how to guide to conflict sensitivity

February 2012

How to guide to conflict sensitivity

The Conflict Sensitivity Consortium presents the

Acknowledgements

We would like to thank all the member organisations of the Conflict Sensitivity Consortium, including:

We would also like to thank a number of people and organisations for their contributions to this guide:

• JoanMcGregor,CharlieLund,PaulCliffordandSimonWeatherbedfromRespondingToConflict,whostartedthisjourneybycreatingthefirstversionofthisguide.

• HeloiseHeyer,overallconsortiumcoordinatorwhoseleadershipsteeredtheconsortiumtoproducingthisguide,whichcametogetherthrougharichandcollaborativeprocessinvolvingallmembersoftheConflictSensitivityConsortium.

• Consortiummembers,whowereveryactivelyinvolvedinthewriting,editingandcompilationofthisguide:MohamedAliow,EmmieAuma,BonitaAyuko,SarahBrown,IvanCampbell,OliverChevreau,TamaraCurtis,VindhyaFernando,RachelFox,FredGoba,RachelGoldwyn,EmmaKantai,LaurettaMadegwa,EvansOnyiego,PriyankaSamarakoon,AnneStreet,SarahTelford,MiriamWarui,ManassehWepundi,YemisiSongo-Williams.

• AllthoseindividualswhohavesupportedtheConsortiumoverthepastfouryearsandalsotothosecommunitiesinwhichtheConsortiumundertookpilots.

• TheUKDepartmentforInternationalDevelopmentforfundingandsupportingtheworkoftheConflictSensitivityConsortium.

This guide is supported by UKaid through the UK Department for International Development

Contents

Glossary 2

Introduction 3

1 Conflict analysis 4

2 Conflict sensitivity in the programme cycle 7

2.1 Needs assessment stage 7

2.2 Design stage 8

2.3 Implementation stage 12

2.4 Monitoring stage 13

2.5 Evaluation stage 16

3 Key Issues for conflict sensitive programming 17

3.1 Targeting 17

3.2 Procurement 18

3.3 Relationship with communities 18

3.4 Feedback/accountability 19

3.5 Relationship with partners 20

3.6 Relationship with government 20

3.7 Relationship with donors 21

3.8 Exit strategy 22

4 Applying conflict sensitivity in emergency responses 22

4.1 Preparedness phase 22

4.2 assessment phase 24

4.3 design phase 24

4.4 implementation and monitoring phase 26

4.5 evaluation phase 29

5 Assessing institutional capacity for conflict sensitivity 29

6 Building institutional capacity for conflict sensitivity 32

Annex 1 Conflict analysis tools 42

Annex 2 Good enough approach to conflict analysis 44

Annex 3 Benchmarks for conflict sensitivity mainstreaming 45

Annex 4 Conflict sensitivity self-assessment tool 46

THe ConflICT SenSITIvITy ConSorTIum HOW TO GUIDE TO CONFLICT SENSITIVITY 1

Glossary of key terms

Conflict1 Theresultofpartiesdisagreeingandactingonthebasisofperceivedincompatibilities.

Conflict (violent) Resortingtopsychologicalorphysicalforcetoresolveadisagreement.

Conflict Analysis Astructuredprocessofanalysistobetterunderstandaconflict(itsbackground/history,thegroupsinvolved,eachgroup’sperspective,identifyingcausesofconflictetc)

Conflict Sensitivity (CS) Theabilityofanorganisationto:1)understandthecontextitoperatesin2)understandtheinteractionbetweenitsinterventionandthatcontextand3)actuponthisunderstandinginordertominimisenegativeimpactsandmaximisepositiveimpactsonconflict.

Conflict Sensitivity Analysis Comparingconflictanalysisinformationwithkey(project)parameters(who,what,where,when,how)andmaking(project)adaptationstoenhanceconflictsensitivity.

Conflict Sensitivity Consortium (CSC) Aconsortiumof35agenciesinfourcountries,workingtogetheronaDepartmentforInternationalDevelopment(DFID)-fundedprojecttoimproveconflictsensitivityindevelopment,humanitarianaidandpeacebuildingprogramming.

Do No Harm (DNH) Anapproachthatrecognisesthepresenceof‘dividers’and‘connectors’inconflict.Itseekstoanalysehowaninterventionmaybeimplementedinawaythatsupportslocalcommunitiestoaddresstheunderlyingcausesofconflictratherthanexacerbatingconflict.

1 Differentorganisationsuseslightlydifferentterminologytotalkaboutconflict.Forexample,asahumanrights-basedorganisation,ActionAidrecognisesthatitsworkisliabletocausetensionincommunities,whichisofteninevitableandsometimesaprerequisiteforsocialchangetosecurerightsandtacklepowerimbalance.Therefore,forActionAidconflictistakentomeanviolentconflict,andnon-violentconflictmaybeseeninapositivelight.ForActionAidConflictSensitivitymeansunderstandingtheimplicationsoftheirworkandtheabilityofactivitiestocreatetensioninaffected/participatingcommunities.

2 THe ConflICT SenSITIvITy ConSorTIum HOW TO GUIDE TO CONFLICT SENSITIVITY

Introduction

‘Any project set in a conflict-prone region will inevitably have an impact on the peace and conflict environment—positive or negative, direct or indirect, intentional or unintentional.’2

Manyorganisationsareactiveinconflict-affectedareas,bringingwiththemadiverserangeofmandatesandmethods.Prominentamongsttheseactorsaregovernments(includingdonors),civilsociety(includinglocalandinternationalNGOs)andmulti-lateralorganisations.Eachactorhasspecificprioritiesandobjectivesthatrelatetotheirmandate,suchasaprimaryfocusonpovertyreduction,savinglives,protectinghumanrights,improvingeducationetc.Actorsinconflict-affectedareasareincreasinglyrealisingthattheirinventionswillhaveunintendedimpactsonthecontextwithinwhichtheyareworkingandhencehavegrownawareoftheneedforconflictsensitivity.

ThisincreasedrecognitionoftheimportanceofconflictsensitivityledtotheformationoftheConflictSensitivityConsortiumin2008,whichbroughttogetherabroadspectrumofdevelopment,humanitarian,multi-mandateandpeacebuildingorganisations.Theconsortiumcomprises35humanitarian,development,peacebuildingandmulti-mandateNGOsoperatinginKenya,SierraLeone,SriLankaandtheUK,whoallshareacommitmenttobeingmoreconflictsensitive.Withsupportfromafour-yearprojectfundedbytheUKDepartmentforInternationalDevelopment–‘ConflictSensitivity–fromconcepttoimpact’–theconsortiumhasfocuseduponenhancingtheimpactofdevelopment,humanitarianassistanceandpeacebuildingprogrammingthroughincreasedandmoreeffectiveintegrationofconflictsensitivity.Prioritisedoutcomesincluded:

1) Developingasharedunderstandingofconflictsensitivityacrossanetworkofinternationalandlocaldevelopment,humanitarianandpeacebuildingorganisations.

2) Drawingoutlessonsandrecommendationsforintegratingeffectiveconflictsensitivityacrossarangeofcontextsandsectors.

3) Strengtheningexpertiseandcapacityamongstmemberorganisationsandcivilsocietypartnerstoinstitutionaliseandimplementconflictsensitivityatheadquartersandlocallevels.

TheConflictSensitivityConsortiumwasparticularlywellplacedtotakeforwardworkonconflictsensitivity.Itsmembersincludeexperiencedconflictsensitivitypractitionerswithcomplementaryexpertiseatfieldimplementation,capacitybuildingand/orpolicylevels.Consortiummembersbringdifferentperspectivesfromthoseexperiencedinhumanitarianaid,developmentorpeacebuildingprogrammingtogether

withperspectivesfromfourdifferentcountries–Kenya,SierraLeone,SriLankaandtheUK.

TheConflictSensitivityConsortiumhasplacedaheavyemphasisontestingpracticalapproachestoeffectiveconflictsensitivity,learningfromexperienceandcarefullydocumentingidentifiedbestpractices.ThisapproachhasculminatedintheproductionofthisHowtoGuidetoConflictSensitivity.

ThisGuidedrawsuponConsortiumexperiencetoillustraterealexamplesofapplyingconflictsensitivity.Itaimstoprovidepracticaladvicesuitableforanyoneaimingtoimproveconflictsensitivity,whetherinthefieldofdevelopment,humanitarianaidorpeacebuildingwork.Itaimstoprovideuser-friendlyinformationforpeoplewhoarefocusingatprojectoratorganisation-widelevel,whetheraimingforbestpracticeorjuststartingoutonthejourneytowardsconflictsensitivity.

TheGuidehasbeenorganisedintosixcorechapters.Eachofthesechapterscontainsanumberofsub-themesexploring‘thewhat’,‘thewhy’andparticularly‘thehow’ofconflictsensitivity.Keyareasthatwillbeexploredinclude:

• Chapter 1 – Conflict analysis–providesanintroductionto,andpracticalguidanceon,conflictanalysis.

• Chapter 2 – Conflict sensitivity in the programme cycle–providesguidanceonhowtointegrateconflictsensitivityacrossallstagesoftheprojectcycle(needsassessment,design,implementation,monitoringandevaluation).

• Chapter 3 – Key Issues for conflict sensitive programming–examinessomeofthemostcriticalissuesforconflictsensitiveprogrammingindepth,includingtargeting,procurement,relationshipwithcommunities/government/partners,feedback/accountabilityandexitstrategies.

• Chapter 4 – Applying conflict sensitivity in emergency responses–providestailoredguidanceonconflictsensitiveemergencyresponses.

• Chapter 5 – Assessing institutional capacity for conflict sensitivity–providesguidanceonhowtoconductaself-assessmenttoassessorganisationalstrengthsandweaknessesintermsofconflictsensitivity.

• Chapter 6 – Building institutional capacity for conflict sensitivity–providespracticalguidanceonhowtosustainablyimproveorganisation-wideconflictsensitivity.

TheworkoftheConflictSensitivityConsortiumhasbuiltuponmanypreviouspiecesofguidancerelatedtoconflictsensitivity,inparticularDoNoHarmandtheResourcePack3.Furtherdetailsonbothofthesepredecessors–includingthefullcontentsoftheResourcePackandanextensivecollectionofadditionalmaterialonconflictsensitivity–canbefoundontheConsortium’swebsitewww.conflictsensitivity.org

2 Bush,K(1998)3 ConflictSensitiveApproachestoDevelopment,

HumanitarianAssistanceandPeacebuilding,ResourcePack


Conducting a structured conflict analysis and regularly updating it throughout all stages of the project cycle to inform the way interventions are designed, implemented and evaluated, is the cornerstone of conflict sensitivity. Conflictanalysistakesasystematicapproachto:

• understandingthebackgroundandhistoryoftheconflict

• identifyingalltherelevantgroupsinvolved

• understandingtheperspectivesofthesegroupsandhowtheyrelatetoeachother

• identifyingthecausesofconflict.

Insomesituationsitmaybetoocontentiousorsensitivetotalkofconflictanalysis.Usingthebroaderterm‘contextanalysis’canhelptoovercomethischallenge.However,itisimportanttodifferentiatebetweenacontextanalysisthatexaminesabroadarrayofsocial,economic,politicalandculturalissuesandaconflictanalysisthatspecificallyseekstounderstandconflict.

Informationonhowtoconductaconflictanalysisisdetailedatlengthinavarietyofresources,whicharereferredtobelow.Therefore,thissectiondoesnotaimtoprovidedetailedguidanceonconflictanalysis.Itsmainaimistohighlightsomeofthekeyelementsinvolvedandpracticalaspectstoconsideraspartoftheprocess.

1.1 What is involved in a conflict analysis? AkeylessonfromtheexperienceofConflictSensitivityConsortiummembersisthatusingastructuredtool,orcombinationoftools,toconductaconflictanalysisiscentraltoenablingconflictsensitivity.Thereareabroadrangeofconflictanalysismethodologiesandtoolsavailable,whichhavebeendevelopedbyavarietyofactors–NGOs,donoragencies,governmentsandacademics.Somekeyonesaredescribedindetailinthe2004ResourcePackonConflictSensitiveApproaches4andanumberofothersareavailableonline.Boththefull2004ResourcePackandlinkstokeyonlinetoolscanbefoundontheConflictSensitivityConsortiumwebsitewww.conflictsensitivity.org

Thefollowingboxhighlightskeyquestionsthatoughttobecoveredinaconflictanalysis.Thesearenotintendedtoprovideadefinitivelist,butratherprovideguidanceonthesortofquestionsthataconflictanalysisshouldbeseekingtoanswer.

Key questions for conflict analysis5

Conflict profile • What is the political, economic, and socio-cultural

context? Eg:physicalgeography,populationmake-up,recent

history,politicalandeconomicstructure,socialcomposition,environment,geostrategicposition.

• What are the emergent political, economic, ecological and social issues?

Eg:elections,reformprocesses,decentralisation,newinfrastructure,disruptionofsocialnetworks,mistrust,returneesorrefugeesandinternallydisplacedpersons(IDPs),militaryandciviliandeaths,presenceofarmedforces,minedareas,HIV/AIDS.

• What specific conflict prone/affected areas can be situated within this context?

Eg:areasofinfluenceofspecificactors,frontlinesaroundthelocationofnaturalresources,importantinfrastructureandlinesofcommunication,pocketsofsociallymarginalizedorexcludedpopulations.

• Is there a history of conflict? Eg:criticalevents,mediationefforts,external

interventions.

Conflict causes• What are structural causes of conflict? Eg:illegitimategovernment,lackofpolitical

participation,lackofequaleconomicandsocialopportunities,inequitableaccesstonaturalresources,poorgovernance.

• What issues can be considered as proximate causes of conflict?

Eg:uncontrolledsecuritysector,lightweaponsproliferation,humanrightsabuses,destabilisingroleofneighbouringcountries.

• What triggers can contribute to the outbreak/further escalation of conflict?

Eg:elections,arrest/assassinationofkeyleaderorpoliticalfigure,militarycoup,rapidchangeinunemployment,naturaldisaster,increasedprice/scarcityofbasiccommodities.

1 Conflict analysis

4 SeeConflictSensitiveApproachestoDevelopment,HumanitarianAssistanceandPeacebuildingResourcePack(2004)–availableonwww.conflictsensitivity.org 5 AdaptedfromtheResourcePackchapter2


Conflict actors• Who are the main actors? Eg:nationalgovernment,securitysector,armedgroups,

privatesector,multilateralorganisations,religiousorpoliticalnetworks,civilsociety,politicalparties,neighbouringstates,traditionalauthorities,diasporagroups,refugees/IDPs.

• What are their main interest, goals, positions, capacities, and relationships?

Eg:religiousvalues,politicalgoals,accesstoeconomicresources.

• What institutional capacities for peace can be identified?

Eg:civilsociety,informalapproachestoconflictresolution,traditionalauthorities,politicalinstitutions(eg:headofstate,parliament),judiciary,regionalandmultilateralbodies.

• What actors can be identified as (potential) spoilers? Why? What are their incentives?

Eg:groupsbenefitingfromthewareconomy,leaders/authorityfigureswhomayfeelunderminedbyaproject

Conflict dynamics• What are the current conflict trends? Eg:escalationorde-escalation,increaseddefence

spending,decreaseininter-groupviolence.

• What are windows of opportunity? Eg:aretherepositivedevelopments?Whatfactorssupport

them?Howcantheybestrengthened?

• What scenarios can be developed from the analysis of the conflict profile, causes and actors?

Eg:bestcase,middlecaseandworst-casescenarios.

AnintroductoryselectionofcommonlyusedconflictanalysistoolscanbefoundinAnnex1.

1.2 Who should conduct the conflict analysis?Dependingoneachorganisation’slevelofawarenessandexperience,theconflictanalysisprocessmaybeledbyaninternalteamoroutsourcedtoconsultantsandexternalexperts.Conductingconflictanalysisusinganinternalteamhasamuchstrongerimpactthanusingconsultants,astheconflictanalysisprocess,ifdonewell,willchallengestaffassumptionsandleadtostrongerinsights.Externalconflictanalysesarealltoooftenlefttogatherdustontheshelf,arenotfullyinternalisedandareoftennotreadbyprojectimplementingstaff.Inallcases,itisessentialtoconsiderthepurposeoftheanalysisandensurethatend-usersarecloselyinvolvedintheanalysisprocess,astheywillbetheonesresponsibleforkeepingitliveandintegratingitintotheirwork.Effectiveconflictanalysiscannotbeaone-offdocument,it

needstobekeptup-to-datetomaintainrelevance.Theconflictanalysisprocessitselfmaybeusedasanopportunitytobuildcapacityonconflictanalysisandconflictsensitivityamongstaffandpartners.

1.3 What type of methodology is involved in a conflict analysis?

Aconflictanalysismaytakeplaceatdifferentlevels.Themaindistinctionisbetweenamacro-level(nationallevel)conflictanalysisandamicro-level(project-level)analysis.Thespecifictoolsandmethodologiesusedwillvarydependingonthepurposeoftheanalysisandthelevelatwhichitistakingplace.Forexample,amacro-conflictanalysisconductedtoinformanewfive-yearcountrystrategywillinvolveadifferentprocessthanamicro-levelconflictanalysisaimedatinformingashort-termcommunityinitiative.

Whiletheconflictanalysisprocessmaybemoreorlessextensive,itshouldtypicallyinvolveacombinationofdifferentmethodsofdatagathering:

• deskresearch

• surveys

• expertinterviews

• communityconsultations

• workshopswithstaff,partnersandotherrelevantactors.

Itisveryimportanttoensurethatparticipatorymethodsareusedandthatarangeofperspectivesaregatheredtoinformtheanalysis.Obtainingreliableinformationforconflictanalysiscanbedifficultandperceptionsofconflictwillbeverydifferentaccordingtowhoisbeingconsulted.Ensuringthatthereisacertainleveloftriangulationoftheinformation–verifyingeachpieceofinformationwithatleasttwocomplementarysources–willhelpclarifydifferentperspectives.

Who to involve in a conflict analysis? Whoneedstobeinvolvedintheconflictanalysis,andhowin-depthitneedstobe,willvarydependingonthelevelofanalysisandatwhatstageoftheprojectcycleitisbeingconducted.

Ifyoualreadyhaveapresenceintheregionwheretheprojectinterventionisbeingconsidered,youcandrawonstafffromyourownorganisationandfromyourpartners.Ifyoudonothaveapresence,youwillhavetorelyonexternalsources.

