857 lines
78 KiB
JSON
857 lines
78 KiB
JSON
[
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{
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"ID": 0,
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"Color": "#00A554",
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"Level": 3,
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"LevelName": "Structures and Processes",
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"Title": "DDR Programme Design",
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"Heading1": "Summary",
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"Heading2": "",
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"Heading3": "",
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"Heading4": "",
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"Module": "3.20 DDR Programme Design",
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"PageNum": 1,
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"Paragraph": "Each programme design cycle, including the disarmament, demobilization and reintegration (DDR) programme design cycle, has three stages: (1) detailed field assessments; (2) detailed programme development and costing of requirements; and (3) development of an implemen\u00ad tation plan. Throughout the programme design cycle, it is of the utmost importance to use a flexible approach. While experiencing each stage of the cycle and moving from one stage to the other, it is important to ensure coordination among all the participants and stakeholders involved, especially national stakeholders. A framework that would probably work for integrated DDR programme design is the post\u00adconflict needs assessment (PCNA), which ensures consistency between United Nations (UN) and national objectives, while consider\u00ad ing differing approaches to DDR.Before the detailed programme design cycle can even begin, a comprehensive field needs assessment should be carried out, focusing on areas such as the country\u2019s social, economic and political context; possible participants, beneficiaries and partners in the DDR programme; the operational environment; and key priority objectives. This assessment helps to establish important aspects such as positive or negative factors that can affect the outcome of the DDR programme, baseline factors for programme design and identification of institutional capacities for carrying out DDR.During the second stage of the cycle, key considerations include identifying DDR participants and beneficiaries, as well as performance indicators, such as reintegration oppor\u00ad tunities, the security situation, size and organization of the armed forces and groups, socio\u00adeconomic baselines, the availability and distribution of weapons, etc. Also, methodolo\u00ad gies for data collection together with analysis of assessment results (quantitative, qualitative, mass surveys, etc.) need to be decided.When developing DDR programme documents, the central content should be informed by strategic objectives and outcomes, key principles of intervention, preconditions and, most importantly, a strategic vision and approach. For example, in determining an overall strategic approach to DDR, the following questions should be asked: (1) How will multiple components of DDR programme design reflect the realities and needs of the situation? (2) How will eligibility criteria for entry in the DDR programme be determined? (3) How will DDR activities be organized into phases and in what order will they take place within the recom\u00ad mended programme time\u00adframe? (4) Which key issues are vital to the implementation of the programme? Defining the overall approach to DDR defines how the DDR programme will, ultimately, be put into operation.When developing the results and budgeting framework, an important consideration should be ensuring that the programme that is designed complies with the peacekeeping results\u00adbased budgeting framework, and establishing a sequence of stages for the implemen\u00ad tation of the programme.The final stage of the DDR programme design cycle should include developing planning instruments to aid practitioners (UN, non\u00adUN and government) to implement the activities and strategies that have been planned. When formulating the sequence of stages for the implementation of the programme, particular attention should be paid to coordinated management arrangements, a detailed work plan, timing and methods of implementation.",
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},
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{
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"ID": 1,
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"Color": "#00A554",
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"Level": 3,
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"LevelName": "Structures and Processes",
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"Title": "DDR Programme Design",
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"Heading1": "1. Module scope and objectives",
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"Heading2": "",
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"Heading3": "",
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"Heading4": "",
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"Module": "3.20 DDR Programme Design",
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"PageNum": 2,
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"Paragraph": "This module provides guidance on how to develop a DDR programme. It is therefore the fourth stage of the overall DDR planning cycle, following the assessment of DDR require\u00ad ments (which forms the basis for the DDR mandate) and the development of a strategic and policy framework for UN support to DDR (which covers key objectives, activities, basic insti\u00ad tutional/operational requirements, and links with the joint assessment mission (JAM) and other processes; also see IDDRS 3.10 on Integrated DDR Planning: Processes and Structures).This module does not deal with the actual content of DDR processes (which is covered in IDDRS Levels 4 and 5), but rather describes the methods, procedures and steps neces\u00ad sary for the development of a programme strategy, results framework and operational plan. Assessments are essential to the success or failure of a programme, and not a mere formality.",
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"Can": 0,
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"Should": 0,
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"Shall": 0,
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"May": 0,
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"Must": 0
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},
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{
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"ID": 2,
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"Color": "#00A554",
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"Level": 3,
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"LevelName": "Structures and Processes",
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"Title": "DDR Programme Design",
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"Heading1": "2. Terms, definitions and abbreviations",
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"Heading2": "",
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"Heading3": "",
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"Heading4": "",
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"Module": "3.20 DDR Programme Design",
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"PageNum": 2,
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"Paragraph": "Annex A contains a list of terms, definitions and abbreviations used in this standard. A complete glossary of all the terms, definitions and abbreviations used in the series of inte\u00ad grated DDR standards (IDDRS) is given in IDDRS 1.20.In the IDDRS series, the word \u2018shall\u2019, \u2018should\u2019 and \u2018may\u2019 are used to indicate the intended degree of compliance. This use is consistent with the language used in the International Organization for Standardization standards and guidelines: \\n \u201ca) \u2018shall\u2019 is used to indicate requirements, methods or specifications that are to be applied in order to conform to the standard. \\n b) \u2018should\u2019 is used to indicate the preferred requirements, methods or specifications. \\n c) \u2018may\u2019 is used to indicate a possible method or course of action.\u201d",
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"Can": 0,
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"Shall": 0,
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"Must": 0
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},
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{
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"ID": 3,
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"Color": "#00A554",
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"Level": 3,
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"LevelName": "Structures and Processes",
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"Title": "DDR Programme Design",
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"Heading1": "3. Introduction",
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"Heading2": "",
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"Heading3": "",
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"Heading4": "",
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"Module": "3.20 DDR Programme Design",
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"PageNum": 2,
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"Paragraph": "In the past, the quality, consistency and effectiveness of UN support for DDR has sufferred as a result of a number of problems, including a narrowly defined \u2018operational/logistic\u2019 approach, inadequate attention to the national and local context, and poor coordination between UN actors and other partners in the delivery of DDR support services.The IDDRS are intended to solve most of these problems. The application of an inte\u00ad grated approach to DDR should go beyond integrated or joint planning and organizational arrangements, and should be supported by an integrated programme and implementation framework for DDR.In order to do this, the inputs of various agencies need to be defined, organized and placed in sequence within a framework of objectives, results and outputs that together establish how the UN will support each DDR process. The need for an all\u00adinclusive pro\u00adgramme and implementation framework is emphasized by the lengthy time\u00adframe of DDR (which in some cases can go beyond the lifespan of a UN peacekeeping mission, necessitating close cooperation with the UN country team), the multisectoral nature of interventions, the range of sub\u00adprocesses and stakeholders, and the need to ensure close coordination with national and other DDR\u00adrelated efforts.",
