Using Mediation to Resolve Development Projectconflicts: a Case of Olkaria Iv Geothermal Project, Kenya
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Date
2022Author
Kong’ani, Lilian N S
Type
ThesisLanguage
enMetadata
Show full item recordAbstract
Geothermal power development promotes the availability and reliance on green energy sources
across the globe, increasing environmental sustainability through climate change mitigation.
Geothermal development in Olkaria field is part of Kenya’s efforts to transition to middle
income and newly industrialized State by 2030. However, the projects' installations are an
example of developmental undertakings instigating conflicts with the local community over their
relocation and compensation concerns. These conflicts escalate without proper management, yet
their dynamics remain poorly understood. Numerous studies have confirmed the application of
mediation in managing conflicts over natural resources, but the effectiveness of this strategy in
Kenya has not been well established. Also, most of these studies are limited to qualitative
research, with little review of mediation processes to enhance their use and efficacy. This study
sought to assess the role of mediation in resolving conflicts that emanated from the
implementation of Olkaria IV geothermal project. Specifically, the study evaluated the dynamics
of conflict escalation, documented the process of the Olkaria IV mediation and appraised its role,
challenges and lessons in managing the conflicts. Quantitative and qualitative data were
collected through household survey, focus groups and key informant interviews. The study also
utilized archival data. Quantitative data was analyzed using descriptive statistics, while NVivo
software was used to code and analyze qualitative accounts through deductive and inductive
approaches. The study results reveal that the Olkaria IV project conflict was manifested through
socio-economic (51%), environmental (21%), cultural (14%) and political (14%) dimensions.
The PAPs discontent was triggered by the inadequate information and participation in the
decision-making process on project design, the PAPs’ relocation and compensation. Conflict
effects on PAPs were ominous and managed through competition, where PAPs were pressured to
pacts (31%), and avoidance, where they involuntarily conformed (27%). Subsequent
dissatisfaction among the PAPs resulted in unrest that almost disrupted the project, prompting
mediation. Mediation neutralized conflicts between KenGen and the PAPs, improved
relationships between the parties, and improved PAPs’ livelihoods through opportunities within
Olkaria IV project and the RAPland. Use of a consultative process within the larger community
in selection of community representatives, as a best practice, could have promoted acceptability
of the mediation results. Further, the mediators’ expertise, good listening and probing skills
resulted in successful negotiations. However, there is room for improvement including smoother
management of procedural issues, building capacity of inadequate PAPs’ and attitude
management for easier contribution and practice in the mediation, and shorter mediation period
to avoid protraction and distrust. The project planners need to include community participation in
design of large development projects to secure community buy-in, remove unrealistic
pledges/expectations and oil implementation. There is a need for adequate pre-mediation
capacity building among community representatives. A strategy for comprehensive feedback and
reporting mechanism with the community; should be created. Continuous documentation and
evaluation of the mediation process would help construction of best practices for future
application. Finally, there is a need to formulate policies for out-scaling the use of mediation as
alternative dispute resolution mechanisms in implementation of developmental projects in the
country.
Publisher
University of Nairobi
Rights
Attribution-NonCommercial-NoDerivs 3.0 United StatesUsage Rights
http://creativecommons.org/licenses/by-nc-nd/3.0/us/Collections
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