Typically,aproject-levelconflictanalysiswilltendtoinvolve:

• projectstaff

• partners

• peerorganisationsworkinginthesamearea

• localcommunities.Localcommunitiescanprovidevaluableinformationforconflictanalysisandmanyconflictanalysistoolsareindeeddesignedtobeparticipatoryprocesseswithlocalcommunities.However,insomesituationsitistoo


contentioustoundertakeasharedconflictanalysiswithacommunity,especiallyonewhereyoudonotalreadyhaveestablishedrelationsorinparticularlydividedcontexts.Therisksorconstraintstospeakingopenlyforpeopleparticipatingintheprocessshouldalwaysbecarefullyassessedbytheteamleadingtheanalysis

• otheractorssuchaslocalauthorities,businessandreligiousleadersshouldbeinvolvedasfarasispossible.

Atthemacro-level,externalviewsareveryvaluabletoprovideadditionalperspectivesandinsightsfrom:

• abroaderrangeofstaff,notablyfromseniormanagement

• donors,embassies,multi-lateralagencieswithapresenceinthecountry

• academics

• governmentsandbusinesses.

Example of a cross-agency macro conflict analysis

AspartoftheConflictSensitivityConsortiumproject,thethreenationalconsortiainKenya,SierraLeoneandSriLankaeachagreedtoundertakeacross-agencymacroanalysis.Bypoolingintellectualandinformationalresourcesineachcountry,theycarriedoutasharedanalysisthatwasconsideredtobemuchstrongerthananyindividualagencycouldhavedevelopedalone.Italsocreatedasharedunderstandingofthecontext.

1.5 Questioning assumptionsConflictanalysisplaysaparticularlyvaluableroleinhelpingprojectstafftoquestiontheirownassumptions.Staffmayoftenbelievethattheyknowtheirowncontextsandhaveadeepunderstandingoftheconflict.Whilethisisoftentrue,therearemultipleperspectivestoconsideranditisimportanttorememberthatthereisnoonetrueinterpretationofaconflict.Partofconflictsensitivityisrecognisingthatprojectstaffformpartoftheircontextsandmayinterpretsituationsbasedontheirownhistories,experiencesandbackgrounds.Assumptionsshouldbechallenged,toensurethatwedonotperpetuatebiasedperspectivesandtoidentifygapsinourknowledgeofconflicts.Forexample,inonecountryaConsortiumagencyfoundthatviolentincidentstendedtobe‘explainedaway’byreferencetotheethnicconflictatthenational-level.However,aftertheyconductedastructuredconflictanalysis,staffrealisedthatthedriversofcertainviolentincidentswereinfacteconomicorrelatedtopersonalvendettas,ratherthanduetonational-levelethnicconflict.Inanotherinstance,anagency’sstafftendedtobefromtheland-holdingclassand,whenanalysingaparticularconflict,theyrevealedabiastowardslandholderswithasimilarbackgroundtothemandagainstthemigrantlabourerstheyalsoemployed.

1.6 When to conduct a conflict analysis? Foraspecificprojectastructuredparticipatoryconflictanalysisshouldideallybeconductedattheearlieststageintheprogrammingcycle(theassessmentphase)inordertoinformthedesignoftheenvisionedproject.Inpractice,itmaybethattime,financial,donororotherconstraintsduringtheassessmentphasemeanthattheconflictanalysiscannotbeconductedorcannotbeasdetailedorascomprehensiveasintended.Assuchathoroughconflictanalysismayneedtobeconductedduringthedesignphaseoratthestart-upofimplementation.

Conflictanalysisneedstoberegularlyrevisitedandanalysisprogressivelydeepenedaswemovefromassessmenttodesignandintoprojectstartup.Theinitialfullconflictanalysisundertakenatprojectstart-up(ifnotbefore)needsregularlyupdatingandrevisitingthroughoutprojectimplementation,monitoringandevaluation.Weneedtoremaininquisitivethroughoutourconflictanalysisprocesses,repeatedlyaskingourselveswhatweknow,whatgapswehaveinourknowledgeandanyassumptionswemayhave.AchartisincludedatAnnex2tohighlightwhatisgoodenoughconflictanalysisoverthecourseoftheprojectlifecycle.

Detailedguidanceonthedifferentstagesoftheprogrammingcycleisprovidedinthefollowingsections.

Beyondspecificprojects,itisalsoappropriatetoconsiderimplementingawidermacroconflictanalysisatcertaintimes,forexampleaheadofthedevelopmentofaneworganisationalstrategyorattimeswhentheoperationalcontextischangingsignificantly.

1 Conflict analysis continued


Conflict analysis: reality check

Practical challenges Possible solutions

Conflictcanbeconfusing.Therewillbemultipleperceptionsandcontradictionstobeconsideredaspartoftheanalysis.

Asyouconductyourinitialanalysis,noteanygapsorissueswheretherearedifferinginterpretations.Thesecaninformquestionstoaskaspartofimplementationandmaybeclarifiedlaterwhentheanalysisisreviewedandupdated.

Howtochoosewhichstaffand/orpartnerswillparticipate?Individualsandgroupshavetheirownagendasandmayreflecttheexistingorpotentialconflictdynamics.Thiscanbiasthechoiceofstakeholders,limittheparticipationofothersorinfluencetheconsiderationofpossibleinterventions.

Evenwhereresourcesarelimitedandfewparticipantscanbeinvolved,tryandensuresomelevelofdiversityincontributionstotheanalysis(stafffromdifferentteams,partnersfromdifferentbackgrounds,differentsegmentsofthecommunity).

Ifstaffand/orpartnersreflectexistingdivisions,anditisdifficulttobringthemtogetherfortheanalysis,thenconsiderconductingseparateconsultations.

Thereareoccasionswhentransparencycanposeathreattothecommunity,partnerorstaffoftheorganisation.Eventalkingaboutconflictinsomecircumstancescanbethreatening.

Alwaysconsiderthelanguagebeingusedanddonothesitatetoadaptittofitthecontext.Forexample,talkingofacontextanalysisratherthanaconflictanalysiscanhelpincaseswhereconflictissuesarenotopenlyrecognisedorareverysensitive.

2 Conflict sensitivity in the programme cycle

Conflict sensitivity informs an intervention at all stages of the programming cycle. This chapter highlights key aspects to consider when integrating conflict sensitivity at the assessment, design, implementation, monitoring and evaluation stages of an intervention. This section is most relevant for development, peacebuilding and longer-term humanitarian projects. Whilestructuringguidancearoundthedifferentstagesofatypicalprogrammingcyclecanbehelpful,itisimportanttonotethat,inpractice,thesestagesareoftenfluidandtendtooverlap.Inaddition,organisations,orevenspecificdepartmentsandteamswithinthesameagency,willoftenhavetheirownrepresentationofwhattheprogrammingcyclelookslikeandwhateachstageshouldinvolve.Theframeworkandlanguageusedinthischaptershouldthereforebeseenas

flexibleandcanbeadaptedtofittheparticularsystemsusedbydifferentorganisationsorprojectteams.

2.1 Needs assessment / situational analysis stageIfaneedsassessmentphaseistakingplacepriortothedesignofaproject,andhastimeandresourcesdedicatedtoit,thisistheidealtimetoconductastructuredandparticipatoryconflictanalysis.Staffshouldbeawarethattheassessmentprocessitselfmayleadtotensionsandneedstobeconductedinaconflictsensitiveway.

Can conflict analysis be integrated with other assessment/analysis tools? Aconflictanalysiscanbestandaloneorbeintegratedintobroadertypesofsituationalanalysesandneedsassessments.Ineithercase,findingsfromaneedsassessmentandaconflictanalysiscanusefullycomplementeachother,enablingdifferentlevelsandtypesofissuestobetakenintoaccount.Whereanorganisationhasalreadymadeasignificantinvestmentindevelopinganeedsorvulnerabilityassessmenttool,itmaybestrategictointegrateconflictanalysisquestionsintothis.Anexampleofwhatthismayinvolveisdetailedintheboxbelow.


2 Conflict sensitivity in the programme cycle continued

ActionAid’s experience of integrating conflict sensitivity into its participatory vulnerability analysis tool

Rationale: AspartofitsmainstreamingworkwithintheConflictSensitivityConsortiumProject,ActionAidcommissionedworktointegrateconflictsensitivity,andconflictanalysisinparticular,intoitsparticipatoryvulnerabilityanalysis(PVA)toolandassociatedfieldmanual.Thisrecognisedthefactthatconductingconflictanalysiswasessentialtoensuringconflictsensitiveprogramming,butthatitwouldbemorerelevantforActionAidtointegrateitintooneofitskeyassessmentmethodologies,ratherthantreatitasastand-aloneprocess.

PVA Overview: PVAengagescommunitiesandotherstakeholdersinaprocessofidentifyingandunderstandingthenatureofthethreatsandhazardstheyface.Thisenablesthemtoidentifytherootcausesoftheirvulnerabilityandtoagreeonactionstheyandotherscantaketoaddressthoseissuesandincreasetheirresilience.Itisoneofthecoretoolsusedbytheorganisationtooperateitshumanrightsbasedapproach.

Process of integrating conflict sensitivity: TheprocessofintegratingconflictsensitivityintoPVAinvolvedreviewingtheexistingfieldmanual,identifyinggapsandareastobereinforcedfromaconflictanalysisperspectiveandmakingcorrespondingadjustmentsandadditionsinareaswhereconflictsensitivitywasseentoberelevantandaddvalue.Forexample,conflictanalysisquestionscanhelprefineunderstandingofhowgroupmembershipandidentityaffectvulnerability(exploitation,discrimination,violence).Moresubstantiveadditions,includingthebackgroundtoconflictsensitivityandwaystointegrateconflictsensitivityintotheprocessofconductingaPVA,havebeenaddedinaconciseappendixtothemanual.Onelessonlearntfromtheprocessisthatadjustingacoreinstitutionaltoolrequiresstrongbuy-in,notonlyfromseniormanagementbutalsoacrosstheorganisation.Makingchangestoexistingpracticestakestimeandneedstobeaccompaniedbyanunderstandingofwhythosechangesarebeingmade.Atthesametime,theprocessofintegratingconflictsensitivityintothePVAtoolshowedthatthistypeofinitiativealsoprovidedagoodopportunitytoraiseinternalawarenessoftherelevanceofconflictanalysisandconflictsensitivity.

How to ensure needs assessment is itself conflict sensitiveSomekeyaspectstoconsiderinordertoconductneedsassessment(andconflictanalysis)inaconflictsensitivewayinclude:

• Ensuringexpectationsarenotoverlyraisedthroughtheassessmentprocess,especiallyiffundingisnotguaranteedattheassessmentstage.Thisinvolvesclearlystatingtheaimsoftheassessmenttothosebeingconsultedandexplainingwhatthefollow-upstepswillbe.

• Consideringhowthoseconductingtheassessmentareintroducedandbywhom.Iftherehasbeennopreviousworkwiththecommunity,staffleadingtheassessmentmayhaverespectedlocalactorsintroducethem,suchaslocalgovernmentrepresentatives.Whotheseactorsare,andhowtheypresentstaff,maycreateperceptions,notablyoflackofimpartiality,thatarehardtochangelater.

• Consideringwhoconductstheassessment.Dotheyrepresent,ormaytheybeperceivedtorepresent,onesideofaconflictordotheyrepresentanexampleofinter-groupco-operation?

• Consideringwhoisbeingconsulted.Takingintoaccountdivisionswhendecidingonwhotoconsultisimportant,astherearerisksinonlyassessingneedsfromonesideofadivision.Thiswillcreateperceptionsofbiasandpartialityandcanreinforcetensionsbetweendividedgroups.Vulnerabilityoftencoincideswithlinesofdivision,socareisneededtoconsiderwhatmessagesareportrayedwhenonlyassessingtheneedsofthemostvulnerable.Communicationstrategiesarethereforeimportant,evenatthisinitialstage,toexplainafocusonvulnerabilityandreducemisperceptions.

• Consideringsensitivitiesaroundquestionsasked.Someelementsoftheanalysismaybeparticularlysensitive.Theywillneedtobeintroducedcarefullyorbeaddressedinsmallergroupsorindividually.Powerrelationsbroughtbypeopleintothemeetingroomalsoneedtobetakenintoaccountaspartoftheassessmentfacilitation,astheymaylimittheopennessofthediscussion.

2.2 Design stageIntegratingconflictsensitivityatthedesignstageinvolvesusingfindingsfromtheconflict analysistoreviewandinformallkeyparametersoftheproject:

• whattheprojectwilldo

• whowillimplementitandforwhom

• whothebeneficiaries/participantswillbe

• wheretheprojectwillbeimplemented

• whentheprojectactivitieswilltakeplaceand

• howtheprojectwillbeimplemented.


Reviewingkeyprojectparametersagainstfindingsfromtheconflictanalysisiswhatisreferredtoasaconflictsensitivityanalysisofaproject.Iftheassessmentphasecouldnotincludeaconflictanalysisoriftheassessmentanddesignhappenatthesametime,a‘goodenough’approachtobothconflictanalysisandconflictsensitivityanalysiscanbeused(seeAnnex2).

Linking conflict analysis to the project designCreatinganeffectivelinkbetweenanalysisandinterventionisarecurringchallengeforpractitioners.Ensuringthataprojectdesignisfullyinformedbyassessmentfindingsrequiresconsciouseffortsforalldevelopment,peacebuildingandhumanitarianprojects.

Linkingconflictanalysistotheprojectdesigncanbeevenmoredifficult,asitrequiresconsideringrisksandopportunitieslinkedtotheconflictcontext,whicharenotnecessarilylinkedtotheprojectobjectives.Fordevelopmentandhumanitarianprogramming,whichuseinformationfrombroaderneedsassessments(education,health,livelihoods,sanitationneedsetc),thereisaneedtoaddanexplicitstageforanalysisandreflectiononconflictissuesandtheirrelationtotheprojectduringthedesignphase.Peacebuildingprojectsaredifferentastheyfocusonconflictissuesandcanthereforeuseconflictanalysisasadirectneedsassessmenttoolforprojectdesign.

Inpractice,conductingaconflictsensitivityanalysisofaprojectcanbedonequitesimplyandisoneofthemostfundamentalstepstoensureconflictsensitivepracticeduringprojectimplementation.Inparticular,itcan:

• helpforeseerisksandobstaclestoeffectiveimplementationearlyon

• preventtimelyandcostlyadhocmanagementoftensionsarisingfrom,orexacerbatedby,aproject

• helpidentifynewopportunitiesforaction.

Linkingconflictanalysistotheprojectdesigninvolves:

• reviewingallkeyparametersofaprojectinviewoftheirlinktotheconflictcontext(what?,who?,where?,when,how?)

• assessingtherisksofimplementationbeingaffectedbyconflictissuesorcontributingtotensions

• identifyingopportunitiesforreinforcingpeaceoutcomes(increaseddialoguebetweendividedgroups,lessviolenceetc)throughtheplannedintervention

• identifyingchangestotheoriginalprojectdesigntoavoidunintentionallycontributingtotensions.

Overview of a key tool for conflict sensitivity analysis: Do No Harm/Local Capacities for Peace

DoNoHarm/LocalCapacitiesforPeacehasbeenone6ofthemostwidelyusedtools7byConflictSensitivityConsortiummembers.Itismainlyusedformicroconflictanalysis,projectplanningandimpactassessment.

DevelopedbyCollaborativeforDevelopmentAction(CDA)in2001,thetoolcomprisesanumberofkeycomponents,which:

• analysedividersandsourcesoftensionsbetweengroups

• analyseconnectorsbetweengroupsandacrosssub-groupsandlocalcapacitiesforpeace

• analysetheaidprogrammeinviewof:why?,where?,what?,when?,withwhom?,bywhom?,how?

• Considerimplicitethicalmessagesassociatedwiththeproject

• analysetheaidprogramme’simpactondividers/tensionsandconnectors/localcapacitiesforpeace

• considertheoptionsforre-designandimpactassessmentsothattheprojectwilldonoharmandstrengthenlocalcapacitiesforpeace.

Aconflictsensitivityanalysiswillbemosteffectiveifitisconductedattheinitialdesignstageandthenregularlyreviewedaspartofthemonitoringprocess.However,inthecaseofanon-goingproject,itcanalsobeconductedlateronintheimplementationprocessandinformadjustmentstotheoriginaldesigntoaddressanyissuesidentifiedandmaketheprojectmoreconflictsensitive.

Onthenextpageisanexampleofasimplifiedconflictsensitivityanalysistoinformprojectdesign,adaptedfromtheworkoftheDioceseofMaralalinNorthernKenya:Theproject-levelconflictanalysisrevealedanumberofkeyconflictissuesintheprojectregion.TheseweredeepdivisionsbetweentheSamburuandPokotpastoralistcommunities(andTurkanainsomespecificareas)intheregiontargetedbytheproject,frequentcattleraidingandviolentclashesandtribalcultureamongtheyoungpeoplecarryingouttheraids.

6 Thereareawidevarietyoftoolsthatcanassistwithconflictsensitivity.WhilstsomeconsortiummembershaveappliedDoNoHarm,someothershaveappliedalternativetools(includingPCIA),orhaveproceededtoapplyconflictsensitivitywithoutfollowinganyspecifictoolormethodology.

7 PCIAisanalternativetoDoNoHarm.Ithelpsyouconsiderwhetheraprojectwill‘fosterorsupportsustainablestructuresandprocesseswhichstrengthentheprospectsforpeacefulcoexistenceanddecreasethelikelihoodoftheoutbreak,reoccurrence,orcontinuationofviolentconflict’.SeeKennethBush(1998), A Measure of Peace: Peace and Conflict Impact Assessment (PCIA) of Development Projects in Conflict Zones,Ottawa:IDRC



Integrating conflict sensitivity in the logical framework Thelogicalframework(oftenreferredtoaslogframe)isacommonlyusedtoolforprogrammedesignandisoftenrequiredfordonorfundingapplications.Therisksandassumptionscolumnofalogframeisagoodplacetoidentifyareaswhereaprojectmightinteractwithconflict.Astrongrisksandassumptionssectionthatintegratesconflictsensitivityissueswillaideffectivemonitoringandhelpensurethatflexibilityisbuiltintotheimplementationphase.Forexample,ifchangestothedesignarerequiredatalaterstageasaresultofchangesinthecontext,donorswillbemorelikelytorespondpositivelyifissueswereflaggedupinthedesign

phaseaspartofthelogframerisksandassumptionsorriskmanagementplanning.