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"Can": 0,
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"Should": 0,
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"Shall": 0,
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"May": 0,
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"Must": 0
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},
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{
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"ID": 4,
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"Color": "#00A554",
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"Level": 3,
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"LevelName": "Structures and Processes",
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"Title": "DDR Programme Design",
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"Heading1": "4. The programme design cycle",
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"Heading2": "",
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"Heading3": "",
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"Heading4": "",
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"Module": "3.20 DDR Programme Design",
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"PageNum": 3,
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"Paragraph": "DDR programme and implementation plans are developed so as to provide further details on the activities and operational requirements necessary to achieve DDR goals and carry out the strategy identified in the initial planning of DDR. In the context of integrated DDR approaches, DDR programmes also provide a common framework for the implementation and management of joint activities among actors in the UN system.In general, the programme design cycle consists of three main stages: \\n I: Conducting a detailed field assessment; \\n II: Preparing the programme document and budget; \\n III: Developing an implementation plan.Given that the support provided by the UN for DDR forms one part of a larger multi\u00ad stakeholder process, the development of a UN programme and implementation framework should be carried out with national and other counterparts, and, as far as possible, should be combined with the development of a national DDR programme.There are several frameworks that can be used to coordinate programme develop\u00adment efforts. One of the most appropriate frameworks is the post\u00adconflict needs assess\u00adment (PCNA) process, which attempts to define the overall objectives, strategies and activi\u00adties for a number of different interventions in different sectors, including DDR. The PCNA represents an important mechanism to ensure consistency between UN and national objec\u00adtives and approaches to DDR, and defines the specific role and contributions of the UN, which can then be fed into the programme development process.",
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"Can": 0,
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"Should": 0,
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"Shall": 0,
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"Must": 0
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},
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{
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"ID": 5,
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"Color": "#00A554",
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"Level": 3,
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"LevelName": "Structures and Processes",
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"Title": "DDR Programme Design",
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"Heading1": "5. Stage I: Conducting a detailed field assessment",
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"Heading2": "5.1. Objectives",
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"Heading3": "",
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"Heading4": "",
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"Module": "3.20 DDR Programme Design",
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"PageNum": 1,
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"Paragraph": "A detailed field assessment builds on assessments and planning for DDR that have been carried out in the pre\u00adplanning and technical assessment stages of the planning process (also see IDDRS 3.10 on Integrated DDR Planning: Processes and Structures). Contributing to the design of the DDR programme, the detailed field assessment: \\n deepens understanding of key DDR issues and the broader operating environment; \\n verifies information gathered during the technical assessment mission; \\n verifies the assumptions on which planning will be based, and defines the overall approach of DDR; \\n identifies key priority objectives, issues of concern, and target and performance indicators; \\n identifies operational DDR options and interventions that are precisely targeted, realistic and sustainable.",
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"Can": 0,
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"Should": 0,
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"Shall": 0,
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"Must": 0
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},
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{
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"ID": 6,
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"Color": "#00A554",
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"Level": 3,
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"LevelName": "Structures and Processes",
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"Title": "DDR Programme Design",
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"Heading1": "5. Stage I: Conducting a detailed field assessment",
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"Heading2": "5.2. Planning for an assessment",
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"Heading3": "",
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"Heading4": "",
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"Module": "3.20 DDR Programme Design",
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"PageNum": 4,
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"Paragraph": "The following should be considered when planning a detailed field assessment for DDR: \\n Scope: From the start of DDR, practitioners should determine the geographical area that will be covered by the programme, how long the programme will last, and the level of detail and accuracy needed for its smooth running and financing. The scope and depth of this detailed field assessment will depend on the amount of information gathered in previous assessments, such as the technical assessment mission. The current political and military situation in the country concerned and the amount of access possible to areas where combatants are located should also be carefully considered; \\n Thematic areas of focus: The detailed field assessment should deepen understanding, analysis and assessments conducted in the pre\u00admission period. It therefore builds on information gathered on the following thematic areas: \\n\\n political, social and economic context and background; \\n\\n causes, dynamics and consequences of the armed conflict; \\n\\n identification of specific groups, potential partners and others involved in the discussion process; \\n\\n distribution, availability and proliferation of weapons (primarily small arms and light weapons); \\n\\n institutional capacities of national stakeholders in areas related to DDR; \\n\\n survey of socio\u00adeconomic conditions and local capacities to absorb ex\u00adcombatants and their dependants; \\n\\n preconditions and other factors that will influence DDR; \\n\\n baseline data and performance indicators for programme design, implementation, monitoring and evaluation. \\n\\n (Also see Annex B of IDDRS 3.10 on Integrated DDR Planning: Processes and Structures.); \\n Expertise: The next step is to identify the DDR expertise required. Assessment teams should be composed of specialists in all aspects of DDR (see IDDRS Level 5 for more information on the different needs that have to be met during a DDR mission). To ensure coherence with the political process and overall objectives of the peacekeeping mandate, the assessment should be led by a member of the UN DDR unit; \\n Local participation: Where the political situation allows, national and local participation in the assessment should be emphasized to ensure that local analyses of the situation, the needs and appropriate solutions are reflected and included in the DDR pro\u00ad gramme. There is a need, however, to be aware of local bias, especially in the tense immediate post\u00adconflict environment; \\n Building confidence and managing expectations: Where possible, detailed field assessments should be linked with preparatory assistance projects and initiatives (e.g., community development programmes and quick\u00adimpact projects) to build confidence in and support for the DDR programme. Care must be taken, however, not to raise unrealistic expec\u00ad tations of the DDR programme; \\n Design of the field assessment: Before starting the assessment, DDR practitioners should: \\n\\n identify the research objectives and indicators (what are we assessing?); \\n\\n identify the sources and methods for data collection (where are we going to obtain our information?); \\n\\n develop appropriate analytical tools and techniques (how are we going to make sense of our data?); \\n\\n develop a method for interpreting the findings in a practical way (how are we going to apply the results?); \\n Being flexible: Thinking about and answering these questions are essential to developing a well\u00addesigned approach and work plan that allows for a systematic and well\u00adstructured data collection process. Naturally, the approach will change once data collection begins in the field, but this should not in any way reduce its importance as an initial guiding blueprint.",
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},
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{
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"ID": 7,
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"Color": "#00A554",
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"Level": 3,
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"LevelName": "Structures and Processes",
