The sight in recent weeks of Syrian delegations flying in and out of Geneva, Vienna, Astana and now Sochi to negotiate peace has fuelled speculation that a political settlement to the Syrian conflict is in sight. The real question, however, is not will the fighting stop, but will justice be achieved?
Impact Investment. Social Entrepreneurship. Corporate Partnerships. We’ve all heard these buzz words, but what do they actually mean? How can they be effectively applied to finance sustainable peace efforts in some of the world’s most difficult conflict areas?
In the first of this two-part article series, CIC Visiting Scholar Riva Kantowitz delves into the innovative methods and models that are being applied to fund global conflict prevention and peacebuilding efforts. The article also raises important challenges to these methods, including the impact of the funding and how it is being used on the ground.
As the 2030 Agenda enters its third year, those working to end violence against children must redouble their efforts to make significant progress towards SDG16.2.
This challenge paper by David Steven – the first in a series exploring next steps in implementation of the 2030 Agenda’s commitment to peace, justice and inclusion – is an update to If Not Now, When? Ending Violence Against all the World’s Children which recommended the formation of the Global Partnership to End Violence Against Children.
Published ahead of the Solutions Summit in Stockholm, the paper reviews the progress of the global partnership, and what can be done over the next 18 months to maximize the opportunity that the 2019 High-Level Political Forum offers to step up efforts to protect children from violence.
An integrated approach to crisis and conflict prevention requires clarity on what is meant by prevention, and how the concept of prevention fits with the 2030 Agenda, sustaining peace, and other relevant frameworks. This new briefing paper by Sarah Cliffe and David Steven proposes a new paradigm for prevention that has three levels: (i) universal prevention strategies that aim to build healthy societies that manage conflict productively, provide safety and security, increase resilience, and enhance social, political, and economic inclusion; (ii) “at risk” prevention strategies that target groups, communities, and countries that face elevated risk of conflict, or where violence is highest and resilience lowest; and (iii) prevention strategies that are tailored to situations of ongoing conflict or crisis.
At the most recent Arria-formula meeting on Afghanistan on November 27, 2017, Barnett Rubin spoke on the importance of regional approaches in fostering development and peace. In his talk, Partners for Afghanistan: Linking Security, Development and Peace in the Central Asian Region.
The African Union is mandated to help South Sudan to ensure accountability for past human rights abuses through the establishment of a hybrid court. This mandate is derived from the Agreement for the Resolution of Conflict in South Sudan, signed in 2015. The agreement also makes provision for a Commission for Truth, Reconciliation and Healing and a Compensation and Reparation Authority. In the face of continued violence in South Sudan, how can the African Union assist in enabling an effective transitional justice strategy for the country?
On Secretary General Antonio Guterres’ first day in office, he signaled his intention to reform the peace and security pillar by immediately co-locating staff from the Department of Political Affairs (DPA) and the Department of Peacekeeping Operations (DPKO) and establishing an internal review team to work on the bigger proposals for change made by the High Level Independent Panel on Peace Operations (HIPPO), the Advisory Group of Experts (AGE) on the Review of the United Nations Peacebuilding Architecture, and the Global Study on the Implementation of United Nations Security Council Resolution 1325. CIC supported some of the independent review team’s work through our report Restructuring the UN Secretariat to Strengthen Preventative Diplomacy and Peace Operations. The Secretary-General has now made proposals based on the team’s recommendation.
More than 20 years have passed since the United Nations (UN) first committed to achieving gender parity in its managerial and decision-making positions, but the organization still has a long way to go. Karin Landgren, a former senior UN official, provided the data two years ago to show that gender parity at the UN had become a “lost agenda” under the previous Secretary-General, Ban Ki-Moon. And in spite of a push to have a woman at the top of the UN hierarchy for the first time, the front runners in the Security Council straw polls for a new Secretary-General were largely men. (Perhaps Wonder Woman would have stood a better chance.) Yet the new Secretary-General, António Guterres, seems determined not only to talk about change but to effect it. After ensuring a 50/50 split in his own appointments at the senior level, Guterres has released this week the report of the Gender Parity Task Force: a far-reaching “System-Wide Strategy on Gender Parity,” which does not pull any punches in describing the current situation for women trying to make a career inside the UN bureaucracy.
The UN General Assembly meetings in September will no doubt be dominated by the crises of the day: an underlying theme of discussions, however, will be the less sensational topic of UN reform. The most impenetrable of all areas of the UN’s bureaucracy, its processes for financial and human resource management are generally of little interest to those outside New York’s Fifth Committee. The subject is also somewhat “tired”—Ban Ki-Moon too had management reform as a key point of his agenda—and politicized, in particular in the context of US announcements on cuts to UN contributions.