Twokeystepsare:

• identifyingmainissuesfromtheconflictanalysistohelpidentifyprojectrisksandassumptions

• wherepossiblebuildinginmitigationactivities/outputsinresponsetotherisksidentified(asshownintheWorldVisionLankawaterprojectexampleinSection3.1andintheMaralalconflictsensitivityanalysistableinSection2.2.1).Suchactivitiescanbeaddedtotheproposalintheriskmanagementsection.

Project design question

Initial project design

Possible impact of project on context and context on project (risk and opportunity analysis)

Conflict sensitivity adjustment/re-design (to maximise opportunities and minimise risks)

Indicators

What? Livelihoodandincome-generatingactivities.

Opportunity:usinglivelihoodandincome-generatingactivitiestobringSamburuandPokotcommunitiesclosertogether,therebyincreasingscopeandeffectivenessofactivitiesforthetargetedareas.

Inclusionofsomespecificactivitieswithbothlivelihoodandpeacebuildingobjectives,forexamplecreatingamarkettobeaccessed,usedandoverseenbybothPokotandSamburucommunities(involvingtheTurkanaprogressivelywherepossible)andaroadbuildinginitiativebetweenSamburuandPokot.

• Proportionofyouthundertakingalternativelivelihoodoptionstocattleraiding

• Decreasedincidentsofinter-communityraidsleadingtoviolence

• ProportionofprojectparticipantsinPokotandSamburucommunitiesperceivingtheprojectasbenefitingbothcommunitiesequitably.

Who? MainlySamburuprojectparticipants.

Implementingteam:DioceseofMaralal.

Risk:projectseenasbenefitingonegroupoveranotherandreinforcingexistingdivisionsthatcontributetoviolence.

BroadeningofparticipationinprojecttoPokotcommunities(inkeyactivities).Trainingonconflictsensitivityforstaff,partnersandsomerepresentativesfrombothcommunities.

Where? KeyprojectareaspredominantlySamburuormoreeasilyaccessiblebySamburu.

Risk:projectseenasbenefitingonegroupoveranotherandreinforcingexistingdivisionsthatcontributetoviolence.Securityconcernsforprojectstafftravellingtonon-Samburuareas.

RelocatetheimplementationofsomeofthekeyactivitiestoareasmoreaccessibleforthePokot,prepareinadvanceandmonitorsecuritylevelforstafftravellingtonewareas

How? Standardprocurementpolicynottakingintoaccountconflictcontext.

Risk:procuringgoodsmostlyfromonecommunityandfromsamesegmentsofthatcommunity,reinforcingdivisions.

Reviewingprocurementpolicytoincludeconsiderationofbalanceofprocurement,andensuringtransparentcommunicationofcriteriaandselectionprocesstobothSamburuandPokot.


Akeydifferencefromastandardlogframeisthattheriskcolumnwillfocusnotonlyonriskstotheproject,butalsoincludeacknowledgementofpotentialrisksthattheprojectwillincreasetensionorhavenegativeunintendedimpactsonthetargetedcommunities.Itwillbeimportanttoraiseawarenessamongdonorsthatacknowledgingsuchpotentialriskstocommunitiesisasignofconflictsensitivityandsomethingtheyshouldbeencouragingifsustainableimprovementstothelivesoftargetedcommunitiesistheirprimaryconcern.

Considering conflict sensitivity during the design stageUsingparticipatoryapproachesisparticularlyimportantforconflictsensitivedesign.Includingparticipationnotonlyfromprojectstaffandconsultantsbutalsofromcommunitymembersandpartners,atthedesignstagewillenrichtheconflictsensitivityanalysisoftheplannedproject.Itwillalsohelptoobtaindifferentperspectivesonthepossiblerisksandopportunitieslinkedtoimplementation.

Itisalsoimportanttoconsiderifthemake-upofthedesignteamislikelytoresultinanybiasintheprojectdesign.Allaspectsraisedaspartoftheguidanceforconflictsensitiveneedsassessment(section2.1)alsoapplytoaconflictsensitivedesignprocess.Someadditionalquestionstoconsiderinclude:

• Whoispartofthedesignteam,andhowdotheyrelatetothetargetarea?

• Ifconsultantsareleadingtheprocess,howawarearetheyofconflictsensitivityissuesandhowcloselyaretheyworkingwithrelevantstaffandpartnersandthein-housedesignteam?Considerincludingconflictsensitivityanalysisaspartofthetermsofreferenceforconsultantsassistingwiththedesignprocess.

• Isthereafeedbackandreviewprocessontheprojectdesigninvolvingotherstaff,partnersandcommunitymembers?

The risks associated with conflict in-sensitive project design

CARE International Sierra LeoneAneconomicdevelopmentprojecttointroduceenvironmentallysustainableagriculturalpracticeswasdesignedwithapartialconflictanalysis,whichalsomeantthatsomekeygroupswerenotincludedinthedesignprocess.Duringimplementation,itwasrealisedthattheprojectfocusedlargelyoncropfarmers,whohavehistoricallybeeninconflictwithcattlerearers,anothergroupwhichtheprojectalsohopedtoinfluence.Thisledtoresistancetoprojectactivitiesbythecattlerearers,whofeltthattheyhadbeenmarginalizedandtheirneedsignored.

Inaddition,amainprojectoutputwassecuringlong-termaccesstolandforwomenandmarginalisedgroups.Thiswasseenasbeingcontrarytoculturalnormsandresultedintensionsandaninitiallackofsupportfortheproject.Tomitigatethesituation,projectstaffconductedfullconflictandconflictsensitivityanalyses,whichhelpedthemidentifyobstaclestoimplementationwhichweredirectlylinkedtotheconflictcontextandtoissuesnottakenintoaccountintheoriginaldesign.Theywerethenabletoadjustactivities,forinstancebyincreasingcommunication,dialogueandfeedbackmechanismswithallgroupsacrossthedivide,byinvolvingkeycommunityactorswhohadpreviouslyfeltside-linedbytheproject,andbylinkingtheworkonaccesstolandforwomanandmarginalisedgroupstoadvocacyinitiativesatahigherlevel.

Including conflict sensitivity in project budgetsIncludingafewspecificbudgetlinescanhelpembedconflictsensitivityinprojectimplementation:

• budgetforconductingorupdatingafullconflictanalysisatthestart-upoftheprojectandforreviewingitaspartofmonitoringactivities

• budgetforcapacity-buildinginconflictsensitivityforstaffandpartnersinvolvedintheproject(andwhererelevantcommunityrepresentatives)

• budgetforparticipatorymonitoringandregularreflectionwithcommunitymembers

• budgetforfeedback/accountabilitymechanisms(seesection3.4formoredetails).

Including conflict sensitivity in project workplans/timelines

• Conflictsensitivityneedstofigureprominentlyintheprojectworkplan.Ideallytheconflictanalysisshouldbecompletedandreflecteduponbeforekeyprojectactivitiesbegin,otherwiseitwillbetoolatetomakeanyadaptationsinformedbytheconflictanalysis.

• Timeandspaceforreflectiononconflictsensitivityissuesalsoneedtobeembeddedintheprojectworkplan,forexamplebybeingexplicitlyincludedontheagendaofregularprojectreviewmeetingsetc.



Conflict analysis: reality check


Restrictivedonorguidelinesforfundallocation.Donorguidelinesonbudgetingmaynotpermitsufficientallocationoffundsforconflictanalysisandactivitiessuchascapacitybuilding,participatorymonitoringandfeedbackandgrievancemanagementmechanisms.

Creativebudgeting.Combiningactivitiessothatconflictanalysisandcapacity-buildinginparticularcantakeplaceinconjunctionwithbroaderagreedactivities.Explorethepossibilityofjointanalysiswithotherorganisations.

Insomesituationsitmaynotbepossibletoaccesscommunitieswhenpreparingadesign.Forexample,localauthoritiesmightblockentrytoalocationuntilfundshavebeencommittedoragenciesmaylackthetimeorhumanorfinancialresources.

Tryandidentifykeyinformantswhohaveknowledgeoftheneedsandinterestsofdifferentgroupswithinacommunity.Reflectinternallytoidentifyanyexistingorpotentialconflictdynamicsandhowtheymayinteractwiththeproject.

Projectsmaybedesignedveryquicklyinresponsetocallsforproposals.Howcanconflictandconflictanalysisbeconductedaspartoftheconceptnoteandfullproposaldesignifthereisonlyverylimitedtimeandresources?

Forprojectsthatwilluseaconceptnoteandafullproposal,abriefconflictanalysisis‘goodenough’foraconceptnoteandaslightlymorein-depthanalysisis‘goodenough’forafullproposal,withafullconflictanalysisbeingundertakenatstartup.SeeAnnex2foranindicationofwhatthedifferentstagesofanalysiscaninvolveineachcase.

2.3. Implementation stageConflictsensitiveimplementationinvolvescarryingoutaprojectinawaythatdoesnotunintentionallycause,orexacerbate,tensionsandcapitalisesonopportunitiestocontributetopeacebuildingoutcomes.

Thewaythattheimplementingteammanagesrelationshipswithactorswhoarebothdirectlyandindirectlyaffectedbytheprojectiscentraltoconflictsensitiveimplementation.Theteamneedstorecognisetheroleandactivitiesoftheseactorsandseek,whereverpossible,tobuildrelationshipswith,andamong,thedifferentplayersforgreatereffectiveness.

Start-up phase Projectstart-upisthetimetodouble-checkyourdesignandunderlyingassumptions.Ifprojectshavebeenthroughacompetitiveprocess,andhavenotyetbeeninformedbyastructuredconflictanalysis,thisisthetimetogothroughafullparticipatoryconflictanalysisprocess,asfaraspossibleinvolvingprojectstaff,partnersandcommunities.Whereissuesinthedesign,oropportunities,areidentifiedinviewoftheconflictcontext,thestart-upphaseoffersagoodopportunitytomakeadjustmentsbeforeimplementationfullystarts.(Seeprevioussectionsonconflictanalysis,assessmentanddesignforfurtherdetails).

Initialconsultationsatthisstageareimportanttocreateorreinforcebuy-inandownershipoftheprojectbypartners,communityparticipantsandotherrelevantactors,particularlyifonlylimitedengagementhastakenplacewiththemduringtheassessmentanddesignphase.

RecruitmentRecruitingstaffisakeycomponentofaprojectstart-up.Itisimportantwhenrecruitingstafftoconsidertheimpactthatthoseworkingfortheprojectcouldhaveinthecommunitiestheyareworkingwith.Theethnicity,religion,politicalaffiliationandnationalityofstaff,orthewaytheybehaveandinteractwithactorsparticipatingoraffectedbyaproject,canallpotentiallycontributetoexacerbatingtensionsincommunities.Guidanceonstaffrecruitmentisprovidedinsection6.3.

Capacity-building Capacitybuildingofprojectstaffisessentialiftheyaretounderstandanduseconflictsensitivity.AkeylessonfromtheexperienceofConflictSensitivityConsortiummembersisthatinvolvingpartnerstaffinconflictsensitivitytraining,togetherwithcommunityparticipantswherepossible,makesacriticaldifferencetothequalityofimplementation.Itenablesallactorsinvolvedintheprojecttorecogniseconflictissues,andhowtheyrelatetotheprojectandtodevisesolutionsjointly.Includingcommunitiesincapacity-building,andtheninreviewingaspectsofaprojectdesign,cangenerateastrongsenseofownership.Italsosensitisescommunitiestowhatconflictsensitivityisabout,aswellastothefactthataninterventioncandoharmandthattheycanfeelfreetospeakaboutanyconcerns.Capacity-buildingofcommunitiesinconflictsensitivityalsofosterstheirunderstandingofprojectprocessesandthereasonswhyparticularchoicesaremade.


Pleaserefertosection6.3formoregeneralguidanceoncapacitybuilding.Keyaspectstoconsiderduringimplementationare:

• budgetingforconflictsensitivitytrainingsduringimplementationorcombiningthemwithotheragreedcapacity-buildingplans

• involvingpartnersand,wherepossible,communityparticipants

• complementingtrainingwithastrongemphasisonlearningthroughoutprojectimplementation

• creatingsafespacesforthoseinvolvedintheproject(staff,partners,communities)todiscussconflictissuesandtheirrelationtotheproject.

Identifying implementation activities that can reinforce community cohesion and reduce conflict Agenciesshould,wherepossible,identifyimplementationactivitiesthatwillreinforceorcontributetocommunitycohesion(whichinturnarelikelytocontributetobetterdevelopmentoutcomes).Howthiscanbedoneishighlydependentonthecontext–somepossibleapproachesareprovidedintheillustrationsbelow.

Development activity implementation leading to a positive impact on the conflict context

Northern Kenya – the Diocese of MaralalInNorthernKenya,inanareawithdeepdivisionsbetweendifferenttribalgroups,alivelihoodprojectimplementedbytheDioceseofMaralalhadplannedaspecificactivitywherebygoatswouldbeprovidedtocommunitymembers,sothattheycouldraisethemandbenefitfromtheirmilkandmeat.Itwasagreedthattheoffspringofthegoatswouldbedispersedtootherfamilies,thusmultiplyingbenefits.Thisactivitywasadjustedinviewoftheconflictanalysistoensurethatthegoatswouldbedistributedequallyacrossthreecommunities:Pokot,TurkanaandSamburu.Theprojectgavegoatstofivefamiliesineachcommunity.Theythenpassedontheoffspringtopeopleintheothercommunities.Thisfollowsatraditionalcovenant:‘onceIgiveyouagoat,wearebrothers’.Theactivitywasstrengthenedbythecreationofasharedmarketthatnotonlyincreasedacceptanceandparticipationintheoveralllivelihoodprojectbutalsobroughtcommunitiesclosertogether.Wherepreviouslytherewasnocommunicationbetweenthedifferentgroups,nowtheyareinteractingbuyingandsellingmilkandmeatthroughtheirsharedmarket.Communitycohesionhasimproved.

CARE International Sri LankaInareaswhereethno-politicaltensionshaveincreasedovertheyearsresultinginthepolarisationofcommunities,CAREhassoughttore-establishorattimesstrengthensocio-economicrelationships.Usingsuchrelationshipsasanentrypoint,communitiesarethenencouragedtoworktogethertoidentifysimilarneedsandissuesthattheycanworktogethertoaddress–theseareoftenrelatedtotherehabilitationofcommunityinfrastructure(e.g.:roads,irrigationchannelsorwells)orinlobbyingserviceproviderstoimproveservices.Suchinteractionhasplayedastrongroleinre-establishingcommunicationchannelsresultingingrowingmutualtrustandrespect.Suchstrategiesareimportantincreatingrelationshipsthatareusedbycommunitiestodealwithcontentiousissuesthatmayariseasaresultofdisputesoverresourcedistributionforexample.Involatileareas,suchrelationshipsareusedbycommunitiestonotifyeachotherofsecurityconcernsortowarneachotheraboutimpendingattacks.Inareaswhereinter-communityrelationshipsmayhavebrokendownduetoalackofinteractionandnotnecessarilyduetomacroethno-politicaldynamics,CARE(wherepossible)hassoughttoencouragethesettingupofmixedgroupsthatarerepresentativeofparticularethnicorsocialgroups.Duringthetsunamiresponseinparticular,CAREsoughttobringtogethercommunitiesfromdifferentgroupstoworktogetherinclearingupdebrisaspartofits‘cashforwork’initiatives.

Whilepro-activelyworkingwithdiversegroupsinitsprojects,CAREhasalsosponsoredcross-visitsamongstandwithinitsvariousprojects–suchactivitieshavehelpeddifferentregional,districtorethno-religiousgroupsunderstandtheproblemsfacedbyeachother,whilealsocreatinglinkstonewmarketsorhelpingtodeveloppeersupportnetworksforfarmersforexample.

2.4 MonitoringMonitoringforconflictsensitivityincludesreflectingontheinteractionbetweentheinterventionandthecontextaspartofthebroaderinterventionmonitoringplan.Itinvolvesthreekeyelements:

• monitoringthecontext

• monitoringtheeffectsofthecontextontheintervention

• monitoringtheeffectsoftheinterventiononthecontext.



How can monitoring for conflict sensitivity make a difference?

Peace and Community Action, Sri LankaInthepast,reportingmeetingsfocusedon“hasthetaskbeendone?“,“hasthemoneybeenspent?”andothertypesofquestionsfocusedontheachievementofoutputs.Therewererarelyquestionsabouthowthetaskwasdoneandwhetheritwassensitivetoconflictandtotensionsorwhetheritcausedanyproblems.PeaceandCommunityAction(PCA)hasstartedusingamonitoringforconflictsensitivityapproachandthereisnowaspecificsectiononconflictsensitivityonreportingtemplates..TheTeamLeaderwillnowaskquestionssuchas“howmanypeoplefromgroupAandhowmanypeoplefromgroupBreceivedxxx?”and“howmanymenandwomenreceivedxxx?”.

Thereareanumberofbenefitsfromthisapproach.Meetingsandreportingtakebetteraccountofconflictissuesandtensionsfacedbyprojectparticipantsandmonitoringactivitiesinformtheteamnotjustabouttheachievementsofoutputs,butalsoaboutwhatfactorscontributedtothesuccessofactivitiesortochallenges.Theapproachhasalsohelpedmakeadjustmentstobemoreconflictsensitiveandincreasetheprojecteffectiveness,forexamplebymovingthelocationofoneofthefieldofficestoallowforbetterandmoreequitableaccessfordifferentcommunities,therebyreinforcinglinksbetweenthemandenablingamorebalancedparticipationintheproject.

How to monitor for conflict sensitivity Indicators for monitoring:

a) Intervention indicators:

Informationon:Towhatextentistheinterventionmovingtowardsachievingitsobjectives?

Description: Thesearetheindicatorsthatanyprojectmonitoringandevaluationsystem,suchasthelogframe,wouldnormallyinclude.Insomeinstancesthoseexistinginterventionindicatorswillproviderelevantinformationforconflictsensitivity.Theycanalsobeunpackedordisaggregatedtoprovidepertinentinformation.

Example: InterventionindicatoroflivelihoodprojectindistrictX:

-Interventionindicator:proportionofhouseholdsindistrictXreportingyear-roundaccesstosufficientfoodfortheirfamily’sneeds

-Disaggregationtoprovideinformationpertinenttoconflictsensitivity,basedontheconflictanalysisthatrevealedtensionsbetweencommunitiesAandB

-ProportionofhouseholdsfromcommunityAandcommunityBreportingyear-roundaccesstosufficientfoodfortheirfamily’sneeds.

b) Conflict/context indicators:

Informationon:Aretherekeychangesinthecontext?Howaretensionsandconflictissuesinthetargetedareasevolving?