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"Title": "DDR Programme Design",
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"Heading1": "5. Stage I: Conducting a detailed field assessment",
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"Heading2": "5.3. Implementing the assessment",
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"Heading3": "5.3.6. Methodologies for data collection",
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"Heading4": "",
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"Module": "3.20 DDR Programme Design",
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"PageNum": 8,
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"Paragraph": "Once the outlines for the assessment have been developed, the next stage should be to decide on the best methods to collect data, some of which are: \\n direct observation; \\n key informant interviews and focus groups; \\n mass surveys; \\n participatory assessments; \\n market research; \\n institutional capacity research; \\n sampling.The best approach is to be flexible and \u2018mix and match\u2019 methodologies. Data should be collected from as broad a sample as possible, and particular efforts should be made to include women, younger people (youth) and children. In an unstable context with unreliable or fragmentary data, multiple sources and techniques can be used, and results derived through triangulation or cross\u00adchecking of information.The sections below describe each one of these methodologies for data collection.",
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"Can": 0,
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},
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{
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"ID": 8,
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"Color": "#00A554",
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"Level": 3,
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"LevelName": "Structures and Processes",
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"Title": "DDR Programme Design",
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"Heading1": "5. Stage I: Conducting a detailed field assessment",
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"Heading2": "5.3. Implementing the assessment",
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"Heading3": "5.3.6. Methodologies for data collection",
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"Heading4": "5.3.6.1. Direct observation",
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"Module": "3.20 DDR Programme Design",
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"PageNum": 8,
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"Paragraph": "Several vital types of information can only be collected by direct observation. This can include sighting weapons (recording type, model, serial number, country of manufacture and condition); examining weapons caches and stockpiles (geographic location, distribu\u00ad tion, contents and condition of weapons, physical size, etc.); recording information on military installations and forces (location, size, identity, etc.); investigating weapons markets and other commercial transactions (supply and demand, prices, etc.); and recording the effects of small arms (displaced camps and conditions, destruction of infrastructure, types of wounds caused by small arms, etc.). Direct observation may also be a useful technique to obtain information about \u2018hidden\u2019 members of armed groups and forces, such as children, abductees and foreign fighters, whose association with the group may not be formally acknowledged.",
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"Can": 0,
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},
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{
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"ID": 9,
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"Color": "#00A554",
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"Level": 3,
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"LevelName": "Structures and Processes",
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"Title": "DDR Programme Design",
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"Heading1": "5. Stage I: Conducting a detailed field assessment",
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"Heading2": "5.3. Implementing the assessment",
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"Heading3": "5.3.6. Methodologies for data collection",
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"Heading4": "5.3.6.2. Key informant interviews and focus groups",
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"Module": "3.20 DDR Programme Design",
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"PageNum": 8,
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"Paragraph": "Interviews and focus groups are essential to obtain information on, for example, com\u00ad mand structures, numbers and types of people associated with the group, weaponry, etc., through direct testimony and group discussions. Vital information, e.g., numbers, types and distribution of weapons, as well as on weapons trafficking, children and abductees being held by armed forces and groups and foreign fighters (which some groups may try to conceal), can often be obtained directly from ex\u00adcombatants, local authorities or civilians. Although the information given may not be quantitatively precise or reliable, important qualitative conclusions can be drawn from it. Corroboration by multiple sources is a tried and tested method of ensuring the validity of the data (also see IDDRS 4.10 on Disarma\u00ad ment, IDDRS 5.10 on Women, Gender and DDR, IDDRS 5.20 on Youth and DDR, IDDRS 5.30 on Children and DDR and IDDRS 5.40 on Cross\u00adborder Population Movements).",
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"Can": 0,
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},
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{
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"ID": 10,
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"Color": "#00A554",
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"Level": 3,
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"LevelName": "Structures and Processes",
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"Title": "DDR Programme Design",
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"Heading1": "5. Stage I: Conducting a detailed field assessment",
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"Heading2": "5.3. Implementing the assessment",
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"Heading3": "5.3.6. Methodologies for data collection",
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"Heading4": "5.3.6.3. Mass-based surveys",
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"Module": "3.20 DDR Programme Design",
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"PageNum": 8,
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"Paragraph": "Surveys can reveal important information, e.g., on trends in weapons availability, possession and distribution among ex\u00adcombatants; or information on the extent and nature of armed violence against civilians. The success or failure of a mass\u00adbased survey ultimately depends on several factors, including the willingness of combatants and civilians to disclose sensi\u00ad tive information, access to affected areas, design and administration of the questionnaire (is it easy to understand and administer?), and the extent to which the sample used in the survey is inclusive and representative.",
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"Can": 0,
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},
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{
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"ID": 11,
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"Color": "#00A554",
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"Level": 3,
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"LevelName": "Structures and Processes",
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"Title": "DDR Programme Design",
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"Heading1": "5. Stage I: Conducting a detailed field assessment",
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"Heading2": "5.3. Implementing the assessment",
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"Heading3": "5.3.6. Methodologies for data collection",
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"Heading4": "5.3.6.4. Participatory assessments",
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"Module": "3.20 DDR Programme Design",
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"PageNum": 9,
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"Paragraph": "Participatory assessments, using the tools and methodology of participatory rural assess\u00ad ment (PRA),1 is a useful methodology when the real issues and problems are not known to the researcher, and provides a way to avoid the problem of researcher bias in orientation and analysis. It is a particularly useful methodology when working with illiterate people, and can be adapted for use with different ages and sexes. To date, PRA tools have been used in security\u00adrelated research, e.g.: for a small arms assessment, to explore subjective perceptions of small arms\u00adrelated insecurity (e.g., what impacts are most felt by civilians?); to obtain overviews of militia organizations and weapons distribution (through social mapping and history time\u00adline exercises); and to identify community perceptions of matters relating to security sector reform (SSR), e.g., policing.",
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},
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{
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"ID": 12,
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"Color": "#00A554",
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"Level": 3,
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"LevelName": "Structures and Processes",
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"Title": "DDR Programme Design",
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"Heading1": "5. Stage I: Conducting a detailed field assessment",
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"Heading2": "5.3. Implementing the assessment",
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"Heading3": "5.3.6. Methodologies for data collection",
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"Heading4": "5.3.6.5. Market research",
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"Module": "3.20 DDR Programme Design",
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"PageNum": 9,
