Abstract
The case study chapters of this volume examine four behavioural patterns of local peacebuilders as stated above. They examine how the four types of ownership promotion have been employed in the two areas, focusing specifically on the strategies local actors utilize to develop their unique models of peacebuilding, the distinguishing features of each of these, and their limitations as models of authentically local peacebuilding. This chapter introduces a contrasting approach to ownership development, that entails grassroots peacebuilders’ efforts to reduce the influence from external donors by gaining more financial independence. One popular way is to develop income generation schemes, in which funding sources are sought from collaboration with local communities and their own services for work partners. Moreover, local peacebuilders frequently adopt two types of actions to reduce their over-reliance on a small number of external supporters: diversification of partnership and local coalition building. While these efforts are unlikely to bring about complete autonomy for local peacebuilders, successful examples significantly increase their negotiation power vis-à-vis the demands from external actors, in terms of selecting the programmes to be initiated and those which will continue to operate, and determining operational features.
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Notes
- 1.
Commune is a level of administrative division in rural Cambodia, usually consisting of 3–30 villages.
- 2.
While hundreds of community-based cooperatives were developed in ARMM during the 2000s, dozens of them seemed to be actively up and running during the field visit in 2016.
- 3.
Although briefly mentioned in the introduction, it should be acknowledged that not all local peacebuilders reacted to bilateral and international agencies in the ways described in this chapter. Facing a significant reduction of external funding and a shift in the agenda from the international communities, a larger volume of local NGOs in Cambodia, for example, attempted to secure funding by sticking more tightly to the new themes and operational demands (Interview No. XXI). See Chapter 5 for more details.
- 4.
For instance, seventy-nine per cent of the total funding revenues of 16 major UN agencies involved in peacebuilding is earmarked (Dahlbert 2017 cited in McKechnie 2018).
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Lee, S. (2019). Management of External Reliance. In: Local Ownership in Asian Peacebuilding . Rethinking Peace and Conflict Studies. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-98611-1_4
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