Description: Conflict/contextindicatorswillhelptheprojectteamtokeeptheconflictanalysisupdated.Conflictissuesaredynamicandbeingabletorecognise,andtakeintoaccount,evolutionsinthecontextisakeyelementofconflictsensitivity.

Example: FrequencyofincidentsofviolencebetweencommunitiesAandBinadesignatedareainathree-monthperiod

c) Interaction indicators

Informationon: Istheinterventionhavingeffectsonthecontext/conflictandhow?Istheinterventionaffectedbyparticulartensions,conflictissuesorevolutionsinthecontext?

Description: Interactionindicatorswillprovideinformationonthedirectinteractionbetweentheprojectanditscontext.Gatheringsuchinformationwillrequireareflectiononqualitativeaspectsofprojectimplementationandexploringquestionslinkedtostaffandcommunities’perceptionstowardstheproject.Suchdataisfundamentaltoenableaconflict-sensitiveapproach,butcanbeverysensitive.Anorganisationorprojectteammaydecidetousesuchinformationinternallyratherthanforexternalreports,toenablegreateropennessandbetterqualityresponsestomonitoringquestions.

Example: -ProportionofpeopleincommunitiesAandBwhoperceivetheprojectasbenefitingbothcommunitiesequallyoronecommunityovertheother(rarely,oftenoralways).

-Numberofstaffwhobelievetheprojecthasnothadanyimpactonconflictinthetargetcommunities/exacerbatedsometensionsinthetargetcommunities/enabledgreatercohesioninthetargetcommunities.

Note:Itcanbehardforprojectstafftogivehonestviewswhentheirprojectishavingnegativeunintendedimpacts.Thesuccessofanindicator,suchastheoneabove,restsuponstaffunderstandingthelong-termbenefitsofconflictsensitivity,creatinganenvironmentinwhichdiscussingthepotentialplusesandminusesofalternativeoptionsisencouragedandcreatingasafespaceforstafftodiscussprojectchallengeswithoutfeelingtheirworkisbeingcriticised.


d) Unintended impacts

Informationon:Arethereanyunintended/unforeseenimpactsoftheproject?Includenotesonbothpositiveandnegativeunintendedimpacts.

Description: Alongsidethemonitoringofspecificallysetindicators,itisimportanttoallowspacetocaptureinformationanddataonunintendedeffectsoftheinterventionontheconflictcontext.

How to act on what is revealed by the monitoring Akeyobjectiveofmonitoringforconflictsensitivityistohelpadapttheimplementationplanwhereconflictissuesdirectlyrelatingtotheinterventionareidentified.Projectre-designsoradaptationscanbemadeforseveralreasons.Monitoringinformationmay,forexample,revealthat:

• activitiesareunintentionallytriggeringtensionsorreinforcingdivisionsinthecommunityandthatthereisaneedtorevisetheimplementationstrategytominimisethoseadverseeffects

• underlyingtensionsinthetargetgroupsarehinderingthelevelofparticipationinactivitiesandhinderingimplementationandthatthereisaneedtobetterunderstandandaddressthosetensionstoachieveprogress

• opportunitiesforreinforcingcommunitycohesionordialoguebetweendividedgroupsthroughprojectactivitiesexistandcouldbecapitalisedonforthebroadersuccessoftheintervention.

Considerusingasimpletablesuchastheonepresentedbelow.TheexampleprovidedisadaptedfromtheexperienceofCAREInternationalKenya’s‘SweeteningJustice’projectinKibera:

Information revealed by monitoring Adjustments in implementation Results of adjustments

Therisingroleofparalegalsinbringingperpetratorsofsexualandgender-basedviolencetojusticeisheighteningtensions,asitthreatenssomeprovincialadministrators(chiefsandheadmen)whofeeltheyarebeingeclipsed.

Inordertoavoidabreakdownintherelationshipwiththeprovincialadministration,apublicmeeting(Baraza)wasconvenedtoaddressthemistrust.Themeetingagreedonacooperationframeworkwheretherewouldbeadivisionoflabourbetweenparalegals,chiefsandheadmenandregularcommunicationaroundissuesfacedbyeachoftheparties.

Themeetingandregularcommunicationimprovedtheinteractionbetweentheprovincialadministrationandparalegals.Thechiefnowcallsonparalegalstohandlerelevantcases,documentthemandfollowuponthem.

Wheresignificantchangestotheoriginalprojectdesignareneeded,thedonorwillusuallyneedtobeconsultedinadvance.Havingaclearlydocumentedrecordoftheconflictsensitivityanalysisthathasbeenundertakenandtheconflictsensitivityrationalebehindtherequiredchangeswillmakeamorepowerfulcaseforthedonortoallowarevisiontotheprojectcontract.Donorsandseniormanagerswithinagenciesneedtounderstandthatwell-justifiedadaptationstotheoriginalprojectdesigncanbeasasignofprojectstrengthwhereasblindlyadheringtotheoriginalprojectdesigncanpotentiallybeasignofprojectweakness.Seechapter6forfurtherdetailsonrelationshipwithdonors.

How to ensure project monitoring is itself conflict-sensitive Keyquestionstoconsiderwhendesigningandconductingmonitoringactivitiesincludethefollowing:

• Whoisconductingthemonitoring?Howaretheyperceivedbythepeoplebeingconsulted(communities,partners,otherstaff)andhowcouldthisaffectthedata?Areresponsibilitiesspreadacrossdifferentmembersofstaff?

• Whoisbeingconsultedaspartofthemonitoring?Howdiversearethegroupsbeingconsulted(ethnicgroups,gender,inpositionsofpowerormarginalised)?

• Whenisthemonitoringbeingconducted?Integratingconflictsensitivityintothemonitoringprocessesandprojectactivitiesmayrequirechangesintimingtoberesponsivetothedynamicsofaconflict.

• Howwillanalysisfrommonitoringwillbeusedtoinfluencerelevantdecision-makingprocesses(design,staffsecurityplanning)?

Considerincludingthefollowingelementsintoyourmonitoringplan:

• Consultingnon-targetedgroupsaswellasdirectprojectparticipants.Thisisparticularlyrelevantforcontextandinteractionindicators,asitwillhelpgeneratedataonchangesinthebroadercontextinwhichtheprojectistakingplaceandonpossibleeffectsoftheprojectontensionsordivisionsbetweentargetedandnon-targetedgroups.

• Ensuringthatfeedbackisprovidedtopeopleconsultedaspartofthemonitoring.Thiswillreducetheriskoftheprocessbeingperceivedasextractiveandtensionsbeingcreatedbythemonitoringactivitiesthemselves.

• Reviewingtherisksandassumptionsincludedintheprojectdesign.

• Usinginformalprocessestokeeptheconflictanalysisup-to-dateandtomonitorconflictsensitivityissueslinked



totheproject.Itcanbeparticularlyhelpfultoincludeadiscussiononconflictdynamicsandhowtheyrelatetoprojectimplementationasaregularstandingfeatureofteammeetings.Thisdiscussioncannaturallyleadintoaconsiderationofwhethertheprojectneedsadjustinginlightofanychangesintheconflictdynamics.Informalconversationswithcommunities(projectparticipantsandnon-participants)andindependentthirdparties(suchasotherorganisationsimplementingprogrammingnearby)provideimportantperspectivesoutsidetheprojectteam.Drawingontheseperspectivesiscrucialtohelpchallengeassumptionsandcopewithanybias.

• Includingquestionsonconflictandontheeffectsoftheprojectonthecontextinreportingformats,evenwhereitisnotrequiredbythedonor.

• Creatingsafespacesforstaffandcommunitiestoencourageopendialogueontheprojectandconflictissuesandtensionsfaced.


Whatinformationshouldbesharedwiththedonor?

• Informationrevealedbyconflictsensitivitymonitoringmaybeverysensitive.

• Monitoringandreportinginformationisoftengearedtowardssatisfyingdonorsandnotnecessarilyforinternallearning.

Distinguishbetweeninternalandexternalreportingformats,toallowforinternalinformationtobemoreopenandconcretelyusedbyprojectstaffforlearningandprojectadjustments.

2.5. Evaluation stageManyoftheconflictsensitivemonitoringpointsaboveareequallyrelevantforevaluation.Itisimportanttoensurethataswellascoveringthedirectprojectoutcomestheevaluationalsoreviewstheinteractionbetweentheinterventionandthecontext,particularlytheimpactoftheintervention(bothpositiveandnegative;intendedandunintended)onthewidercommunityandconflictcontext.Itisalsoimportanttoconsiderwhetherornotadaptationswereneededandmadeasaresultofconflictsensitivity.

Considerthefollowingaspartofyourevaluationplan:

• Ifusinganexternalevaluatorbeawarethattheirpresencecouldraiseexpectationsinthecommunityforfutureorcomplementaryactivities.

• Anevaluatorcanthemselvescontributetoconflict/tensionsdependingonhowtheyareviewedbythetargetedcommunities.

• Ensurethattheroleoftheevaluatoriscleartocommunitiesandotheractors.

• Ensurethatbothdirectandindirectparticipantsareincludedintheevaluationprocess.

• Ensurethattheoutcomeoftheevaluationisfedbacktothecommunityandallstakeholdersandthattheyhaveopportunitytocommentonthefindings.

• Identifyhowlearningonconflictsensitivityemergingfromtheevaluationcanbesharedwithothers(possiblybydevelopingapublicsummaryofkeylessonslearnt)andinformfuturepractice.

• Explicitlyincludeafocusonassessingconflictsensitivityintheevaluator’stermsofreference,includingalinktothisguidetoencourageexternalevaluatorstoadoptbestpracticesinconflictsensitivity.


This Chapter looks at specific components of implementation, such as procurement and capacity-building. It also focuses on some of the key relationships that come into consideration when conflict sensitivity is put into practice during project implementation:

• relationships with project participants and partners

• relationships with donors and governments.

3.1 Targeting Targetingisaparticularlyimportantissuefromaconflictsensitivityperspective.Thewayitisdesignedcanhaveadirectimpactonthepotentialofaprojecttocause,orexacerbate,tensionsincommunities.Targetingcanbeaparticularlychallengingquestiontoaddressiforganisationalmandatesordonorsdefinespecifictargetgroups.

Itisimportanttoreviewthespecificsoftargetingaspartofthedesignprocessto:

• Ensurethattheconflictandneedsanalysesincludeconsiderationofothergroupsinproximitytotheprimarytargetgroups.

• Thinkcreativelyaboutwaysthattargetedactivitiescanalsobenefitneighbouringcommunitiesandbuildpositiverelationships(forexample,throughcommunicationstrategies,exchanges,involvementinsomeselectedactivities).

• Developselectioncriteriawithcommunitiestoensurethatsuchprocessesaretransparentandinclusive.Involvingcommunitiesearlyonshouldincreaseownershipandreducethepossibilityoftargetingcausing,orexacerbating,tensionsattheimplementationphase.

• Ensurethatalldecisionsmadeinrelationtotargetingarecommunicatedwidelyandthatbothtargetedandnon-targetedgroupsinanareaareinvolvedininformation-sharingandfeedback.

• Influencedonorswhentheyarenotawarethatthespecifictargetingcriteriatheyhavesetmayleadtoincreasedtensionsandhinderimplementation.

Approaches to conflict sensitive targeting

World Vision Lanka – Reassessing the targeting of a WASH8 project from a conflict sensitivity perspectiveWhenWorldVisionLankaweredesigningawaterprojectinacommunitywithtwodifferentethnicgroupstheyspenttimereviewingtherisksandassumptionscolumnofthelogframe,particularlyexploringtherisksthatcouldarisefromexistingtensionsinthecommunity.Theteamquicklyrealisedthattheengineerswhohaddesignedthewatersystemhadnotconsideredtheimpactonthecommunity.Forgeologicalreasons,thesystemwasfocusedonanareawhereonlyoneethnicgrouplivedandbypassedtheareawheretheotherethnicgrouplived,meaningthatthosepeoplewouldnotbenefitfromtheimprovedwatersupply.Theteamwentbacktothedesignandaddedinanextraoutputtomitigateagainsttheriskofexacerbatingconflict/tensionsbyensuringthatbothcommunitieswouldbeabletobenefitfromtheimprovedwatersystem.Noadditionalfundingwasrequiredandthedonorswerehappywiththereviseddesignonceitwasfullyexplainedintheprojectnarrative.

CARE International Sri Lanka – transparency and participation as enablers of conflict sensitive targetingCAREhasconsistentlyemphasisedtransparency,notonlyinselectionprocessesofparticipantsandpartners,butalsointhedesignofcommunityselectionprocesses.InthecommunitiesinwhichitworksCAREisopeninitsintentiontofocusonidentifiedvulnerableandmarginalisedgroupsfromtheoutset.ThroughParticipatoryRuralAppraisalsandotherassessmentanddesignmethodsitnotonlymaintainsahighdegreeofcommunityconsultationandparticipation,butitalsoensuresthatcommunitiesareawareofwhyemphasisisplacedoncertaingroups.

Transparencyhashelpedinlimitingdifferentgroupsfromperceivingthatthetargetingandassistanceprovidedisbiased,particularlyinscenarioswheremoresupportwillgotoacertaingroup.Ithasalsohelpedinbuildingcommunitysupportfortargetedassistanceforthemoremarginalisedwhilestrengtheningownershipanddemandforsuchpractices.Informingentirecommunitiesoftheintentionsandpurposesoftheprojecthasalsohelpedlimittheabilityofelitesorparticularpowergroupstocontrolormanipulatedecisionmakingontargetingorimplementation.

3 Key issues for conflict sensitive programming

8 Water,SanitationandHygiene


3 Key issues for conflict sensitive programming continued

Sierra Leone Red Cross Society – managing relations between targeted and non-targeted communitiesAnissuefacedbytheSierraLeoneRedCrossSociety(SLRCS)aspartofitsCommunityAnimationandPeaceSupportProject(CAPS)wastheconflictingrelationbetweenthetargetedandnon-targetedcommunities(fiveselectedoutof52),especiallywhenagriculturalinputswerebeingbroughtin.Toaddressthis,theprojectstaffandpartnersadoptedastrongtransparencyandcommunicationstrategywithneighbouringcommunitiestoincreaseunderstandingofwhytheprojectwastargetingparticularcommunitiesandreducetensions.Apositiveunintendedresultofthisapproachisthatthoseneighbouringcommunities,evenwithoutanysupportfromtheSLRCS,arestartingtoadoptsomeofthepracticesofthecommunitiesparticipatingintheCAPSproject.

3.2 Procurement Procuringandtransportinggoodsintoanenvironmentthatmayhavescarceresourcescarriesparticularrisks.Manyorganisationshaveproceduresthataredesignedtodealwithcost-effectivenessandthepreventionofcorruption.Thesealsoneedtobereviewedfromaconflictsensitiveperspective.Whereyouprocuregoodscancontributetoconflictdynamics–forexampleifthesupplieriscloselyassociatedwithapartytotheconflictorifprocuringfromoutsidetheprojectlocationisperceivedasunderminingthelocaleconomy.Issuessuchastheseneedtobetakenintoconsiderationinprocurementpolicyandcombinedwithaconflictanalysisintheareaofprogramming.

Procurement: reality check


Sourcesofskillsandgoods:

• Sometimesskills,goodsorservicesarenotavailablelocallyorfallshortofcriteriaindeliveryorstandards.

• Sometimesskills,goodsorservicesareinonegrouponlyandtheorganisationmightthenadvantageonegroupoveranother.

• Sourcelocallywhereverpossible,maintainingcriteria,standardsandtransparency.

• Beopenaboutreasonsfornotprocuringlocallywhenthisisnotpossible.

• Wherepossibleincludecommunitiesindevelopingcriteriaandselectionprocesses.

• Providefeedbacktoallwhosubmitresponsesexplainingwhytheydidordidnotgetthecontract.

3.3 Relationships with communities Theincreasingrecognitionofthebenefitsandnecessityofaparticipatoryapproachinhumanitarian,developmentandpeacebuildingprogrammeshashelpedtodevelopmoretransparentandequitablerelationshipsbetweenagenciesandparticipantsininterventions.Fromaconflictsensitivityperspective,thefollowingaspectsareparticularlyimportanttotakeintoaccount.

The importance of understanding relationships within a community

Sierra Leone Red Cross Society (SLRCS) Community Animation and Peace Support ProjectIntheSierraLeoneRedCrossSociety(SLRCS)CommunityAnimationandPeaceSupportProject,therelationshipswithchiefshasbeenaveryimportantaspectofimplementation.InSierraLeone,chiefsaretheonesresponsibleformanagingcommunitylifeand,althoughtheyarenotformallypaid,theybenefitfromthisposition.Atfirstthecreationofprojectcommitteesbroughttensionsastheychallengedexistingpowerrelationsandexacerbatedmistrust.Inviewoftheconflictanalysisandconflictsensitivityissuesuncoveredinrelationtotheprojectdesign,theSLRCSfocusedonbuildingtrustbetweencommunitiesandcommunityanimatorsandpromotingabetterunderstandingofthemutualroleofthechiefsandcommittees.Thisnotablyresultedinincludingthechiefsas‘advisors’(butnotchairs)fortheprojectcommittees.

Inclusion of communities in decision making Itiscriticaltorecogniseandunderstandthevariousdivisionsandrelationshipsinacommunityandhowthisaffectsaccessto,anddistributionof,resources.Asmentionedinthedesignandtargetingsection,itisessentialthat:

• Bothprojectparticipantsandthosecommunitymembersthatarenottargetedareincludedintheselectionofaidrecipientsandidentificationofactivitiesifatallpossible.

• Thereareclearcriteriaforparticipantselection,developedwithrepresentativesofthelocalcommunity.

• Staffareopenandtransparentaboutanydonorrestrictionsontargetgroups.


How decision-making processes can make a difference – experience from the Conflict Sensitivity Consortium

Principlesofaccountability,inclusiveandparticipatorydecision-makingandequityplayacriticalroleinbuildingcommunitycapacitiestoconstructivelydealwithneedsprioritisationandequitableresourcedistributionprocesses.Inadditiontobeinggooddevelopmentpractice,emphasisingtheseprincipleshashelpedtheConsortiuminKenya,SierraLeoneandSriLankatoreduceconflictsandthefuellingoftensionsandbridgecultural,socialandethnicdivides.Insituationswhereelitescontroldecisionmakingorcommunitydecision-makingprocessesareco-optedbypoliticalorarmedgroups,creatingsafespacesforcommunitiestodiscussandtakecollectivedecisionsinanopenandtransparentmannerhascontributedtoreducingthenegativeinfluenceofconflictactorsandtoreducingtensions.