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"Paragraph": "Two sets of market research should be carried out. The first focuses on gathering informa\u00ad tion relating to small arms. This could include: information on prices and how these have changed over time; identification of companies and other entities involved in weapons production, procurement and distribution; and details on weapons pipelines. This can provide important data on the nature, size and dynamics of the market or trade in small arms. Price information, particularly when collected at different locations within a country, can give insights into supply and demand dynamics that reveal differences in the extent of small arms proliferation and availability. Market research can also be used as a preventive measure by monitoring small arms prices, where a dramatic spike in prices usually indicates an upsurge in demand.A second set of market research should focus on gathering information on the local economic and employment situation so as to identify opportunities in the job market for reintegrating combatants (also see IDDRS 4.30 on Social and Economic Reintegration).",
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"Can": 0,
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"Should": 0,
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},
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{
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"ID": 13,
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"Color": "#00A554",
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"Level": 3,
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"LevelName": "Structures and Processes",
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"Title": "DDR Programme Design",
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"Heading1": "5. Stage I: Conducting a detailed field assessment",
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"Heading2": "5.3. Implementing the assessment",
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"Heading3": "5.3.6. Methodologies for data collection",
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"Heading4": "5.3.6.6. Institutional capacity assessments",
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"Module": "3.20 DDR Programme Design",
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"PageNum": 9,
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"Paragraph": "An assessment of the national institutional capacity to manage and implement the different aspects of DDR requires an evaluation of existing institutions and systems, human resources, and capacities. Three issues are of particular importance: the examination of existing capaci\u00ad ties, as compared with those that are still needed; the efficiency and effectiveness of existing management structures; and the adequacy of legal and regulatory frameworks. This assess\u00ad ment should provide information on institutional capacities for weapons collection and control, institutional coordination, managing and running demobilization camps, managing information flows, and providing support for reintegration planning and implementation.",
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"Can": 0,
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"Should": 0,
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},
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{
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"ID": 14,
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"Color": "#00A554",
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"Level": 3,
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"LevelName": "Structures and Processes",
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"Title": "DDR Programme Design",
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"Heading1": "5. Stage I: Conducting a detailed field assessment",
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"Heading2": "5.3. Implementing the assessment",
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"Heading3": "5.3.6. Methodologies for data collection",
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"Heading4": "5.3.6.7. Sampling",
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"Module": "3.20 DDR Programme Design",
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"PageNum": 9,
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"Paragraph": "Although not a method for collecting or analysing information, sampling is a useful tool for determining the scope, focus and precision of data collection activities, and should be used together with all of the methods described above. Through sampling, general insight on specific DDR issues can be obtained from civilian populations and subgroups (especially armed forces and groups). The key to obtaining valid assumptions through sampling is to ensure that the population sampled is representative, i.e., has characteristics broadly similar",
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"Can": 0,
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"Should": 0,
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"Shall": 0,
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"May": 0,
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"Must": 0
|
|
},
|
|
{
|
|
"ID": 15,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "5.3.7. Analysing results: Tools and techniques",
|
|
"Heading3": "",
|
|
"Heading4": "",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 10,
|
|
"Paragraph": "Once datasets for different themes or areas have been generated, the next step is to make sense of the results. Several analytical tools and techniques can be used, depending on the degree of accuracy needed and the quality of the data: \\n Qualitative analytical tools are used to make sense of facts, descriptions and perceptions through comparative analysis, inference, classification and categorization. Such tools help to understand the context; the political, social and historical background; and the details that numbers alone cannot provide; \\n Quantitative analytical tools (statistical, geometric and financial) are used to calculate trends and distribution, and help to accurately show the size and extent, quantity and dispersion of the factors being studied; \\n Estimation and extrapolation help to obtain generalized findings or results from sampled data. Given the large geographical areas in which DDR assessments are carried out, estimating and extrapolating based on a representative sample is the only way to obtain an idea of the \u2018bigger picture\u2019; \\n Triangulation (cross\u00adreferencing), or the comparison of results from three different methods or data sources, helps to confirm the validity of data collected in contexts where infor\u00admation is fragmentary, imprecise or unreliable. Although normally used with direct observation and interviewing (where facts are confirmed by using three or more differ\u00ad ent sources), triangulation can also be applied between different methods, to increase the probability of reaching a reasonably accurate result, and to maximize reliability and validity; \\n Geographic/Demographic mapping, which draws on all the techniques mentioned above, involves plotting the information gained about participants and beneficiaries geo\u00ad graphically (i.e., the way they are spread over a geographical area) or chronologically (over time) to determine their concentration, spread and any changes over time.",
|
|
"Can": 0,
|
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"Should": 0,
|
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"Shall": 0,
|
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"May": 0,
|
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"Must": 0
|
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},
|
|
{
|
|
"ID": 16,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "",
|
|
"Heading3": "",
|
|
"Heading4": "",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 10,
|
|
"Paragraph": "Designing a comprehensive DDR programme document is a time\u00ad and labour\u00adintensive process that usually takes place after a peacekeeping mission has been authorized, and before deployment in the field has started.The programme document represents a blueprint for how DDR will be put into oper\u00ad ation, and by whom. It is different from an implementation plan (which is often more technical), provides time\u00adlines and information on how individual DDR tasks and activities will be carried out, and assigns responsibilities.",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
|
"May": 0,
|
|
"Must": 0
|
|
},
|
|
{
|
|
"ID": 17,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "6.1. Contextual analysis and rationale",
|
|
"Heading3": "",
|
|
"Heading4": "",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 12,
|
|
"Paragraph": "The DDR programme document should be based on an in\u00addepth understanding of the national or local context and the situation in which the programme is to be implemented, as this will shape the objectives, overall strategy and criteria for entry, as follows: \\n General context and problem: This defines the \u2018problem\u2019 of DDR in the specific context in which it will be implemented (levels of violence, provisions in peace accords, lack of alternative livelihoods for ex\u00adcombatants, etc.), with a focus on the nature and con\u00ad sequences of the conflict; existing national and local capacities for DDR and SSR; and the broad political, social and economic characteristics of the operating environment; \\n Rationale and justification: Drawing from the situation analysis, this explains the need for DDR: why the approach suggested is an appropriate and viable response to the identified problem, the antecedents to the problem (i.e., what caused the problem in the first place) and degree of political will for its resolution; and any other factors that provide a compelling argument for undertaking DDR. In addition, the engagement and role of the UN should be specified here; \\n Overview of armed forces and groups: This section should provide an overview of all armed forces and groups and their key characteristics, e.g., force/group strength, loca\u00ad tion, organization and structure, political affiliations, type of weaponry, etc. This information should be the basis for developing specifically designed strategies and approaches for the DDR of the armed forces and groups (see Annex D for a sample table of armed forces and groups); \\n Definition of participants and beneficiaries: Drawing on the comprehensive assessments and profiles of armed groups and forces and levels of violence that are normally inclu\u00ad ded in the framework, this section should identify which armed groups and forces should be prioritized for DDR programmes. This prioritization should be based on their involvement in or potential to cause violence, or otherwise affect security and the peace process. In addition, subgroups that should be given special attention (e.g., special needs groups) should be identified; \\n Socio-economic profile in areas of return: A general overview of socio\u00adeconomic conditions in the areas and communities to which ex\u00adcombatants will return is important in order to define both the general context of reintegration and specific strategies to ensure effec\u00ad tive and sustainable support for it. Such an overview can also provide an indication of how much pre\u00adDDR community recovery and reconstruction assistance will be necessary to improve the communities\u2019 capacity to absorb former combatants and other returning populations, and list potential links to other, either ongoing or planned, reconstruction and development initiatives.",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
