African Insider Mediators Platform

Untitled-2 AIMP
  • Support Base for practicing mediators
  • Enhancing national and regional internal mediation capacity
  • Strengthening local ownership
MEDIATORS WORKING ON CONFLICT SYSTEMS AT MULTIPLE LEVELS STRATEGIC OBJECTIVES
  • Forge and maintain linkages
  • Expand learning opportunities
  • Document and disseminate examples of good mediation practice
  • Connect mediation efforts at different levels
  • Provide a pool of skilled resource people
VALUES
  • Multi-lingualism and cultural sensitivity
  • Start small and maintain quality
  • Local ownership and control
  • Responsive to needs
  • Building on, valuing and complementing existing initiatives
  • Coordinated and cohesive response systems
  • Multiple levels, linking short term to long term
Activity Areas
  • Mentorship programmes, coaching, accompaniment
  • Training, learning, experience sharing
  • Peer exchange
  • Theory practice praxis
  • Documentation and dissemination
  • Mapping conflict systems
  • Database
  • Advocacy to build recognition
Imperatives
  • Coordination and cooperative partnership building
  • Harmonising formal and informal, contemporary and traditional approaches
  • Interconnections between initiatives, complementing not competing
  • Access to and recognition from AU and REC levels
Insights, challenges and lessons learned
  • The disconnect between regional level, national level, local level processes undermines the effectiveness of efforts at all levels
  • Multi-level multi-stakeholder approaches that link short term rapid responses to longer term processes are more likely to achieve sustainable outcomes
  • Local level processes need to be recognised, valued and supported, but can also easily be taken over and overwhelmed or undermined
  • Local perspectives and views should drive the direction of processes
  • Mediative processes include diverse forms of trust, confidence building, learning and training that create spaces for dialogue and cooperative problem solving
Additional insights
  • Enhancing mediation capacity is more than training and deploying skilled mediators – it includes embedding a mediative approach into all forms of engagement in society, and nurturing a culture of dialogue and collaborative problem solving
  • Support aimed at building mediation capacity should strengthen what is already there, and be linked to existing systems and institutions if it is to be sustainable.
  • The ‘projectisation’ of mediative efforts and capacity building support, dependent on external funding undermines long term sustainability
  • Systemic and structural efforts to enhance mediation capacity could include an information gathering and sharing component, as well as the ability to respond
  • A legal foundation can underpin and strengthen efforts to use dialogue and mediation as dispute resolution processes
  • The media and the private sector are key stakeholders with whom more work could be done to bring them into processes and utilise the support they have to offer
Summary of Opportunities
  • AIMP as a CAPACITY MULTIPLIER
  • AIMP as a catalyst for
COLLABORATIVE INCLUSIVE COALITIONS Strengthening appropriate integrated systems responses to shifting forms of emerging conflict
  • The democratisation processes
  • Regional harmonisation
  • Economic growth and growing inequality
  • Youth majority and related volatility
  • Land grabbing, resource extraction, food price increases and climate change
  • Ethnicity and related tensions on the rise
  • Shifts in global power balance and the rise of African solutions
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