3.4 Feedback and accountability mechanisms Feedbackandaccountabilitymechanismsareanessentialpartofensuringpositiverelationshipswithcommunitiesandmonitoringconflictissuesduringimplementation.Theprincipleofaccountabilityiscentraltoconflictsensitivityasittouchesuponissuesofpowerinagency,partnerandparticipantrelationships,andthetypeofpowereachbrings.Creatingeffectivefeedbackandaccountabilitymechanismsenablesgoodprogrammingandspecificallyhelpsreducethepotentialfortensionandconflicttobecreatedorexacerbatedbyaproject.

Consider:

• Creatingsafespacesforfeedbackandcomplaintsfromparticipantsandnon-participants.Thiscouldbeachievedbycreatingtimeforcommunitymemberstodiscussprojectactivitiesandtheireffectonthecommunity.Whereitisnotpossible,acceptableorsafeforpeopletospeakopenlyaboutsensitiveissues,anonymousmechanismsthatareaccessibletoallneedtobesetup.Specialconsiderationshouldbegiventogivingavoicetovulnerableormarginalisedgroupsaspartofthatprocess.

• Settinguprigorouscomplaintsresponsemechanisms,whichareinformedbywhatisconsideredsafeandacceptableandwillenabletensions,issuesanddisputesrelatedtoprojectimplementationtoberaisedandaddressed.Suchmechanismsarealsoveryimportantforcirculatinginformation,ensuringtwo-waycommunicationwithcommunitiesandprovidinginsightsthatwillenableactivitiestobeadaptedtomakethemmoreeffective.

A tool to promote accountability and conflict sensitivity: the use of community diaries in Sierra Leone

TheconceptofconflictsensitivitywasintroducedintheConservationAgricultureProject,implementedbyCAREInternationalanditspartnerFutureinOurHandsthroughapilotinitiativesupportedbytheConflictSensitivityConsortium.Akeyaspectoftheprojectthatwasreviewedwasaccountabilityandcommunicationbetweentheimplementingteamandprojectparticipants.Initially,nostructuredchanneloffeedbackhadbeenestablishedforcommunitiestoexpresstheirviewsandconcernsduringprojectimplementation.Theuseofaconflictsensitivelensledprojectandpartnerstafftointroducecommunitydiariesasafeedbackmechanism.Recordkeepingtrainingwasgiventoprojectparticipantssotheycoulddocumentconflictsensitiveissuesandnotablyhighlighttensionsandissuesarisingduringimplementation.Communitydiarieswerethenprovidedforcommunitiestorecordthisinformation.Thediarieswerereviewedduringmonthlymeetingswithprojectparticipants,partnersandstaffandusedasareferenceforcollaborativedecisionmakingandpossibleprojectredesign.Thisapproachmadeaconsiderabledifferenceatdifferentlevels:

• Ithelpedtheprojectteamidentifyunintendedeffectsoftheiractivities,bothpositiveandnegative.

• Itenabledbettercommunicationandincreasedtrustandopennessbetweenprojectparticipants,FutureinourHandsandCARE.

• Ithelpedmakechangesinthewayactivitiesweredelivered,whichbothreducedtensionsandincreasedtheeffectivenessoftheintervention.



3.5 Relationships with partnersManyagenciesworkthroughpartners.Aswithstaffrecruitment,whoanagencypartnerswithcanhaveadirectimpactontensionswithincommunitiesandprojecteffectiveness.

Toensureconflictsensitivityisintegratedintorelationshipswithpartnersduringimplementation,thefollowingaspectsareparticularlyimportant:

Partnerpositioning:

• Refertoyourconflictanalysisandstakeholderanalysistohelpyouidentifypossiblepartners.Rememberthateachorganisationandindividualwillhavetheirownbiasandaffiliations.

• Recogniseyourownandyourpartners’positionsintheconflict.Thisisbasedontheassumptionthatwhenconflicterupts,thereisatendencyforpeople(individualsorgroups)tobeperceivedasbeingononesideortheother.Theseperceptionsneedtobetested,notblindlyaccepted.

• Inmorestablecontextswherethereisnoviolentconflictitisstillimportanttoidentifyhowpartnersareperceivedwithinthecommunity.Thiscouldbeasstraightforwardasadaptingexistingpartnerassessmenttoolsforconflictsensitiveissuessuchaspoliticalties,ethnicbiasandimpartiality.

Partnershipagreementsandsharedapproaches:

• Carryoutsharedinter-agencyconflict/contextanalysiswithyourpartners,atthestartoftheintervention,ifpossible,oraspartofon-goingmonitoringduringtheimplementationperiod.

• Ensurethepartnershipagreementisdrawnupjointly,withmutuallyagreedtermsandconditions,toensurethatitpromotesanequitableandmutuallybeneficialrelationshipbetweentheleadagencyandpartner.

• Makesurethatanypartneragreementcontainsareferencetoagreedcodesofconduct,thatcanbemonitoredandstrengthenedthroughoutthepartnership.Establishprocessesformonitoringandadjustingpartnerships,includingagrievanceanddisciplinaryprocess.

• Considerifyouneedtobuildyourpartner’scapacityinconflictsensitivitybeforesigningapartnershipagreement.Itisimportanttoincludepartnersinanyon-goingcapacitybuildingonceanagreementissigned.

• Instituteregularreviewsofpartnershiprelationships,clarifyingandamendingdefinedrolesifrequired.

Integration of conflict sensitivity into Save the Children Sri Lanka’s partnership approach

BeingapartoftheSriLankaConflictSensitivityConsortium,SavetheChildrenconductedanextensivePartnershipReviewfromaconflictsensitiveperspective.SavetheChildrenrealisedthattheirapproachtowardspartnershipsneededtochangeandinvolvemoreopenandincreaseddialoguebetweenSavetheChildrenanditspartners.Theprocessidentifiedwastomovefromastrictcontractualrelationshipwithpartnerstoamoreparticipatory,focusedandlong-term(strategic)partnership.Theimmediateactionpointsagreedasaresultofthepartnershipreviewwereto:

• Translatethepartnershipmanualintolocallanguages.

• Usepartners’logosintheagreements.

• Revisitthepartnershipmanualinlinewithconflictsensitivityandaccountabilityprinciples.

• Includeajoint(SavetheChildrenandpartners)definitionforwhatitmeanstobeinastrategicpartnership:“Partnersbychoiceworkingtogetherinterdependentlytowardsacommongoalwithaclearunderstandingofroles,responsibilitiesandmutuallyagreednorms,andcommittedtoaccountableandsustainabledevelopmentpractice”.

3.6 Relationships with governmentsTherelationshipssoughtwithgovernmentatdifferentlevelsaspartofimplementationarelikelytobedirectlyrelatedtothecontext.Therearetimeswhenitisnotsuitabletohaveanyformalrelationshipwithagovernment–forexampleifthegovernmentiscontributingtoviolentconflictoroppressingparticulargroups.Inotherinstancesitisessentialtobuildrelationshipswithdifferentlevelsofgovernment,togainaccesstoareaswhereyouwanttoworkorinordertoinfluencepolicyandpractice.

Considerthefollowing:

• Startwhereyouhaveanentry-point.Formanyprojectsthismeansthatlocallevelengagementmaybeeasierthannationalengagementandthismayhavemoreimpactonthecommunitiesthatorganisationsareworkingwith.

• Identifywhichinternationalinstruments,bestpracticeguidance,humanitarianlaworstandardsgovernmentshavesigneduptoandwhetherthisprovidesastartingpointforengagementorforadvocacy.


Different approaches to government engagement around conflict sensitivity issues

An entry-point for conflict sensitivity awareness-raising with local governmentInMaralal,Samburudistrict,itwasnotedthattheConstituencyDevelopmentFundthatprovidesgovernmentfundsfordevelopmentintheareawasastrategicplatformfortheCatholicDioceseofMaralaltobeapartofsoastoinfluencetheuseofconflictsensitivityinthedevelopmentagenda.Thisforumisanopportunitytoshareinformationonissuesatthecommunitylevelandtakepartinplanningthatisnotnecessarilypeggedonfinancialassistance.ThisledtoimprovedcommunicationaroundconflictissueswiththelocalgovernmentandincreasedawarenessaroundsomeoftheapproachestoconflictsensitivitypilotedbytheDioceseandhowtheycouldrelatetolocalgovernmentpractice.

Involving local government and donors in Do No Harm analysisInoneofitsprojectsinthenorthofSriLankaCAREInternationalincludedlocalleveladministrativeofficialsinanintroductorysessiononDoNoHarmthatalsoincludedtheprojectdonorrepresentatives.Connectorsanddividersaswellasothercontextspecificdynamicswereidentifiedaspartofthesession,andlaterusedbytheprojectteamtoanalysethecontextandadaptactivitiesinordertocapitaliseonidentifiedconnectorsanddealwithdividers.Involvingthegovernmentactorsachievedtwoobjectives:itexposedthemtoDoNoHarm,whilealsoenablingthemtounderstandtheprojectrelevancetothecontext.Engagingwithlocalofficialsonthoseissuesprovidedtheprojectstaffwithinsightsthathelpedthembetterunderstandthedifferentstakeholders’relationshipsandopportunitiesforcooperation.Includingthedonorprovidedthedonorwithabetterunderstandingofthecontextanditspotentialinteractionwiththeprojectactivities.

Collaborating with other agencies to influence government Kenya Conflict Sensitivity ConsortiumTheKenyaConflictSensitivityConsortiumstartedworkingwiththeNationalCohesionandIntegrationCommission(NCIC)in2010tosensitisetheirstaffonthepracticalrelevanceofconflictsensitivitytotheirwork.Aspartoftheinitiative,commissionersreviewedvariouspublicpolicyprocesses,analysingwhethertheywereconflict-blind.Followingtheengagement,theNCICchangedtheirinternallydisplacedpeopleresettlementpolicyinaparticularregiontakingconflictsensitivityissuesintoaccount.

Relationships with government: reality check


Whotoengagewithatwhichlevel?

Whataretheconsequencesofengaging?

Whataretheconsequencesofnotengaging?

• Analysetherisksandopportunitieslinkedtoengagingwithgovernmentdynamically,inviewoftheconflictanalysisandregularinformalmonitoringofthecontext.

• Beclearaboutyourobjectivesinthetargetarea.Developcriteriaforengagementwithgovernmentthatdirectlyreflectthisunderstanding.

• Workinconsortia,partnerships,networks,wheresomeorallofyouranalysis,strategyandactivitiescanbedevelopedandsharedwithoutsinglingoutyourorganisation.

3.7 Relationships with donorsAswithgovernments,therelationshipssoughtwithdonorsatdifferentlevelsarelikelytobedirectlyrelatedtothecontextwithinwhichprojectimplementationistakingplace.Moreinformationonexternalrelationswithdonorsisprovidedinsection6.6,butaspartofimplementation,thefollowingaspectsareimportanttoconsiderforconflictsensitivepractice:

• Establishtrustthroughacontinuousrelationship,whichinvolvescommunicatingabouttheoperatingcontextandconflictissuesandisnotjustrelatedtofundingandgrantmanagement.

• Astrongconflictanalysiscanbeahelpfulwayofbringingdonorsup-to-datewiththethinkingbehindthedesignofyourprojectorprogrammeandbringingthemup-to-datewiththeoperatingcontext.Ensurethatthisiswelldocumentedintheproposalandreportsand,ifpossible,explainedverballyduringmeetingswithdonors.

• Offerdonorstheopportunitytobeincludedinparticipationatallstagesoftheprogrammingcycle.Thiscouldbethroughvisitstotargetareas,facilitatingengagementwithprojectparticipants,joiningconflictanalysisworkshopsorcontextmonitoringreflections.

• Reportonwhatisworkingandwhatisnotworkingwithrespecttoconflictsensitivityintheprojectarea.Casestudies,lessonslearnedandgoodpracticemayallbeofinterest.

• Wherenecessary,youmayneedtoengagewiththedonoroverchangestotheprojectdesignasaresultofconflictsensitivitymonitoring.Besuretojustifyanyrequeststronglywithevidencefromconflictanalysisorcontextmonitoringupdates.



3.8 Exit strategyExitstrategiesareimportantforanyproject,butareveryimportanttoconsiderfromaconflictsensitivityperspective.Tensionscanariseattheendofprojects,particularlywhencommunitiesdonotfullyunderstandthereasonswhytheprojectisendingorwhyanorganisationisleaving.Thefollowingaspectsareimportanttoconsiderfromaconflictsensitivityperspective:

• Theexitstrategyshouldbedesignedinconsultationwiththetargetcommunities,partnersandprojectstaffandshouldbewidelysharedandexplained,particularlywhen

itcomestowhetherornotthereareplansforcontinuationandwhy.

• Theexitstrategyshouldbereviewedinviewofaconflictandscenarioanalysisandmeasuresdrawnuptomitigateagainsttheriskofexacerbatingtensionsintheareathroughthewaytheprojectends.Forexample,howareremainingresourcessharedorallocatedwithinoracrosscommunities?Whatarethesecurityrisksforlocalstaff,partnersorcommunitymembersthathavebeeninvolvedinimplementationaftertheprojectends?

4 Applying conflict sensitivity in emergency responses

While most of the guidance in Chapters 1 and 2 and 3 will also be relevant for emergencies, the emergency programming cycle is usually shorter and is subject to particular constraints, meaning that a tailored approach to conflict sensitivity may be beneficial. This section focuses on applying conflict sensitivity in emergency responses. This guidance complements existing standards and norms (eg: SPHERE and HAP) in the humanitarian sector which implicitly advocate for minimising harm and better understanding the operating context. Applyingconflictsensitivitytoanemergencyresponsecanbechallengingduetothecomplexityofthecontextsinwhichemergenciesoccurandthespeedwithwhichorganisationsneedtoreact,whichleaveslittleopportunityfortheuseofsophisticatedanalyticaltools.Thissectionisstructuredaroundeachstepoftheemergencyprogrammecycle:preparedness,assessment,design,implementationandevaluation.

4.1 Preparedness phaseConsideringconflictsensitivityatthepreparednessstagewillhelporganisationsmakesenseofthecomplexcontextsinwhichtheyworkandhelpminimisethelikelihoodofagenciesdeliveringinterventionsthathaveunintendednegativeconsequences.Thefollowingaspectsshouldbeconsidered:

• Senior leadership buy-infortheintegrationofconflictsensitivityinemergencyresponseplans,systemsandoperatingguidelinesiscriticaltoensuringthatpreparednesssystemscanbeadjustedandthatspaceforconsideringconflictissuesfacedduringtheresponsewillbeallocatedandnotdeprioritised.

• Wherepossible,especiallyinmulti-mandateorganisations,itisusefultobuildlinksbetweenemergencyteamsandteamsinvolvedinlongertermprogramming,todevelopahabitofregularlysharing analyses and assessments.

• Inthepreparednessphaseitisusefultoexplorewhetherformalorinformalarrangementscanbemadebetweenemergencyteamsandstaffwithrelevantconflictspecialisationorexperiencetoprovidetechnical assistancethroughallphasesofemergencyprogramming.

• Itisimportanttoincludearegularly updated conflict analysisincontingencyandpreparednessplansforspecificcountriesorregions.Forlocationswhereyouragencyhasanon-goingpresence,analysiscanbeundertakenaspartofon-goingprogramming.Fordisaster-proneareaswhereyouragencydoesnotmaintainapermanentpresence,considerpartneringwithotherorganisationsonthegroundtoensureyoumaintainanup-to-dateconflictanalysisaheadofanyemergency.


• Contingency planningshouldconsiderhowpotentialeventsmightinteractwithanycurrentconflictdynamics.Thesewillbebasedpartlyontheconflictanalysisandsupplementedbydataonanyprominentenvironmentalrisks.

• Aninduction pack for surge capacity staffdevelopedforthefirstfewweeksofanemergencyresponseshouldincludeconflictsensitivityalongsideotherimportantcross-cuttingprioritiesandadditionalinformationabouttheorganisation’smandateandresponse.Thisshouldincludegenericinformation,asummaryofthelocalcontext,localconflictissuesandpotentialconflictflashpointsandhowthesemightbemitigated.

• Ifapartnership strategyisincludedaspartofthepreparednessplans,reviewtheselectionofpartnersinviewoftheirrelationtotheconflictcontext.

• Developaset of competencies for conflict sensitivity forstaffinemergencyteamsforuseinrecruitmentandstaffdevelopment.Belowisanexampleofaprofessionaldevelopmentplanforanemergenciesteam:9

Key conflict sensitivity competencies for emergency staff

Attitudes• Hasimpartialviewsthatdonotprejudicehim/herto

differentethnicgroups,warringfactions.

• Believesinthehumanitarianimperative,thatallpartiesinneeddeserveaidregardlessofaffiliation.

• Understandstheimportanceof,andisopento,qualityimprovementsinprogramming–fromgendertoaccountabilityandconflictsensitivity.

• Issensitivetoculturalcontexts.

Skills in conflict analysis in preparation, design and proposal writing• Understandsanduses,oriswillingtolearn,conflict

analysistools(refertoChapter1),bothinemergencypreparednessplanningandfora‘goodenough’analysisduringemergencydeployment.(You may not find people with these skills but willingness to learn is important).

• Hastheabilitytoconsiderconflictflashpoints(social,political,economic)duringprojectdesignandproposalwriting.

• UnderstandsDoNoHarm(DNH),SPHERE,HAPandhowconflictsensitivityandotherkeystandardsforemergencyresponsecanreinforceeachother.

• Implementatailored training plantobuildthecapacityofyourhumanitarianresponseteamsinconflictsensitivityandensurethatconflictsensitivitytrainingmaterialsareincludedwithinbroaderorganisationalhumanitarianandemergencytrainings.Ifpossible,complementwithafullDoNoHarm(DNH)trainingcourseforemergencystaff.Incapacity-buildingprogrammes,ensurethatallrelevantstaffaretargeted,includingsurgecapacityandrosterstaff,aswellaskeylong-termcountryofficeseniorandsupportstaffandpartnerswhoarelikelytobeinvolvedinemergencyassessmentsandotherfirst-phaseresponseactivities.Youmayneedtoprioritiseparticularcategoriesofstaffinthefirstinstanceandthenexpandthetrainingtoothers.