|
"May": 0,
|
|
"Must": 0
|
|
},
|
|
{
|
|
"ID": 18,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "6.2. DDR programme objectives",
|
|
"Heading3": "",
|
|
"Heading4": "",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 12,
|
|
"Paragraph": "Because the DDR programme document should contain strategies and requirements for a complex and multi\u00adcomponent process, it should be guided by both an overall goal and a series of smaller objectives that clearly define expected outputs in each subsector. While generic (general) objectives exist, they should be adapted to the realities and needs of each context. The set of general and specific objectives outlined in this section make up the overall framework for the DDR programme.Example: Objectives of the national DDR programme in the Democratic Republic of the Congo (DRC) \\n General objective: Contribute to the consolidation of peace, national reconciliation and the socio\u00adeconomic reconstruction of the country, as well as regional stability.Specific objectives: \\n Disarm combatants belonging to the armed groups and forces that will not be integrated into the DRC armed forces or in the police, as foreseen in the DRC peace accords; \\n Demobilize the military elements and armed groups not eligible for integration into the DRC armed forces; \\n Reintegrate demobilized elements into social and economic life within the framework of community productive systems.",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
|
"May": 0,
|
|
"Must": 0
|
|
},
|
|
{
|
|
"ID": 19,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "6.3. Guiding principles",
|
|
"Heading3": "",
|
|
"Heading4": "",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 13,
|
|
"Paragraph": "The guiding principles specify those factors, considerations and assumptions that are con\u00ad sidered important for a DDR programme\u2019s overall viability, effectiveness and sustainability. These guiding principles must be taken into account when developing the strategic approach and activities. Universal (general) principles (see IDDRS 2.10 on the UN Approach to DDR) can be included, but principles that are specific to the operating context and associated requirements should receive priority. Principles can apply to the entire DDR programme, and need not be limited to operational or thematic issues alone; thus they can include political principles (how DDR relates to political processes), institutional principles (how DDR should be structured insti\u00ad tutionally) and operational principles (overall strategy, implementation approach, etc.).",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
|
"May": 0,
|
|
"Must": 0
|
|
},
|
|
{
|
|
"ID": 20,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "6.4. Preconditions and foundations for DDR",
|
|
"Heading3": "",
|
|
"Heading4": "",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 13,
|
|
"Paragraph": "This section defines the issues that must be dealt with or included in the design of the DDR programme in order to ensure its effectiveness and viability. These include preconditions (i.e., those factors that must be dealt with or be in place before DDR implementation starts), as well as foundations (i.e., those aspects or factors that must provide the basis for planning and implementing DDR). In general, preconditions and foundations can be divided into those that are vital for the overall viability of DDR and those that can influence the overall efficiency, effectiveness and relevance of the process (but which are not vital in determining whether DDR is possible or not).Example: Preconditions and foundations for DDR in Liberia \\n A government\u00addriven process of post\u00adconflict reconciliation is developed and imple\u00ad mented in order to shape and define the framework for post\u00adconflict rehabilitation and reintegration measures; \\n A National Transitional Government is established to run the affairs of the country up until 2006, when a democratically elected government will take office; \\n Comprehensive measures to stem and control the influx and possible recycling of weapons by all armed forces and groups and their regional network of contacts are put in place; \\n The process of disbandment of armed groups and restructuring of the Liberian security forces is organized and begun; \\n A comprehensive national recovery programme and a programme for community reconstruction, rehabilitation and reintegration are simultaneously developed and implemented by the government, the United Nations Development Programme (UNDP) and other UN agencies as a strategy of pre\u00adpositioning and providing assistance to all war\u00adaffected communities, refugees and internally displaced persons (IDPs). This programme will provide the essential drive and broader framework for the post\u00adwar recovery effort; \\n Other complementary political provisions in the peace agreement are initiated and implemented in support of the overall peace process; \\n A complementary community arms collection programme, supported with legislative process outlawing the possession of arms in Liberia, would be started and enforced following the completion of formal disarmament process.",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
|
"May": 0,
|
|
"Must": 0
|
|
},
|
|
{
|
|
"ID": 21,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "6.5. Overall strategic approach to DDR",
|
|
"Heading3": "",
|
|
"Heading4": "",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 14,
|
|
"Paragraph": "While the objectives, principles and preconditions/foundations establish the overall design and structure of the DDR programme, a description of the overall strategic approach is essential in order to explain how DDR will be implemented. This section is essential in order to: \\n explain how the multiple components of DDR will be designed to reflect realities and needs, thus ensuring efficiency, effectiveness and sustainability of the overall approach; \\n explain how the targets for assisting DDR participants and beneficiaries (number of ex\u00adcombatants assisted, etc.) will be met; \\n explain how the various components and activities of DDR will be divided into phases and sequenced (planned over time) within the programme time\u00adframe; \\n identify issues that are critical to the implementation of the overall programme and provide information on how they will be dealt with.",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
|
"May": 0,
|
|
"Must": 0
|
|
},
|
|
{
|
|
"ID": 22,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "6.5. Overall strategic approach to DDR",
|
|
"Heading3": "6.5.1. Defining the approach to DDR",
|
|
"Heading4": "",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 14,
|
|
"Paragraph": "The core components of DDR (demobilization, disarmament and reintegration) can vary significantly in terms of how they are designed, the activities they involve and how they are implemented. In other words, although the end objective may be similar, DDR varies from country to country. Each DDR process must be adapted to the specific realities and requirements of the country or setting in which it is to be carried out. Important issues that will guide this are, for example, the nature and organization of armed forces and groups, the socio\u00adeconomic context and national capacities. These need to be defined within the overall strategic approach explaining how DDR is to be put into practice, and how its components will be sequenced and implemented (also see IDDRS 2.10 on the UN Approach to DDR).",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
|
"May": 0,
|
|
"Must": 0
|
|
},
|
|
{
|
|
"ID": 23,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "6.5. Overall strategic approach to DDR",
|
|
"Heading3": "6.5.1. Defining the approach to DDR",
|
|
"Heading4": "6.5.1.1. Putting DDR into operation",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 14,
|
|
"Paragraph": "The specific context in which a DDR programme is to be implemented, the programme requirements and the best way to reach the defined objectives will all affect the way in which a DDR operation is conceptualized. When developing a DDR concept, there is a need to: describe the overall strategic approach; justify why this approach was chosen; describe the activities that the programme will carry out; and lay out the broad operational methods or guidelines for implementing them. In general, there are three strategic approaches that can be taken (also see IDDRS 4.20 on Demobilization): \\n DDR of conventional armed forces, involving the structured and centralized disarma\u00ad ment and demobilization of formed units in assembly or cantonment areas. This is often linked to their restructuring as part of an SSR process; \\n DDR of armed groups, involving a decentralized demobilization process in which indi\u00ad viduals are identified, registered and processed; incentives are provided for voluntary disarmament; and reintegration assistance schemes are integrated with broader com\u00ad munity\u00adbased recovery and reconstruction projects; \\n A \u2018mixed\u2019 DDR approach, combining both of the above models, used when participant groups include both armed forces and armed groups;After a comprehensive assessment of the operational guidelines according to which DDR will be implemented, a model should be created as a basis for planning (see Annexes C and D. Annex E illustrates an approach taken to DDR in the DRC). In addition to defining how to operationalize the core components of DDR, the overall strategic approach should also describe any other components necessary for an effective and viable DDR process. For the most part, these will be activities that will take throughout the DDR programme and ensure the effectiveness of core DDR components. Some examples are: \\n awareness\u00adraising and sensitization (in order to increase local understanding of, and participation in, DDR processes); \\n capacity development for national institutions and communities (in contexts where capacities are weak or non\u00adexistent); \\n weapons control and management (in contexts involving widespread availability of weapons in society); \\n repatriation and resettlement (in contexts of massive internal and cross\u00adborder dis\u00ad placement); \\n local peace\u00adbuilding and reconciliation (in contexts of deep social/ethnic conflict).",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
