs of the affected population. This principle could be the focus for the leader of the post-conflict project (Ahmed et al., 2018).
The project manager, working closely with other involved parties (both global and domestic), must establish and ensure the implementation of terms for a new coordination plan (Anderson, 1993). Some fundamental requirements may consist of a signed peace deal, the parties’ agreement to allow free movement of people and goods in conflict zones, acknowledgement of the (rebuilt) Government’s authority by the parties involved, active involvement of conflict parties’ representatives in post-war planning, and an agreed-upon method by parties to resolve any breaches with an INGO acting as a potential mediator (Anderson et al., 2003; Burder, 2014; Autesserre, 2017).
The country needs to assess its professional abilities for handling post-war projects promptly to transition into a national capacity mode for addressing post-war issues and later focusing on reconstruction and rehabilitation (Alonso & Brugha, 2006; Ashley & Jayousi, 2006; Burder, 2014).
Prolonged conflicts often lead to affected populations and institutions developing coping mechanisms, which could serve as a foundation for rehabilitation and reconstruction efforts (Bano, 2012; Ahmed et al., 2018). Humanitarian workers need to highlight these mechanisms to organizations that will participate in planning and implementing economic and social recovery initiatives (Chandler, 2010).
Right after the peace agreement is signed, there should be a reassessment and agreement on the coordination mechanism for the post-war intervention project within the implementation plan (Anderson, 1993; Anderson et al., 2003). The examination of the mechanism should concentrate on linking aid with rehabilitation and reconstruction projects and programs that could be anticipated under the peace agreement framework (Burder, 2014; Autesserre, 2017).
In situations where only a portion of the nation is impacted by war, there might be planning and coordination systems in place to focus on development in regions unaffected by the conflict. These mechanisms need to be considered when planning the exit strategy (Chandler, 2010; Engen & Prizzon, 2019).
1.2 The Choice of the Topic
One of the most important and challenging tasks when it comes to any international development project in post-conflict countries would be to end it from the initiator / implementor’s side – especially if it is an international entity (Ahmed et al., 2018). Indeed, the project manager must consider the multiple dynamics when ending a development project while working to provide the necessary guidelines, tools, equipment, and resources on how to ensure a locally led development as part of a sustainable exit strategy (Ashley & Jayousi, 2006; Booth & Unsworth, 2014). Indeed, in today’s government funded organizations as well as third sector entities working on international projects are much more focused on the implication of local parties in the of the project’s stages so to ensure a smooth transition and management (Alonso & Brugha, 2006). The idea is to look beyond the different technical and operational aspects of an exit strategy by reviewing the broader relationship between local and international actors (Booth & Unsworth, 2014).
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How to cite this paper: Harake, M. F. (2024). Executing an Exit Strategy for International Organizations’ Post-Conflict Projects. PM World Journal, Vol. XIII, Issue VIII, August. Available online at https://pmworldlibrary.net/wp-content/uploads/2024/08/pmwj144-Aug2024-Harake-Executing-Exit-Strategy-for-International-Organizations-Post-Conflict-Projects.pdf
About the Author
Prof. Dr. M. F. HARAKE
Poitiers, France
Prof. Dr. M. F. HARAKE is a management Professor based in France. He is currently affiliated with CEREGE Research Laboratory at the University of Poitiers (France), and a visiting research fellow at CABMR Research Center (Paris – France). He is also an Honorary Academic Advisor and Research Scholar for the PM Library (Texas – USA). His research interests include Post-Conflict Public Management, Crisis and Urgent Operations Management, Humanitarian Logistics, and Project Management in Unstable Environments.
He can be contacted at mohamed.fadl.harake@univ-poitiers.fr
To view other works by Prof. Harake, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/mohamad-fadl-harake/