• Integratequestionsaskingwhetherconflictsensitivityhasbeenconsideredintoyouremergency proposal checklist.Manyagencieshaveachecklistthatassistsinexaminingvariousaspectsofemergencyprogrammequality.Questionsregardingwhetherconflictissuesandtheirrelationtotheinterventionhavebeenconsideredcanalsobeeasilyinserted.BelowaresomerelevantquestionsincludedinCAREInternational’sEmergencyProposalCheck-list:10

Conflict sensitivity questions in an emergency programme proposal check-list

CARE International• Doesthebackgrounddescriptiondemonstrateasound

understandingoftheoperationalcontext(includingconflictanalysis)?

• Havecomprehensiveassessmentsbeenconducted,includingthoseinvolvingtheaffectedpopulation?

• Iftheprojectisinahighlyvolatilecontext,haveindicatorsforconflictsensitivitybeenincluded(eg:whethertargetgroupsperceivethattheinterventioniscontributingtoconflict)?

• Aretheremechanismsandresourcesinplaceforeffectiveinclusionandcommunicationwithaffected/targetedpeople,includingthemostvulnerable,throughouttheprojectcycle,inparticularduringtheprojectdesignphase?Whataboutalsotalkingwithfactionstomakesuretheyunderstandthataidisneutralandbasedonhumanitarianprinciples?

• Doestheprogrammeoffereffectivefeedbackandcomplaintsmechanismsavailabletoallbeneficiaries/participantsandnon-beneficiaries/participantsintheprojectarea?

9 AdaptedfromCIUK,Conflict Sensitivity Competencies for Emergency Staff 10 AdaptedfromCIUK Emergency Proposal Review Check-list


4.2 Assessment phase Theassessmentphaseofanemergencyisaparticularlychallengingperiodwherethedemandtostartprovidinglife-savingassistanceisveryhigh.Astimeislimited,opportunitiestointegrateconflictsensitivityneedtoberealistic,practicalandeasilyunderstood.Takingonboardthesesimplestepsmayavertnegativeunintendedconsequences:

• Undertakea‘Good Enough’11 conflict analysisaspartofthefirst-phaseemergencyresponse.Thisanalysisshouldbeshortandeasytointegratewithotheraspectsofamulti-sectoralemergencyassessmentandclearenoughtobeusedbypeoplewithnoconflict-sensitivityexpertise.Tryanduseparticipatorymethodswithpartnersandaffectedcommunitiesasmuchasyoucan.Insomecases,accessmayberestrictedanditmaynotbepossibleforremoteteamstocompletetheassessment.Ifthisisthecase,ananalysiscanbedrawnupintheshort-termonthebasisoftheknowledgeofexistingstaffand/orprogrammesoperatingintheseregions,includingfromotheragenciesoperationalintheseareas.Thefollowingguidingquestionsfora‘goodenough’analysismaybehelpfulinallemergencies(ie:rapidonset,naturaldisaster,conflict):12

Rapid conflict analysis for use in first-phase assessment

Analysis questions• Whatisthehistoryoftheconflictintheareabeing

assessed?Whatisitaboutandhowlonghasitbeengoingon?Howintense/openistheconflict?

• Whatgroupsofpeopleareinvolved?

• Whatkindsofthingsdividethesegroups(forexamplecaste,tribe,neighbourhoodaffiliation,accesstoresources)andwhatconnects13them(forexamplesharedculturalpractices,localpeaceinitiatives)?

• Wherearetheconflict-affectedareasgeographicallylocated?

• Doesconflictgetworseatanyparticulartimeorperiod(timeofday,season,duringelections,duringreligiousfestivalsetc).

• Whatarethebest,worstandmostlikelyscenariosforthefutureoftheconflictinthecontext?Whatdoeseachscenariodependon?

• Tryanddeepen the conflict analysis in later stagesoftheemergencyintervention.Asthedynamicsofanygivensituationareconstantlychanging,itisimportanttoupdatetheanalysisatregularintervals.Thiscanbeachievedbycross-referencingwithotheragencyanalysesorcarryingoutconsultationwithcommunitiesorothergroupswhowerenotpartoftheoriginalanalysis.Thiscouldhappenastheresponsetransitionsintonewphases,suchasfromrelieftorecovery.Thiscouldbeledeitherin-house,ifthecapacityexists,orbyaconsultant.‘Pauseandreflect’sessions,real-timeevaluationmeetingsorintra-agencycoordination/planningmeetingscanprovideexcellentopportunitiestointegrateadeeperlevelofanalysis.

4.3 Design phase

Thefollowingaspectsareparticularlyimportantatthedesignstage:

• Usingparticipatoryconflictanalysisfromboththepreparednessandassessmentstagestoinformprogrammedesignandriskmanagement:14

• Developingarisk matrixthatconsidershowpotentialconflictflashpointsmaybemitigated.(Seetablebelowforsomepotentialflashpointsandmitigatingmeasures).15

11 AtermborrowedfromtheEmergencyCapacityBuildingproject,whichpromotesa‘goodenough’approachtoimpactmeasurementandaccountabilityinemergencies.Thisemphasises“simpleandpracticalsolutionsandencouragestheusertochoosetoolsthataresafe,quick,andeasytoimplement”.Forfurtherdetailonimpactmeasurement/accountabilityseehttp://www.ecbproject.org/the-good-enough-guide/the-good-enough-guide

12 ODIHPNpaperNo.70,October2011,Applyingconflictsensitivityinemergencyresponse:CurrentpracticeandwaysforwardbyNonaZicherman,withAimalKhan,AnneStreet,HeloiseHeyerandOliverChevreauavailableonhttp://www.odihpn.org/hpn-resources/hpn-network-papers/applying-conflict-sensitivity-emergency-response-current-practice-ways-forward

13 ConnectorsandDividersarecommonlyusedconflictsensitivitytermsstemmingfromDoNoHarm–seechapter2.

14 Ibid.

15 Ibid.

4 Applying conflict sensitivity in emergency responses continued


Response element

How it can contribute to conflict Potential mitigation measures

Targeting and beneficiary selection

• Duringashiftfromblanketdistributionstotargetedinterventions.

• Whenselectionprocessesarenottransparent.

• Whentargetingcriteriaarenotwellunderstoodbyallstakeholders.

• Whentargetingcriteriaoverlapwith,andreinforce,existingsocialdivisions.

• Facilitatingcommunityparticipationindeterminingtargetingcriteria.

• Sustainedinformation-sharingwithbothbeneficiaries/participantsandnon-beneficiaries/participantsontargetingcriteriaandselectionprocesses.

• Complaintsandfeedbackmechanismstoidentifyproblemsduringbeneficiaryselection.

• Understandexistingsocialdivisionsandmapthemagainsttheproposedcriteria.

Control over distributions

• Whentheimplementingagencyexercisesexclusivecontroloverthedistributionswithoutsufficientunderstandingofthecontext.

• Whenpowerfulactorsattempttocontroldistributionsanddivertresourcesfortheirowngain.

• Whencommitteemembersactinanon-transparentornon-accountableway.

• Whenmarginalisedgroupsareexcludedfromdistributions.

• Involvethecommunityinthemanagementofthedistributions.

• Setupdistributioncommitteesorotherparticipatorymechanismswithanawarenessoflocalpowerdynamics.

• Ensureallcommitteesareinclusiveandrepresentativeoftheentirepopulation.

• Balancethepowerofcommitteeswithrobustcomplaintsmechanisms.

• Buildcommittees’capacityinleadership,management,andconflictresolution.

• Ensureproperprotectionmechanismsexistduringdistributionstopreventviolence,extortionordiscrimination.

Role of local structures

• Whenlocalgovernmentandcivilsocietyactorsareexcludedfromtheaidresponse.

• Whenlocalpoliticalintereststrytoco-opttheaideffort.

• Linktoexistingdevelopmentprogrammestohelpnewemergencystaffunderstandexistinglocalstructures.

• Developcomprehensivehumanitarianpartnershipstrategiesaspartofemergencypreparedness.

• Dedicatetimeandresourcestoensureinvolvementoflocalpartnersduringthefirstphaseofresponse.

• Beawareofpracticalbarriers(language,meetinglocations,gender)thatcaninadvertentlyexcludelocalstakeholders.

• Advocatewithlocalpoliticalactorsfortherespectofhumanitarianprinciplesandtheneedforindependentandimpartialhumanitarianaction.

• Seeksupportfrombeneficiaries/participantsandlocalleaderstoresistpressurefromlocalpoliticians.

Inter-agency coordination

• Whenaidpackagesarenotstandardised.

• Whencertainlocationsareprivilegedoverothers

• Whenaidactorsdonothaveasharedanalysisofunderlyingconflictdynamicsinthecontext.

• Ensureconflict-sensitivityconceptsarefamiliartoUNclusterleadagenciesandOCHA.

• Supporttheclustersandadvocatewithdonorsataninter-agencylevelforthestandardisationofpackages,approaches,andgeographicdistribution.

• Advocatefortheinstitutionalisationofcross-sectoralforumsfortheanalysisofconflictandcontextissues.


4.4 Implementation and monitoring phaseDuringtheemergencyresponseimplementation,considerthefollowingelements:

• Ensurethatstaff recruitmenttakesintoaccountthepotentialidentity-baseddivisionsamongstaffandbetweenstaffandbeneficiaries/participants.Thefollowingtableprovidessomepracticalstepsonhowthiscanbemanaged:16

Staffing

Managing new recruitment and turnover• Holdregularall-staffmeetings,openstaffforaorsimilar

initiativestofosterlinksbetweennewandexistingstaffandbetweenstafffromdifferentlocations.

• Designanorientationpackageforallstaffthatincludescontextualandculturalunderstandingfornewinternationalstaff,aswellashumanitarianprinciples,codesofconductandcommunity-basedprogrammingapproaches.

• Requirelonger-termcommitmentsfromseniormanagers.

Managing national staff identity issues• Ensurethatawarenessofnationalstaffidentity

issuesinformsstaffingdecisionsandidentifypossiblemeasurestomitigatetensions.Forexample,drawstafffromotherdepartmentsorpartneragenciestomakeupappropriateassessmentteams,ensurethatteamssenttothefieldaremixed(withatleastonepersonfromthelocalarea)and,monitortheproportionofforeign,nationalandlocalstaff.

• Asfaraspossible,usecommunity-based participatory methods to develop targeting criteria and to manage distributions.Thefollowingexampleoutlineshowthismightbeachieved:17

“Someagencieshaveinstitutedhostcommunityrepresentationincampcommitteemeetings,andareincludingneighbouringresidentsinsocialeventsorganisedaspartofhealthpromotion,educationorpsycho-socialactivities.Thisappearstohavehelpedinbuildingrelationshipsandreducingtensionsbetweencampresidentsandpeopleinsurroundingneighbourhoods.Asplanningforthe‘transition’phasebegins,someorganisationsareexplicitlyadoptinga‘neighbourhoodstrategy’,whichwilltakeaninclusiveandintegratedapproachtoareasofreturn,focusingonprovidingacompletepackageofservicesandenablingrecoveryforeveryonelivinginorreturningtotheseareas.”

• Procurementcanoftenbecomeaverydirectsourceoftensionduringemergencyresponses.Procuringonalocalornationalbasiswithoutshowingconcernforwhatsuppliesareavailablecancreateshortagesofgoodsandmaterials,leadingtopricerisesandspeculation.Itcanalsomeanthatlocalpeoplecannolongeraffordtheseitems.Thiscancauseconflictsbetweentargetedgroupsandthosewhowerenotconsideredtobedirectlyaffectedbythedisasteranddidnotreceiveanyhelp(seemoredetailsonprocurementinsection3.2).

• Interagency coordination:tryandidentifywhichagencyisdeliveringwhatasdifferentlevelsofprovisioncanresultintensionsbetweenbeneficiaries/participants.

Increasing inter-agency coordination for greater conflict sensitivity

CARE International Haiti18

InHaiti,CAREInternationalinitiatedaclustertechnicalworkinggrouponhousing,landandpropertyinJune2010.Thisforum,whichincludedmembersfromtheshelter,campcoordinationandmanagement,protectionandearlyrecoveryclusters,alloweddifferentagenciestoshareexperiencesandaccesslocalknowledge.Haitianlawyersandlandexpertswerealsobroughtintoaddresssomeofthecomplicatedquestionsaroundshelterandresettlement.Theseinitiativesenabledprogrammeplannerstogainagreaterunderstandingofcontextualconstraintsandadjustimplementationaccordingly.

• Setupeffectivepost-distribution monitoring mechanismsthatenablefeedbackfrombothbeneficiaries/participantsandnon-beneficiaries/participants.Post-distributionmonitoringcanbeusedtobothmonitorthequalityofaresponseandprovideahelpfulindicatorofanyunintendednegativeconsequences,particularlyregardingtensionsbetweenbeneficiaries/participantsandnon-beneficiaries/participants.ThefollowingguidancefromCAREInternationalexplainshowthismightbeapproached:19

16 Ibid.

17 OpCit.Zicherman,N.,etal,p11.

18 OpCit,Zicherman,N.,p14

19 AdaptedfromCARE International Post-Distribution Monitoring Check-list(CAREEmergencyPocketBook,p197)



Post-distribution monitoring check-list

Post-distributionmonitoring(PDM)checksthatthecorrectrecipientsgottheircorrectfoodrationsorpackagesofnonfood-itemsandthateveryonewhoshouldreceiveadistributionisableto.Itmayalsocheckwhysomeintendedbeneficiariesdidn’tcollecttheirrationsoritemsandcantellusifbeneficiarytargetinganddistributionprocesscausedanyproblemswithinthecommunity.Withintwoweeksofadistribution,randomlychooseasampleofbothrecipientandnon-recipienthouseholdstointerview.Makesurethesampleincludeshouseholdsfromdifferentsocialgroupswithinthecommunity,withparticularattentiontomarginalisedgroups.Besurethatyougetdirectfeedbackfromwomenandchildrenontheiraccessto,andsatisfactionwith,thedistribution,notviaotherfamilymembers.Itisalsogoodtochecklocalmarketstoseewhatisbeingsold.

ThesamplesizeofthePDMshouldbelargerthannormalif:

• thepopulationismorediversethanusualortherearesocialtensionsorinsecurity

• ifthetypesandamountsoffoodrationsorotheritemsactuallydistributeddifferedfromwhatwasapproved

• ifthedistributionprocesswasaffectedbylate/misseddeliveriesorotherproblems.

Trytofollowasetquestionnaireforeachhousehold.Frombeneficiaries/participantsfindout:

ohowtherecipientheardofthedistribution

owhoactuallycollectedtherationortheitems(ie:cardholderorother)

ohowlongtheywaitedatthesitetocollecttheirrationsoritems

owhatrationsornon-fooditemspackagetheygot—itemsandquantitiesperperson

odifferencesbetweenexpectedandreceivedrations

owhethertheyhadtopayanyfeeortaxbefore,duringorafterthedistribution

ohowthecommunityparticipatedinthedistributionprocess

otherecipient’ssatisfactionwiththeprocess

oIftherewascommunityinputintotargetingcriteria

oIftheyareawareofthetargetingcriteria

owhethertheymeetthetargetingcriteria

owhethertheyexperiencedanyproblemsorconflictswiththeirneighbours,orwithintheirhousehold,asaresultofthedistribution

• Developrobustcomplaints and feedback mechanisms aswellascommonapproachestorespondtoissuesidentified.ThefollowingexampleoutlineshowActionAidimplementedsuchastrategy:20

ActionAidInternational’s2004AsianTsunamiResponseProgramme,whichcoveredIndia,Indonesia,theMaldives,Somalia(Puntland),SriLankaandThailand,soughttooperationalisearights-basedapproachtodisasterresponse.ActionAid’sprogrammeinSriLankainvolved36partnerorganisationsimplementingamultitudeoftsunamirecoveryandrebuildingprogrammesthatbenefitedmorethan70,000tsunami-affectedwomen,menandchildren.AsperActionAid’sprincipleoftransparencyandaccountabilitytorightsholders,socialauditingandcommunityreviewprocesseswereundertaken,guidedbyActionAid’sAccountability,LearningandPlanningSystem(ALPS)–asystemwhichclearlyestablishesparticipationofandaccountabilitytopeoplelivinginpovertyandexclusionasthefoundationofActionAid’sapproach.

Socialauditisdeliveredthroughthreekeyprocesses:

1. Transparencyboards:Thenameofthevillageandobjectives,coverage,activitiesandbudgetoftheinitiativesunderimplementationaredisplayedonaboardinapublic,centrallocationwhichisvisibleandaccessibletoallmembersofthecommunityandupdatedonaregularbasis,withtheaimofstrengtheningcommunityownershipofinformation

2. Vigilancecommittee:Thecommunityselectsagroupofvolunteersmainlycomprisingmembersofexcludedgroupswithequitablegenderrepresentation,tomonitorandsupervisetheday-to-dayimplementationoftheprojects,includingprocurement.Thesevolunteersareelected/selectedbyaffectedcommunities,andreceivetrainingtoenablethemtotakeuplargerresponsibilitiesincommunity-basedinstitutions.Theaimistoensurecommunityoversightofallactivitiesandparticipationindecision-making

3. Sharingbillsandvouchers:Copiesofvouchersandbillsoftheexpensesincurredbypartnersandcommunitymembersinimplementingprojectactivitiesinthevillagemustbesharedsothatcommunitymemberscanverifythesupportprovided.Thecommunitymustaccepttheroleofthevigilancecommitteeandapprovethebillsandvouchersoftheexpensesincurredinthevillagebypassingaresolution.Anycomplaintsagainstthevigilancecommitteeorpartnerimplementingtheprojectmustbeactedonimmediately.Itisusefultoinviteothercivilsocietyorganisationsandgovernmentrepresentativestotheseinteractions.Thishelpsthecommunitytoaskforsimilarprocessestobedoneinthevillagebyotheractors.Theaimistoensuretransparencyintransactions;anenvironmentshouldbecreatedwherebycommunitieshavetheopportunitytoexpresstheirperceptionoftheimpactofassistance,positiveornegative.