|
"May": 0,
|
|
"Must": 0
|
|
},
|
|
{
|
|
"ID": 24,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "6.5. Overall strategic approach to DDR",
|
|
"Heading3": "6.5.1. Defining the approach to DDR",
|
|
"Heading4": "6.5.1.2. Sequencing and phasing of DDR",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 15,
|
|
"Paragraph": "Once the main components of a DDR programme have been identified, an overall strategy for implementation needs to be drawn up. The overall strategy should usually be developed on the basis of operational objectives and targets broken down by time period or programme phase. This enables practitioners to see in broad terms how DDR will be implemented, plan the allocation of resources and other requirements, and coordinate among themselves.",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
|
"May": 0,
|
|
"Must": 0
|
|
},
|
|
{
|
|
"ID": 25,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "6.5. Overall strategic approach to DDR",
|
|
"Heading3": "6.5.2. Strategic elements of a DDR programme",
|
|
"Heading4": "",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 16,
|
|
"Paragraph": "As programme scale and scope, participants and beneficiaries, eligibility criteria, incentive schemes, and monitoring and evaluation all affect programme design, they should be con\u00ad sidered when developing a DDR strategy.",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
|
"May": 0,
|
|
"Must": 0
|
|
},
|
|
{
|
|
"ID": 26,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "6.5. Overall strategic approach to DDR",
|
|
"Heading3": "6.5.2. Strategic elements of a DDR programme",
|
|
"Heading4": "6.5.2.1. Scale and scope",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 16,
|
|
"Paragraph": "The scale of a DDR programme is determined by the number of beneficiaries and the geo\u00ad graphical area the programme covers (most often determined by the size of the country or region where the programme is taking place). These figures determine the complexity, size and resource requirements for the programme, and must be estimated at the programme design stage.The extent to which a DDR programme directly includes activities that formally belong to other sectors determines its scope or extent (i.e., exactly how much it is going to try and achieve). In the past, DDR programmes focused strictly on the core components of disarm\u00ad ament, demobilization and reintegration. Today, most DDR programmes include or take account of activities relating to SSR (such as weapons control and regulation), peace\u00adbuilding and reconciliation, and community recovery and reconstruction (also see IDDRS 2.10 on the UN Approach to DDR and IDDRS 2.20 on Post\u00adconflict Stabilization, Peace\u00adbuilding and Recovery Frameworks).",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
|
"May": 0,
|
|
"Must": 0
|
|
},
|
|
{
|
|
"ID": 27,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "6.5. Overall strategic approach to DDR",
|
|
"Heading3": "6.5.2. Strategic elements of a DDR programme",
|
|
"Heading4": "6.5.2.2. DDR participants",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 16,
|
|
"Paragraph": "The identification of DDR participants affects the size and scope of a DDR programme. DDR participants are usually prioritized according to their political status or by the actual or potential threat to security and stability that they represent. They can include regular armed forces, irregular armed groups, militias and paramilitary groups, self\u00addefence groups, members of private security companies, armed street gangs, vigilance brigades and so forth.Among the beneficiaries are communities, who stand to benefit the most from improved security; local and state governments; and State structures, which gain from an improved capacity to regulate law and order. Clearly defining DDR beneficiaries determines both the operational role and the expected impacts of programme implementation.",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
|
"May": 0,
|
|
"Must": 0
|
|
},
|
|
{
|
|
"ID": 28,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "6.5. Overall strategic approach to DDR",
|
|
"Heading3": "6.5.2. Strategic elements of a DDR programme",
|
|
"Heading4": "6.5.2.3. Operational role",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 16,
|
|
"Paragraph": "Another important factor that determines the scope of a DDR programme is the extent of national capacity and the involvement of national and non\u00adUN bodies in the implementa\u00ad tion of DDR activities. In a country with a strong national capacity to implement DDR, the UN\u2019s operational role (i.e. the extent to which it is involved in directly implementing DDR activities) should be focused more on ensuring adequate coordination than on direct imple\u00ad mentation activities. In a country with weak national implementing capacity, the UN\u2019s role in implementation should be broader and more operational.",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
|
"May": 0,
|
|
"Must": 0
|
|
},
|
|
{
|
|
"ID": 29,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "6.5. Overall strategic approach to DDR",
|
|
"Heading3": "6.5.2. Strategic elements of a DDR programme",
|
|
"Heading4": "6.5.3.4. Eligibility criteria",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 16,
|
|
"Paragraph": "Eligibility criteria provide a mechanism for determining who should enter a DDR pro\u00ad gramme and receive reintegration assistance. This often involves proving combatant status or membership of an armed force or group. It is easier to establish the eligibility of par\u00ad ticipants to a DDR programme when this involves organized, legal armed forces with members who have an employment contract. When armed groups are involved, however, there will be difficulties in proving combatant status, which increases the risk of admitting non\u00adcombatants and increasing the number of people who take part in a DDR programme. In such cases, it is important to have strict and well\u00addefined eligibility criteria, which can help to eliminate the risk of non\u00adcombatants gaining access to the programme (also see IDDRS 4.20 on Demobilization).",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
|
"May": 0,
|
|
"Must": 0
|
|
},
|
|
{
|
|
"ID": 30,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "6.5. Overall strategic approach to DDR",
|
|
"Heading3": "6.5.2. Strategic elements of a DDR programme",
|
|
"Heading4": "6.5.3.5. Incentive schemes",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 17,
|
|
"Paragraph": "When targeting armed groups in a DDR programme, their often\u00adweak command and con\u00ad trol structures should be taken into account, and it should not be assumed that combatants will obey their commanders\u2019 orders to enter DDR programmes. Moreover, there may also be risks or stigma attached to obeying such orders (i.e., fear of reprisals), which discour\u00ad ages people from taking part in the programme. In such cases, incentive schemes, e.g., the offering of individual or collective benefits, may be used to overcome the combatants\u2019 concerns and encourage participation. It is important also to note that awareness\u00adraising and public information on the DDR pro\u00adgramme can also help towards overcoming combatants\u2019 concerns about entering a DDR programme.Incentives may be directly linked to the disarmament, demobilization or reintegration components of DDR, although care should be taken to avoid the perception of \u2018cash for weapons\u2019 or weapons buy\u00adback programmes when these are linked to the disarmament component. If used, incentives should be taken into consideration in the design of the overall programme strategy.",
|
|
"Can": 0,
|
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"Should": 0,
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"Shall": 0,
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"May": 0,
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"Must": 0
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},
|
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{
|
|
"ID": 31,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "6.5. Overall strategic approach to DDR",
|
|
"Heading3": "6.5.2. Strategic elements of a DDR programme",
|
|
"Heading4": "6.5.3.6. Monitoring and evaluation",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 17,
|
|
"Paragraph": "The development of baseline data is vital to measuring the overall effectiveness and impact of a DDR programme. Baseline data and indicators are only useful, however, if their collec\u00ad tion, distribution, analysis and use are systematically managed. DDR programmes should have a good monitoring and information system that is integrated with the entire DDR programme, allowing for information collected in one component to be available in another, and for easy cross\u00adreferencing of information. The early establishment of an information management strategy as part of the overall programme design will ensure that an appro\u00ad priate monitoring and evaluation system can be developed once the programme is finalized (also see IDDRS 3.50 on Monitoring and Evaluation of DDR Programmes).",
|
|
"Can": 0,
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"Shall": 0,
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"May": 0,
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"Must": 0
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},
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{
|
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"ID": 32,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "6.6. DDR strategies",
|
|
"Heading3": "",
|
|
"Heading4": "",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 17,
|
|
"Paragraph": "Once the strategic approach for the DDR programme has been designed, detailed imple\u00ad mentation strategies should be developed for each programme component. These may be annexed to the original programme document or developed as separate documents. Each strategy should include the following: \\n the objective of the component; \\n the strategic approach and methods adopted for its implementation; \\n an explanation of how key issues and considerations will be dealt with; \\n an overview of the implementation process and key activities necessary to achieve the objective.",