20 AdaptedfromActionAid,Social audit and community review process in ActionAid’s Tsunami response


• Establishaclear communication strategy and mechanisms for relating to crisis-affected communities.Usepracticalapproachestoestablishthemostappropriateandtrustedcommunicationchannelsinagivencontext.Thisshouldbeusedtoinformtheimplementationofacommunicationsstrategywhichconnectshumanitarianprogrammingtothepeopletheyaredesignedtosupport.Thisisachievedthroughopendialogueatallstagesofprogrammeplanningandimplementation.Onepossibleapproachcouldbetoappointcommunitymobilisers(talkers/listeners)toactascommunicatorsandmediatorsbetweenthecommunityandprogrammeimplementers.Theycanhelpexplainorganisationalandprojectstrategiesaswellaslistento,andactupon,communityconcerns.

• Establishingacommunicationsstrategyaspartoftheresponseimplementation,inordertohelpmitigateconflictandsecurityissues:

• Shareinformationabouttheprojectwiththecommunityandensurethateveryoneunderstandswhatishappeningtothemandwhy.Communicationchannelsmustbespecifictothatcontextandfacilitatetwo-waydialogueandcommunityfeedbackonagencies’responses.Thiscanoftenbeenhancedbyworkingwithlocalpartners.

• Accesstoinformationiscriticaltocommunitiessothattheyunderstandtheselectionandtargetingcriteriaandcanexplorealternativesupportiftheyarenotselected.

• Usetwo-waycommunicationswithtoolsincluding:ashortcodephoneline,SMS,suggestionboxes,communitymobilisers,achalkboardwhereresidentscanleavecommentsorquestions,communitymeetings,face-to-facediscussions,soundtrucks,posters,mapsoftheshelterconstructionprocessandwrittenexplanationsofbeneficiaryselectioncriteriaandlistsofthoseselected.Ensurethemostrelevantandtrustedcommunicationschannelsareusedinyourresponse.Forexample,SMSmaybearelevant,trustedandavailablechannelinonecontext,butradioorcommunitymobilisersmayworkbetterinanothercontext21.

A perspective from the Communicating with Disaster Affected Communities Initiative:22

Communicationwithdisaster-affectedcommunitiescanbecriticalasalife-savingdevice,asameansofenhancingaideffectivenessandasamechanismforbuildingtrustbetweenaidactorsandcrisis-affectedpopulations.

Recentindependentevaluationsandaidprovidersthemselvesareincreasinglyrecognisingtheimportanceofintegratingtwo-waycommunicationsmechanismsintohumanitarianprogrammingasameansofbothenhancingaiddeliveryandasanaiddeliverableinitsownright.Informationcanberelayedtoandfrominaccessibleareas,providinglife-savinginformationandreassuringpeoplethattheirconcernsandideasarebeinglistenedto.Communicationcanenableaidagenciesandaffected-peopletoworkinpartnershiptoexploreeffectiveapproaches,toseeksolutionstoproblemsandtoidentifythemostvulnerablepeoplerequiringpriorityassistance.Communicationcanhelpidentifyandmitigateconflictbeforeitarisesandiscriticaltobuildingtrustandunderstandingbetweentheaffectedpopulationsandaidproviders.

Thisultimatelyhelpscreateanoperatingenvironmentinwhichaidcanbedeliveredmoreeffectivelyandefficiently.Affected-populationshavethegreatestknowledgeandexpertiseoftheirownenvironmentandaidprovidershavearesponsibilitytotreatthemasactiveagentsintheirownrecovery.Insufficientornon-existenttwo-waycommunicationsmechanismscanbeextremelydetrimentaltothehumanitarianreliefeffortanddenytheaffected-populationtheirrighttobelistenedtoandhavetheirconcernsandideasactedon.Communicationisvital.


21 ProducedinconsultationwiththeCDACNetwork(CommunicatingwithDisasterAffectedCommunities)

22 CraigTucker(2011).CDACNetworkInformationOfficer(CommunicatingwithDisasterAffectedCommunities).


4.5 Evaluation phase Learningfrompreviousresponsesiskeytoimprovingthequalityofprogramminginfutureemergencies.Askingsimplequestionsinreal-timeevaluationsandafter-actionreviews,canprovideusefullessonsonwhatwentwellandwhataspectsneedtobestrengthenedfromaconflictsensitivityperspective.Whereverpossibleexternalevaluationsshouldbesharedwithrelevantclusterstoincreaselearning.Theuseofbenchmarksonconflictinreal-timeevaluations,after-actionreviewsandotheragencyemergencyresponseevaluationtoolscanbeausefulwaytosystematisetheintegrationofconflictsensitivityinemergencyresponseevaluations.

Conflict sensitivity integrated in real-time evaluation terms of reference

CAFOD Horn of Africa response23

Relevance:Wereconflictdynamicstakenintoaccountinplanningtheresponse?Ifsohow?Didtheneedsassessmentincludeaconsiderationofconflictdynamics?

Effectiveness:Haveyoualteredoramendedtheresponseormethodologiesoftargeting,distributionorcommunityinvolvementbecauseofunexpectednegativeoutcomesorexperiences?Ifsowhatwerethey?Whatdidyoudotointhelightofthesetominimisenegativeandmaximisepositiveoutcomes.

Coverage:Was/isanyconflictanalysisconductedinthedesignphaseoftheprogramme?Ifso,didthischangethedesignoftheprogramme?

23 AdaptedfromCAFOD’s–TermsofReferenceHornofAfricaResponseRTE

5 Assessing institutional capacity for conflict sensitivity

The Conflict Sensitivity Consortium found that building institutional capacity is crucial for sustainably and effectively improving conflict sensitivity. Without taking an institutional approach, skills are at best confined in a small group of experts, risking complete loss of capacity when those individuals leave. Even with skilled individuals, conflict sensitivity will not be effective unless wider structures, policies and ways of working also support and encourage conflict sensitivity.Conflictsensitivityisrelevantforanyorganisationinvolvedindevelopment,peacebuildingorhumanitarianwork,whateveritssize,set-upandscopeofaction.Thetermsusedtodescribeorganisationalfunctionsandprocessesinthischapterarenotrigidandindividualsandorganisationsshouldfeelfreetoadjustthosetomatchtheirownparticularterminology.

5.1 Institutional capacity for conflict sensitivity self-assessment

Acrucialstepforanyorganisationintendingtoimproveitsorganisationalconflictsensitivityistoconductaconflict

sensitivityself-assessmenttoassesscurrentcapacityagainstkeybenchmarks.Suchaself-assessmentenableseachorganisationtoidentifyitsownparticularstrengths,weakness,opportunitiesandblockages.Theinformationthusgatheredwillprovideasoundbasisfordefiningpriorityareasofactionandagreeingonspecificchangeobjectives.

Benefits of conflict sensitivity capacity self-assessmentUndertakingaself-assessmentcangeneratemanypositiveoutcomesaboveandbeyondtheactualresearchresults:

• Itcan(re-)generatebuy-inamongstseniormanagementwhodonotseeconflictsensitivityasapriority.

• Differentstaffparticipatingintheprocesswillhavedifferentlevelsofexistingunderstandingofconflictsensitivity.Theself-assessmentprocesscanthereforebeusefulinitselfinraisingbasicawarenessofconflictsensitivity.

• Itcanrevealgreaterexistingknowledgeandimplicitlyconflictsensitivepracticesamongstaffthanmayhavebeenanticipated.

• Ithelpshighlightbothhiddenbarriersandopportunitiesforchange.

Key benchmarks for conflict sensitivity mainstreamingInorderforagenciestoimproveconflictsensitivity,numerousorganisationalareasneedtobeconsidered,including:


1. institutionalcommitment

2. policiesandstrategies

3. humanresources–staffcompetencies,skillsandunderstanding

4. learningandknowledgemanagement

5. integrationintotheprogrammecycle

6. externalrelations.

Annex3showskeyconflictsensitivitymainstreamingbenchmarksforeachoftheabovecategories.

Self-assessment toolsAcombinationofmethodscanbeusedtocarryouttheself-assessment,dependingonthesizeandcomplexityoftheorganisationandhowfamiliarstaffarewithdifferentmethods.Theseincludequestionnaires,focusgroupdiscussions,targetedinterviewsandkeydocumentreviews.

Self-assessmenttoolsneedtobetailoredtoeachorganisation,particularlytomakesuretheyuselanguageandterminologysuitablefortheirtargetaudience.

Anexampleself-assessmenttoolisprovidedinAnnex4.

5.2 Conducting the self-assessmentTheself-assessmentmaybeledinternallybyselectedstafforbyanexternalexpert.Consultantscanbeusedtohelpdesignthemethodologyoranalyseandsummarisedata,experiencedstafffromotherorganisationscanbecalledupontosupporttheprocessorteamingupwithanotherorganisationcanbeconsideredtoprovidemutualsupportthroughtheprocess.Caremustbetakenbeforeusingaconsultant-ledapproachtoensurethisissupportedbyconflictsensitivitychampions(seeChapter6)withintheorganisationwhocandriveforwardthechangesrecommendedbytheself-assessment.Aconsultantcaneffectivelyleadtheself-assessment,butislesslikelytobeabletoleadprocessestoeffectlong-termchange.

Drawingtogetherinputfromacrosstheorganisationisveryhelpfulinunderstandingcapacityissuesandprioritiesforchangefromallperspectives.TheexperienceoftheConflictSensitivityConsortium(describedbelow)showedinitialreluctanceonallsidestoextendtheassessmentbeyondtheprogrammedepartment,yetitprovedextremelybeneficialtoreachouttothewholeorganisation.Facilitatedfocusgroupdiscussionsareparticularlyusefulinthisrespect.Ifstaffmaybereluctanttotalkopenlyaboutconflictissuesortoacknowledgeparticularbarriers,individualandanonymoussurveytools,suchastheweb-based‘surveymonkey’tool,canbehelpful–24.

Acting upon information gathered through the self-assessmentTheself-assessmentwillgenerateinformationonorganisationalstrengths,weaknessesorgapsintermsofconflictsensitivity.Self-assessmentfindingswillneedtobecompiled,analysedandthedesiredchanges(changeobjectives)prioritisedbykeystaffandmanagement.Itmaybeineffectivetolaunchcompletelynewtoolsandstrategicprocesses.Placingconflictsensitivitywithinexistingpolicies,systemsandprocedureswillhelpmakechangeobjectivesmoreachievableandsustainable.

The Conflict Sensitivity Consortium self-assessment process

In2009and2010,the35memberagenciesoftheConflictSensitivityConsortium,includinginternationalandlocalNGOsinKenya,SierraLeone,SriLankaandtheUK,undertookconflictsensitivitycapacityself-assessments.Theaimoftheseself-assessmentswastohelpmemberagenciesidentifystrengths,weakness,opportunitiesandblockagesintermsofeachagency’scapacityforconflictsensitivity.

Eachagencystartedwithacommontool,whichtheyadaptedaccordingtotheneedsoftheindividualagency.Likewise,avarietyofmethodologieswerefollowedtoconducttheassessment.IntheUK,agencieswerepairedupandprovidedeachotherwithpeersupport.Inothercountries,consultantssupportedandhelpedfacilitatetheprocess.Theself-assessmentprocessincludedtheuseofquestionnaires,focusgroupdiscussions,targetedinterviewsandreviewsofrelevantagencydocuments.

Eachagencyensuredthatitsself-assessmentcoveredawiderangeofissuesandstretchedacrossabroadcross-sectionoftheorganisation,encompassingdepartmentsbeyondthoseactuallyimplementingprogramming.Basedonareviewandanalysisofthefindings,eachorganisationdevelopedandsecuredinternalbuy-inforalistofprioritychangeobjectivestoworktowardsovertheremainingtwoyearsoftheconsortiumproject.Progresswasmonitoredusingasimplecommonreportingformat.

ThefollowingboxgivesexamplesofchangeobjectivesdrawnfrommemberagenciesoftheConflictSensitivityConsortium.Theexamplegivenhereisanextensivechangeplan.Formanyorganisationsitmayberelevanttoinitiallyprioritiseasmallnumberofkeychanges,sothatthejourneyofchangedoesnotappeartoolargeandunworkable.

5 Assessing institutional capacity for conflict sensitivity continued

24 http://www.surveymonkey.com/


Organisational function

Sample change objectives

Programmesupport

• Conflictsensitivitydiscussionsintegratedintoagendasofinter-departmentalmanagementmeetingsatheadofficeandcountryoffices.

• Trainedconflictsensitivefocalpointsestablishedatheadofficeandcountryoffices.

Policiesandstrategies

• Policydocumentonconflictsensitivitydeveloped,includingtherelationtotheorganisationalmandateandvision.

Design,monitoringandevaluation

• Useofconflictanalysisinallnewcountryprogrammesandprojects.

• Useofparticipatoryconflictanalysis,monitoringandcommunitygrievancemanagementmechanisminallprojects.

Communication,documentation

• Casestudiesofconflictsensitivelessonslearnedproducedanddisseminatedacrossorganisation.

• Identifiedbestpracticesaredocumentedandusedastrainingtoolsandininductionprocesses.

Humanresources

• Allseniormanagersacrossdepartmentsaretrainedonconflictsensitivity.

• Introductiontoconflictsensitivepolicyandpracticesaspartoftheinductionprogrammeforallnewstaff

• Partoftheannualtrainingbudgetisallocatedforconflictsensitivitycapacitybuilding.

Grantsandfundraising

• Corefundingandprojectproposalsincorporatefundsforconflictanalysis,conflictsensitivemonitoringprocedures,training,evaluationanddocumentation

Note on conflict sensitivity/ conflict analysis skills trainingChangeobjectivesneedtofocusonthemosteffectivewaytosustainablymaintainhighlevelsofconflictsensitivitycapacity,takingintoaccounteachorganisation’sparticularcircumstances(staffing,budgetavailabilityforon-goingtraining).Organisationswithlargerflexiblefundingbudgetsforon-goingtrainingcanmakeon-goingconflictsensitivitytrainingfornewstaffpartoftheirstrategy.Organisationswithsmallerflexiblefundingbudgetsforon-goingtrainingwillneedtodevisemorecreativewaysofmakingconflictsensitivitychangessustainable.Thiscouldbethroughcommitmentstobuildfundingforrequiredtrainingintoprojectbudgetlinesorthroughagreaterfocusonadaptinginstitutionalguidelines/processes/check-listssothatconflictsensitivityisintegratedintothewaytheorganisationsworks.Caremustbetakennottodevotealloftheinitialenergytoaone-offtrainingcourse,particularlywherestaffturnoverishigh.

5.3 Change strategyOncechangeobjectiveshavebeenidentified,thenextstepistodevelopaplanorstrategyforchange.Thiswillneedtoconsiderthefollowingaspectsforeachactionorobjectiveagreed:

• what?

• how?

• bywhom

• whenby?

• benchmarksorperformanceindicators

• resourcerequirements.

Ensuringthatacommonplanning,monitoringandreportingsystemisestablishedtotrackprogressagainsteachchangeobjectivewillhelpensurethateveryoneinvolvedknowstheresponsibilities/commitmentofothers,thatactionsagreedareeffectivelyimplementedandthatsupportanddialogueacrossdifferentteamsanddepartmentscanbeprovided.


Makingchangescanincurcosts.Thefollowingboxhighlightstheareasinwhichcostsmaybeincurredaspartofachangeprocess.

Costs to be planned for the organisational integration of conflict sensitivity:

Thelistbelowprovidesanindicationofcosts,eitherfinancialorintermsofstafftime,thatwilltypicallyneedtobeplannedandbudgetedfortheorganisationalintegrationofconflictsensitivity.Atanypointintimeanorganisationwillonlybearsomeofthosecosts,dependingontheprioritiesithasestablished:

• institutionalconflictsensitivitycapacityself-assessment

• staffandpartnercapacity-buildinginconflictsensitivity

• staffreflectionspaces

• reviewinginductionprocessestoincludeintroductionofconflictsensitivity

• reviewingstaffrolesforinclusionofconflictsensitivitycompetenciesandelaboratingexpectationsofstafffromaconflictsensitivityperspective(competencies,functions)

• developingandadjustingorganisationalpoliciesandstrategiesforinclusionofconflictsensitivityeg.partnershippolicy,procurementpolicy,recruitmentpolicy.

• establishingconflictsensitivitychampions(thiscouldeitherbeaparticularpositionortimeandresponsibilitiesintegratedintotheroleofexistingpositions)

• conductingconflictanalysistoinformcountrystrategicplans

5 Assessing institutional capacity for conflict sensitivity continued

6 Building institutional capacity for conflict sensitivity

This final section considers the key categories for conflict sensitivity mentioned in section 5.2. These are:1. institutionalcommitment

2. policiesandstrategies

3. humanresources–staffcompetencies,skillsandunderstanding

4. learningandknowledgemanagement

5. integrationintotheprogrammecycle

6. externalrelations.

NumberfivewillnotbecoveredhereasitisdiscussedindetailinChapter2.

6.1 Institutional commitment Institutionalcommitmentiscriticaltoenablethesustainedimplementationofchangestrategiesthatwillenableanorganisationtobecomemoreconflictsensitive.

Generating buy-in at leadership and senior management levelGettingbuy-infromchiefexecutives,presidents,directorsandseniormanagerscanbeachallengingprocess,especiallywhenmultipleagendasandcross-cuttingissuesarecompetingfortheirattention.Seniormanagementbuy-iniscentraltodrivingconflictsensitivityintegration.However,theexperienceofConflictSensitivityConsortiummemberagenciesshowsthatevenwhereleadershipcommitmentislacking,actioncanstillbetakentobuildonexistingawarenessandbestpracticesinparticularsectionsofanorganisationandprogressivelygeneratebuy-inathigherlevels.



Mostseniormanagementstaffdonotspendmuchtimeontheday-to-daydetailsofindividualprojectsandthereforedonotseetherelevanceofconflictsensitivityforthem.

• Theaddedvalueofconflictsensitivityneedstobeexplainedinthecontextofimprovingtheeffectivenessoftheoverallorganisation.Conflictsensitivityneedstobelocatedalongsideothercoreprinciplesforanorganisation,suchasuseofparticipatoryapproaches,oraccountabilityorsustainabilityagendas.

• Explaintheimportanceofconflictsensitivityasadonorpriorityandhowitgivesaddedvaluetotheorganisation’scredibility.

Leadersandseniormanagementarebusywithanumberofcompetingprioritiesandfocusontheorganisation-widepicture.

• Explainthatalthoughtheworkcanbedelegatedandresponsibilitiesspread,havingtheirunderstandingandsupportiscriticaltoensureorganisation-wide‘buy-in’.