|
|
"Can": 0,
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"Should": 0,
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"Shall": 0,
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"Must": 0
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},
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{
|
|
"ID": 33,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "6. Stage II: Preparing the DDR programme document",
|
|
"Heading2": "6.7. Ensuring cross-programme links with broader transition and recovery frameworks",
|
|
"Heading3": "",
|
|
"Heading4": "",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 19,
|
|
"Paragraph": "In most cases, the development of DDR programmes happens at the same time as the devel\u00ad opment of programmes in other sectors such as rule of law, SSR, reintegration and recovery, and peace\u00adbuilding. The DDR programmes should be linked, as far as possible, to these other processes so that each process supports and strengthens the others and helps integrate DDR into the broader framework for international assistance. DDR should be viewed as a com\u00ad ponent of a larger strategy to achieve post\u00adconflict objectives and goals. Other processes to which DDR programme could be linked include JAM/PCNA activities, and the development of a common country assessment/UN development assessment framework and poverty reduction strategy paper (also see IDDRS 2.20 on Post\u00adconflict Stabilization, Peace\u00adbuilding and Recovery Frameworks).",
|
|
"Can": 0,
|
|
"Should": 0,
|
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"Shall": 0,
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"May": 0,
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"Must": 0
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},
|
|
{
|
|
"ID": 34,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "7. Developing the results and budgeting framework",
|
|
"Heading2": "",
|
|
"Heading3": "",
|
|
"Heading4": "",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 19,
|
|
"Paragraph": "A key part of programme design is the development of a logical framework that clearly defines the hierarchy of outputs, activities and inputs necessary to achieve the objectives and outcomes that are being aimed at. In line with the shift towards results\u00adbased pro\u00ad gramming, such logical frameworks should focus on determining how to achieve the planned outcomes within the time that has been made available. This approach ensures coordination and programme implementation, and provides a framework for monitoring and evaluating performance and impact.When DDR is conducted in an integrated peacekeeping context, two complementary results\u00adbased frameworks should be used: a general results framework containing the main outputs, inputs and activities of the overall DDR programme; and a framework specifically designed for DDR activities that will be funded from mission assessed funds as part of the overall mission planning process. Naturally, the two are complementary and should con\u00ad tain common elements.",
|
|
"Can": 0,
|
|
"Should": 0,
|
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"Shall": 0,
|
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"May": 0,
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"Must": 0
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},
|
|
{
|
|
"ID": 35,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "7. Developing the results and budgeting framework",
|
|
"Heading2": "7.1. General results framework",
|
|
"Heading3": "",
|
|
"Heading4": "",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 19,
|
|
"Paragraph": "The general results framework for a DDR programme should consist of the following elements (but not necessarily all of them) (see also Annex F for a general results framework for DDR that was used in Liberia): \\n Specific objectives and component outcomes: For each component of a DDR programme (i.e., disarmament, demobilization, reinsertion, reintegration, etc.), the main or longer\u00ad term strategic objectives should be clearly defined, together with the outcomes the UN is supporting. These provide a strategic framework for organizing and anchoring relevant activities and outputs; \\n Baseline data: For each specific objective, the initial starting point should be briefly described. In the absence of hard quantitative baseline data, give a qualitative descrip\u00ad tion of the current situation. Defining the baseline is a critical part of monitoring and evaluating the performance and impact of programmes; \\n Indicative activities: For each objective, a list of indicative activities should be provided in order to give a sense of the range and kind of activities that need to be implemented so as to achieve the expected outputs and objectives. For the general results frame\u00ad work, these do not need to be complete or highly detailed, but they must be sufficient to provide a sense of the underlying strategy, scope and range of actions that will be implemented; \\n Intervals: Activities and priority outputs should be have precise time\u00adlines (preferably specific dates). For each of these dates, indicate the expected level of result that should be achieved. This should allow an overview of how each relevant component of the programme is expected to progress over time and what has to be achieved by what date; \\n Targets and monitoring indicators: For each activity there should be an observable target, objectively verifiable and useful as a monitoring indicator. These indicators will vary depending on the activity, and they do not always have to be quantitative. For example, \u2018reduction in perceptions of violence\u2019 is as useful as \u201815 percent of ex\u00adcombatants success\u00ad fully reintegrated\u2019; \\n Inputs: For each activity or output there should be an indication of inputs and their costs. General cost categories should be used to identify the essential requirements, which can include staff, infrastructure, equipment, operating expenses, service contracts, grants, consultancies, etc.",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
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"May": 0,
|
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"Must": 0
|
|
},
|
|
{
|
|
"ID": 36,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "7. Developing the results and budgeting framework",
|
|
"Heading2": "7.2. Peacekeeping results-based budgeting framework",
|
|
"Heading3": "",
|
|
"Heading4": "",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 20,
|
|
"Paragraph": "The results\u00adbased budgeting (RBB) framework is the main budgetary planning tool used by the UN Secretariat and peacekeeping missions, and is part of the Secretary\u00adGeneral\u2019s programme of reform and vision of a more results\u00adoriented organization.An important feature of RBB is the definition of expected results at the beginning of the planning and budget cycle, before the programme is implemented. Thus RBB aims to shift focus from output accounting (i.e., activities) to results\u00adbased accountability (i.e., indi\u00ad cators of achievements). RBB is therefore not simply an administrative process, but a strategic planning tool, improving the clarity of programmes, and bringing about a common under\u00ad standing and better communication between Member States and programme managers to improve results. Results\u00adbased management is intended to be a dynamic process, providing feedback throughout the full programme cycle: planning, programming, budgeting, and monitoring and evaluation. Since it was introduced, RBB has continued to evolve in order to better fulfil its role as a strategic planning tool for the UN.RBB has four main components: \\n the DDR objective statement, serving as the basis for developing programme activities and identifying benchmarks for success; \\n indicators of achievement, which measure performance, justify the resource requirements and are linked to outputs; \\n outputs, listing the activities that will be conducted in order to achieve the objective; \\n external factors, identifying factors outside of the programme manger\u2019s control that may have an impact on programme performance.",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
|
"May": 0,
|
|
"Must": 0
|
|
},
|
|
{
|
|
"ID": 37,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "7. Developing the results and budgeting framework",
|
|
"Heading2": "7.2. Peacekeeping results-based budgeting framework",
|
|
"Heading3": "7.2.1. Developing an RBB framework",
|
|
"Heading4": "",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 21,
|
|
"Paragraph": "This section is intended to assist DDR programme managers in the field to develop RBB frameworks for submission to the Department of Peacekeeping Operations, which will serve as the basis for cost estimates. Mission budget officers who are specialized in the develop\u00ad ment of RBB frameworks should be able to assist with the development of this tool.",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
|
"May": 0,
|
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"Must": 0
|
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},
|
|
{
|
|
"ID": 38,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "7. Developing the results and budgeting framework",
|
|
"Heading2": "7.2. Peacekeeping results-based budgeting framework",
|
|
"Heading3": "7.2.1. Developing an RBB framework",
|
|
"Heading4": "7.2.1.1. The DDR objective statement",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 21,
|
|
"Paragraph": "The DDR objective statement draws its legal foundation from Security Council mission mandates. It is important to note that the DDR objective will not be fully achieved in the lifetime of the peacekeeping mission, although certain activities such as the (limited) phys\u00ad ical disarmament of combatants may be completed. Other important aspects of DDR such as reintegration, the establishment of the legal framework, and the technical and logistic capacity to deal with small arms and light weapons often extend beyond the duration of a peacekeeping mission. In this regard, the objective statement must reflect the contribution of the peacekeeping mission to the \u2018progress towards\u2019 the DDR objective. An example of a DDR objective statement is as follows: \\n \u201cProgress towards the disarmament, demobilization and reintegration of members of armed forces and groups, including meeting the specific needs of women and children associated with such groups, as well as weapons control and destruction.\u201d",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
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"May": 0,
|
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"Must": 0
|
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},
|
|
{
|
|
"ID": 39,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "7. Developing the results and budgeting framework",
|
|
"Heading2": "7.2. Peacekeeping results-based budgeting framework",
|
|
"Heading3": "7.2.1. Developing an RBB framework",
|
|
"Heading4": "7.2.1.2. Indicators of achievement",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 21,
|
|
"Paragraph": "The targeted achievement should include no more than five clear and measurable indicators, and baseline information from which increases/decreases in the baseline variables are measured.",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
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"May": 0,
|
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"Must": 0
|
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},
|
|
{
|
|
"ID": 40,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "7. Developing the results and budgeting framework",
|
|
"Heading2": "7.2. Peacekeeping results-based budgeting framework",
|
|
"Heading3": "7.2.1. Developing an RBB framework",
|
|
"Heading4": "7.2.1.3. Outputs",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 21,
|
|
"Paragraph": "When developing the DDR outputs for an RBB framework, programmer managers should take the following into account: (1) specific references to the implementation time\u00adframe should be included; (2) DDR technical assistance or advice needs should be further defined to specify what that means in practice and, if possible, quantified (e.g., workshops, training programmes, legislative models, draft work plans); (3) participants in DDR programmes or recipients of the mission\u2019s efforts should be included in the output description; and (4) when describing these outputs, the verb should be placed before the output definition (e.g., \u2018Destroyed 9,000 weapons\u2019; \u2018Chaired 10 community sensitization meetings\u2019).",
|
|
"Can": 0,
|
|
"Should": 0,
|
|
"Shall": 0,
|
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"May": 0,
|
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"Must": 0
|
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},
|
|
{
|
|
"ID": 41,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "7. Developing the results and budgeting framework",
|
|
"Heading2": "7.2. Peacekeeping results-based budgeting framework",
|
|
"Heading3": "7.2.1. Developing an RBB framework",
|
|
"Heading4": "7.2.1.4. External factors",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 21,
|
|
"Paragraph": "When developing the external factors of the DDR RBB framework, programme managers are requested to identify those factors that are outside the control of the DDR unit. These should not repeat the factors that make up the indicators of achievement.For an example of an RBB framework for DDR in Sudan, see Annex G; also see IDDRS 3.50 on Monitoring and Evaluation of DDR Programmes.",
|
|
"Can": 0,
|
|
"Should": 0,
|
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"Shall": 0,
|
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"May": 0,
|
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"Must": 0
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},
|
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{
|
|
"ID": 42,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "8. Stage III: Developing an implementation plan",
|
|
"Heading2": "",
|
|
"Heading3": "",
|
|
"Heading4": "",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 22,
|
|
"Paragraph": "Once a programme has been prepared, planning instruments should be developed that will aid practitioners (UN, non\u00adUN and the national government) to implement the planned activities and strategies. An actions or operations plan usually consists of four main elements: \\n Implementation methods: This consists of a narrative description of how each DDR com\u00ad ponent will be made operational within the framework of the programme, focusing on the precise sequencing of activities, operational requirements, logistic requirements, links with other mission components, key risks and factors that will reduce these risks. This section can be used by practitioners to guide implementation and operations and provide an overall framework for the other components of the operational and action plan; \\n Timing: There should be an overview of the time\u00adframe and schedule for implementation of DDR activities for each component of the programme, which provides an overall picture of the phasing and sequencing of programme implementation. This will provide practitioners with a quick overview of the activities, which is important for defining and planning resource requirements and allocations. An example of a time\u00adframe is included in Annex H; \\n Detailed work plan: A detailed work plan should also be included in the operational plan. It should break all programme activities down into their various tasks, and indi\u00ad cate who is responsible for different operational roles. The main categories of such a work plan should include: \\n\\n the activities to be implemented; \\n\\n a detailed description of individual tasks; \\n\\n the required inputs (human, material, financial); \\n\\n the actor \\n\\n responsible for funding each task; \\n\\n the actor responsible for logistic support; \\n\\n the actor responsible for staffing; \\n\\n the actor responsible for coordination/supervision; \\n\\n the actor responsible for implementation; \\n\\n the expected time\u00adframe for implementation of task. \\n The work plan should be considered a dynamic document that should be updated periodically and used to guide DDR planners and practitioners on programme imple\u00ad mentation on a day\u00adto\u00adday basis. A generic work plan is included in Annex I; \\n Management arrangements: This section should detail the institutional arrangements established to provide strategic guidance, coordination and implementation of the programme (also see IDDRS 3.10 on Integrated DDR Planning: Processes and Structures and IDDRS 3.50 on Monitoring and Evaluation of DDR Programmes).",
|
|
"Can": 0,
|
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"Should": 0,
|
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"Shall": 0,
|
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"May": 0,
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"Must": 0
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},
|
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{
|
|
"ID": 43,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "Annex A: Terms, definitions and abbreviations",
|
|
"Heading2": "",
|
|
"Heading3": "",
|
|
"Heading4": "",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 1,
|
|
"Paragraph": "Terms and definitions \\n Detailed field assessment: A detailed field assessment is essential to identify the nature of the problem a DDR programme is to deal with, as well as to provide key indicators for the development of a detailed DDR strategy and its associated components. Detailed field assess\u00ad ments shall be undertaken to ensure that DDR strategies, programmes and implementation plans reflect realities, are well targeted and sustainable, and to assist with their monitoring and evaluation.Implementation plan: \\n Also known as an operations or action plan, an implementation plan describes the detailed steps necessary to implement programme activities, together with a division of labour and overall time\u00adframe.Programme: \\n A generic (general) term for a set of activities designed to achieve a specific objective. In order to ensure that a programme\u2019s results, outputs and overall outcome are reached, activities are often framed by a strategy, key principles and identified targets. Together, these indicate how the activities will be structured and implemented. Programmes also include a description of all aspects necessary to implement the planned activities, includ\u00ad ing inputs and resources (staff, equipment, funding, etc.), management arrangements, legal frameworks, partnerships and other risk analysis.Project: \\n Within each programme there may be several projects, each of which is a separately identified undertaking. A project is an intervention that consists of a set of planned, inter\u00ad related activities aimed at achieving defined objectives over a fixed time. A project\u2019s activities and objectives are normally given in a project document. This legal agreement binds the signatories to carry out the defined activities and to provide specific resources over a fixed period of time in order to reach agreed objectives.",
|
|
"Can": 0,
|
|
"Should": 0,
|
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"Shall": 0,
|
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"May": 0,
|
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"Must": 0
|
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},
|
|
{
|
|
"ID": 44,
|
|
"Color": "#00A554",
|
|
"Level": 3,
|
|
"LevelName": "Structures and Processes",
|
|
"Title": "DDR Programme Design",
|
|
"Heading1": "Endnotes",
|
|
"Heading2": "",
|
|
"Heading3": "",
|
|
"Heading4": "",
|
|
"Module": "3.20 DDR Programme Design",
|
|
"PageNum": 1,
|
|
"Paragraph": "1 PRA uses group animation and exercises to obtain information. Using PRA methods, local people carry out the data collection and analysis, with outsiders assisting with the process rather than control\u00ad ling it. This approach brings about shared learning between local people and outsiders; emphasizes local knowledge; and enables local people to make their own appraisal, analysis and plans. PRA was originally developed so as to enable development practitioners, government officials and local people to work together to plan context\u00adappropriate programmes. PRA\u00adtype exercises can also be used in other contexts such as in planning for DDR. \\n 2 LCA \u2013 Lusaka Ceasefire Accords, 1999; SCA \u2013 Sun City Accord, April 2002; DRA \u2013 DRC/Rwanda Accords, July 2002. \\n 3 UNDP D3 report, 2001. \\n 4 DRC authorities. \\n 5 Privileged source. \\n 6 Unverified information. \\n 7 UNDP/IOM registration records. \\n 8 UNDP D3 report, 2001. \\n 9 Government of Uganda sources, United Nations Organization Mission in the Democratic Republic of Congo (MONUC). \\n 10 FNL estimated at 3,000 men (UNDP D3 report), located mainly in Burundi.",
|
|
"Can": 0,
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"Shall": 0,
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}
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] |