• Trytoreachanagreementthatanoverallchangestrategywillbesignedoffbyseniormanagementandthatperformancereportsonintegrationactivitieswillbetabledatseniormanagementlevelmeetings.

• Agreeonmonthlyorquarterlymeetingswithseniormanagerstodiscussprogress.

Seniormanagersandorganisationsasawholeareoftenstrugglingwithexistingchangestrategiesandareunderconstantpressuretoimproveorganisationalefficiencyandeffectiveness.

• Explainthepossiblesynergieswithotherchangestrategiesororganisationalprioritiesandhowintegratingconflictsensitivitycanbeachievedrelativelysimplythroughadaptingexistingpolicies,systemsandprocedures.

• Prepareanactionplanthattakesintoaccountotherorganisationalprocessesandcombinesresourcesandactivitieswherepossible.Includestepsonwhoneedstodowhattodesignandeffectchange,performancebenchmarks,concreteresourcerequirements(ie:time,budget).

Generating commitment across the organisation Ahelpfulstepistoconsiderwhereawarenessandbuy-inforconflictsensitivitycurrentlyexistsandbuildonthoseareastogenerateawarenessandcommitmentmorebroadlyacrosstheorganisation.Itmaybeusefultoconsider:

• Usingtheopportunityofbroaderorganisationaleventstoincludesessionsorpresentationsonconflictsensitivity,suchaslearningweeks,programmedepartmentmeetingsorregionalandthematicmeetingsinvolvingdifferentcountryofficesorpartsoftheorganisation.Asfaraspossible,ensurethatsessionsincludeadiscussion,reflectiontimeandagreementonfollow-upactions.

• Whentheoperatingcontextchangesandconflictissuesaffectanorganisation’scapacitytooperate,staffandmanagementwilloftenbemorereceptivetotheprinciplesofconflictsensitivityandseetherelevanceofprioritisingit.Thiscanthenleadtoalonger-termcommitment.

Different approaches to promoting the uptake of conflict sensitivity across an organisation – insights from CARE International country offices CAREInternationalSomalia.WorkshopswereusedtohelpfieldstaffunderstandtheconceptofconflictsensitivityandCARE’scommitmenttoit.Thefieldstaffwroteanumberofcasestudiesonconflictblindpractice,whichwerethenpresentedtomiddleandseniormanagement.Thisledtodiscussionsthatidentifiedwheresignificantconflictflashpointsexistedandgeneratedcommitmenttoconflictsensitivity.Aninstitutionalcapacityassessmentwasundertakenaspartofthestrategicplanningprocessandchangeobjectiveswereidentifiedthatwerethenprioritisedandincorporatedintothenewstrategicplan.

CAREInternationalGeorgia.TheStrategicPlanningprocessincludedactionresearchonpowerrelationsthathighlightedconflicteruptingamongprojectparticipants.Conflictsensitivitywasidentifiedasanissue,thecountryofficechosetoaddressitandaplanforchangewasincludedinthestrategicplan.Furtheractionresearchwasundertakenwithprojectmanagerstoexploreconflictincommunitiesandthatresultedinsignificantcommitmenttoconflictsensitivity,asproblemswere‘discovered’andassumptionschallenged.ThiswasanimportantstepinbuildingthebusinesscaseforconflictsensitivityintheorganisationandtriggeredtraininginDoNoHarmanditsapplicationtospecificprojects.


CAREInternationalNepal.Anattackononeofthesub-officestriggeredastronginterestinDoNoHarmbyseniormanagement.Trainingwasinitiated,whichalsoinvolvedotheragenciesinNepal.DFIDandGTZmadetheuseofaconflictsensitivitytoolmandatory,promotingstronginstitutionalisationofconflictsensitivityinDFID-GTZfundedprogrammes.Thecountryoffice’swidereflectionprocessontheuseofDoNoHarmstrengthenedunderstandingofDoNoHarmandregeneratedcommitmenttoit,aswellasclarifyingwhereitsuseneededstrengthening.AnewstrategicplanningprocesswasusedtorecommitthecountryofficetoDoNoHarmandconflictsensitivityanddevelopnewdirectionsforapplication.

Example of a slide presentation to introduce conflict sensitivity to staff – CAFOD

Slide 1: What is conflict sensitivity?Conflictsensitivityinvolves“gainingasoundunderstandingofthetwo-wayinteractionbetweenactivitiesandcontext,actingtominimizenegativeimpactsandmaximizepositiveimpactsofinterventionsonconflict,withinanorganization’sgivenpriorities/objectives(mandate)”.

Slide 2: Conflict sensitivity in practice

What to do How to do it

Understandthecontextinwhichyouoperate

Carryoutaconflictanalysisandupdateitregularly

Understandtheinteractionbetweenyourinterventionandthecontext

Linktheconflictanalysiswiththeprogrammingcycleofyourintervention

Usethisunderstandingtoavoidnegativeimpactsandmaximisepositiveimpacts

Plan,implement,monitorandevaluateyourinterventiontakingconflictsensitivityissuesintoaccountandredesign the intervention accordingly

Slide 3: How does conflict sensitivity relate to CAFOD? CAFODhasbeenstrivingtoimprovethequalityofitsprogramming.Conflictsensitivityintegrationispartofthatagenda.Relatedinitiativesinclude:

• HAPCertification

• Newstrategicframework

• Changesingrantandsupplychainmanagement

• New/improvedpolicies(ie:SafeguardingChildren,ComplaintHandlingPolicy)

• Involvementandcommitmentinvariousconsortia

Slide 4: Why is conflict sensitivity important?• ConflictsensitivityhelpsCAFODtoincreasethe

effectivenessofourprogramming,byminimisingtheriskstoactorsinvolvedandensuringthatprogrammingdoesnotcontributetoviolenceandwherepossiblecontributestopeacefuloutcomes.

• Thereareevergrowinglinkagesbetweenincreasedconflictsensitivityandmoreeffectivehumanitarianrelief,humanrights,povertyreduction,andpeacebuildingprogramming.

• Conflictsensitivitystrengthensandsystematisesourunderstandingofthecontextwhereweoperate.

• Conflictsensitivityreducestheriskoftheinterventionsparkingorsupportingviolencebyidentifyingflashpointsandhelpingtobuildbridgesbetweenantagonists.

• Conflictsensitivityhelpsidentifykeydecisionmakers,localleaders,potentialspoilers(peoplewhomighttrytoexacerbateconflictfortheirowninterests)andmarginalisedandexcludedgroupsaffectedbyconflict.

• Conflictsensitivityencouragesandpromotetransparency,accountabilityandinclusiveprocesses.

Slide 5: Example from KenyaHIV/AidsprojectinLloyangalani:presentationofprojectandcontext

Workingroups:

• Inyouropinionisthisprojectconflictsensitive?

• Canyouidentifyanypossibleconflictissuesthisprojectmayexacerbateorhelpaddress?

• Howwouldyoudealwiththeseproblems/opportunities?

Slide 6: What has CAFOD done so far? What are our next steps for conflict sensitivity integration?

6 Building institutional capacity for conflict sensitivity continued


Conflict sensitivity ‘champions’Thepushforconflictsensitivitymainstreamingwilloftenrely,atleastinitially,ontheidentificationof‘champions’orfocalpointswithintheorganisation.Focalpointsmaybelocatedinteamswithaparticularfocusonconflictorfragility,butthisisnotnecessary.Championsforconflictsensitivitymaybestaffwithavarietyofroles,including:ProgrammeOfficer,ProjectManager,HumanitarianCoordinator,HeadofProgrammesorFundraisingAssistant.TheexperienceofConflictSensitivityConsortiumagenciessuggeststhatitishelpfultohavemorethanonefocalpointintheorganisation,ifpossibleindifferentteamsandatdifferentlevelsofresponsibility,andtoensurethattheirjobdescriptionsincludeareferencetotheirmandatewithregardtoconflictsensitivityintegration.Suchmeasureswillhelptoensuresustainedcommitmentandcontinuedeffortsevenwhenparticularstaffleave.Itisalsoimportanttoseeconflictsensitivityasrelevanttothewholeorganisationandtoavoidhavingconflictsensitivityisolatedwithinoneparticularteam.

6.2 Policies and strategiesOrganisational policiesEnsuringthatanorganisationhasapolicyonconflictsensitivityisakeysteptoensuringasustainedcommitmenttoconflictsensitiveprinciplesandnotablytoovercomingthechallengeofcommitmentfallingduetostaffturnover.Anoverallpolicyonconflictsensitivitycanbeusedasthebasisforreviewingandadaptingotherpolicies.Ifastand-alonepolicyisnotappropriateorfeasible,itcanbehelpfultoenshrinethecommitmenttoconflictsensitivityintobroaderkeyorganisationalstrategiesandpolicies,suchaswithinamulti-yearstrategicplan,acodeofconductorastatementoforganisationalprinciples.

Examples of references to conflict sensitivity in the policies and guidelines of Conflict Sensitivity Consortium member agencies:

In a child protection policy:“Allpersonnelareexpectedtobehavesensitivelytowardsthelocalcontextandconsidertheimpactoftheiractionsonpotentialconflictandtensionswithincommunities.”

In guidelines for policy analysis in an emergency:“Considerconflictsensitivityissues:

• Isthehumanitarianresponseexacerbatingexistingconflictorcausingtensions?

• Isexistingconflictandtheeffectoftheresponsediscussedinclustermeetings?

• Arethecostsandresourcesofconflictanalysisprovidedforbydonors?

• Whatisthenationalgovernment’sresponsetoexistingconflictorlikelytension?”

As part of an organisational vision statement:“Weworktomakeourprojects‘conflictsensitive’,asinsensitivedevelopmentprojectscantriggerorworsenconflicts,wastingchancesforpeace.Ourstaffandpartnersavoidunintentionallycontributingtoconflict.”

Manyorganisationshavearangeofpoliciesonissuessuchasprocurement,securityorprogramming,whichwillbenefitfromareviewfromaconflictsensitiveperspective.Thefollowingboxhighlightshowconflictsensitivitylinkstodifferentorganisationalpolicies.


Policy area Conflict sensitivity linkage

Audit • Risksassessedaspartofanauditcanbeexpandedtoincludeconflictsensitivityconsiderations:riskslinkedtochangesinthecontextortoconflict-blindpractices.

External policies (partnerships, communication, advocacy)

• Thewayanorganisationrelatestoitspartners,donorsandconstituenciesiscriticaltoitsabilitytobeconflictsensitiveortoinfluenceotheractors’policiesandpractices.

• Thisaspectisexploredinmoredepthinsection6.6.

Procurement • Procuringgoodsandtransportinggoodsintoanenvironmentthatmayhavescarceresourcescarriesparticularrisksandcanexacerbatetensions.

• Manyorganisationshaveproceduresthataredesignedtodealwithcost-effectivenessandthepreventionofcorruption.Thesealsoneedtobereviewedfromaconflictsensitiveperspective.Whereandwhenyouprocuregoodsandwhofromcanallhaveanimpactonconflictdynamicsandontheorganisation’sperceivedimpartiality.

• Anexplicitreviewoftheprocurementpolicyinviewofaconflictanalysiswillhelpidentifyrisksandmitigationstrategiesineachparticularcontext.

Programming framework

• Programmingstandardsandguidelinescanenableorhindertheabilityofprojectstafftointegrateconflictsensitivityintoparticularprojects.

• Integratingconflictsensitivityintoanorganisation’sprogrammingframeworkwillhelpensureamoresystematicapplicationofconflictsensitivityacrosstheorganisation.Itmayinvolvedifferentcomponents,suchas:proposalsincludingcostsforaconflictanalysisandconflictsensitivitytrainings,internalprogrammereportingformatsincorporatingindicatorsandreportingonconflictsensitivepracticeandevaluationtermsofreferenceincludingquestionsontheconflictcontextandinteractionwiththeproject.

Sectoral policies (gender, disability, HIV/AIDS, child protection…)

• Whereanorganisationhasprioritisedparticularsectoralapproachesorcross-cuttingissues,suchasgender,childprotection,disabilityorHIV/AIDS,theimportanceofconflict-sensitiveprinciplescanbehighlightedinrelationtotheseexistingpolicies,andacommitmenttoconflictsensitivitycanmeaningfullybeintegratedintoabroaderpolicy.Acommonthreadacrosssuchissuesisthequestionofpowerandlinesofexclusionanddivision.

• Encouragereflectionsacrossteams.Recognisetheoverlapsandidentifypointsofsynergyorconnectionbetweendifferentsectors.Thismayhelpdevelopintegratedapproachestoanalysisandprogramming(eg:commonassessmenttools).

Security • Often,riskmitigationstrategiesimply‘outsourcing’risks.Securitypoliciesshouldconsidernotonlyriskstostaffbutalsotopartnersandcommunities.

• Considertheimplicationsofsecuritymeasuresintermsoflocalperceptionsandpossiblelonger-termrisks.Arrivinginacommunitywithobvioussecuritymeasures,suchasanarmouredcar,willsendoutaparticularmessageabouttheorganisationanditsassessmentofthecontext.Thismaybeatoddswiththeorganisation’sactualsituationassessmentortheimageitwantstoproject.

Travel • Visitingstaffneedtoreceiveadequatebriefingonthelocalcontextandconflictissues.

• Whenforeignstafforpartnersvisitcommunities,theymayraiseexpectationsandleadtotensionswhenthosearenotmet.Staffneedtobeawareofthisriskandbebriefedonhowtocommunicateinaconflictsensitiveway.

• Whostaffmeet,andhowtheyareintroducedtocommunities/otherstakeholders,canhaveaneffectonlocalperceptionstowardstheorganisationandnotablyonitsimpartialityorlinktopartiesinaconflict.

• Inparticularlydividedcontexts,theinformationsharedbyvisitingstaffmayleadtorisksforthesafetyorlibertytooperatefortheorganisationandstaffinthecountry.Theleveloftransparencyorconfidentialitythatneedstobeappliedhastobeclearlycommunicatedtovisitors.



Policies and strategies: reality check


Where to start policy development or alignment?• Largeorganisations

oftenhaveamultitudeofpoliciesandamultitudeofdepartments.

• Smallerorganisationsmayhaveverylittleinthewayofwrittenpoliciesordepartmentsresponsiblefortheirimplementation.

• Agoodplacetostartistowriteandobtainagreementonasimpleconflictsensitivitypolicypaperthatoutlinestherationaleofconflictsensitivityandthecommitmentoftheorganisation.

• Identifyandprioritisethekeypoliciesthatneedtobeinplace.Startattheprojectimplementationlevelandworkbackwards,mappingthekeyprocessesthatneedtobeinplacetoenableconflictsensitivepractice.

• Askhowdowedothingsnowandwhatneedstochangeinorderpracticestobeconflictsensitive.Evenifpoliciesdonotexistforspecificfunctionsofanorganisation,identifythesefunctionsandworkfromthere.Changestothesepracticescanbesystematicallyincludedinageneralconflictsensitivitypolicydocumentandadjustmentsmadetoexistingpolicydocumentsiftheyexist.

Inlargemulti-countryagencies,policiesareoftenwrittenatheadofficeanddesignedtohaveanorganisation-wideandglobaleffect.Thosepoliciesmaybetoobroadandgeneraltomakesenseinthelocalcontext.

Policiesonconflictsensitivityneedtomakesenseinthelocalcontext.Theyshouldbewrittenasguidelinesthatcanbeinterpretedinanygivencontext.Itmaybeusefulforeachcountryofficetoprovideawritteninterpretationonhowconflictsensitivepoliciesaregroundedaccordingtolocalconflictdynamics.

Strategic plansIntegratingconflictsensitivityintoorganisationalorcountrystrategicplanswillnotonlyhelptoensuresustainedcommitmentfromtheorganisation,butwilloftenofferthechancetogenerateinitialattentionfromseniormanagement.

Strategicplanningprocessesrepresentakeyopportunitytointegrateconflictsensitivityintooverallstrategies.Whilesuchperiodsputalotofdemandsonanorganisationandmayleadtoalesseremphasisonprogrammeimplementationorthedevelopmentofnewinitiatives,theycanalsoofferuniquespacesforstaffreflectionanddialogueandforbroadorganisationalconsultations.Thiscancreatespaceformoreopendiscussionsamongstaffregardingthecontextinwhichtheyareworking,theconflictissuestheyarefacingandhowthecontextisaffectedorimpactedonbytheirwork.

Integratingconflictsensitivityintoorganisationalstrategiesmaytranslateintoasimplereferencetoconflictsensitiveprinciples.Alternatively,itmaybemoreextensiveandleadtodifferentchoicesofactivities,methodologiesortargetgroupsbecauseofissuesoropportunitieshighlightedbyaconflictsensitivityanalysis.

ActionAid International Kenya’s experience of integrating conflict sensitivity in its country strategic plan

Aspartofitsstrategicplanningprocess,18staffmembersfromActionAidInternationalKenyaparticipatedinafour-dayretreattoreviewthedraftCountryStrategyPaper(CSP)2012-2016fromaconflictsensitivityperspective.TheworkshopwasfacilitatedbyanexternalconsultantfamiliarwithActionAidKenya,whowasalsoanexpertinconflictsensitivityandstrategicplanningprocesses.Itwasstructuredaroundthefollowingsessions:

• ArefresheronconflictsensitivityanditsrelationtoActionAid’smandateandaction.

• Briefconflictanalysismappingingroups.

• ReviewingActionAid’sKenyaconflictsensitivityself-assessmentandchangeobjectives.Whathasbeenachieved?Whathavebeenthechallenges?Whatremainstobedone?

• PresentationofthedraftCountryStrategy2012-2016.

• DiscussiononhowconflictsensitivityrelatestodifferentsectionsoftheCountryStrategy–issues,concerns,opportunities.

• RecommendationsfortheCountryStrategyanddevelopmentofanactionplantoensurethatconflictsensitiveprinciplesandpracticesareintegratedintoActionAidKenya’sworkforgreatereffectiveness.

Followingtheretreat,ActionAidKenyaintroducedconflictsensitivityasakeyorganisationalprinciple.TheCountryStrategicPlan2012-2016makesacommitmenttointegratingconflictsensitivityintotheorganisation’sprogrammingcycletoreducetheriskoftheirprogrammescontributingtoconflictsorcreatingnewones.


Conflictandconflictsensitivityanalyses,whichformthecornerstoneofconflictsensitivepracticeattheprojectimplementationlevel,arealsocrucialtoinformhigherlevelstrategies.DetailsonconflictanalysisandhowtolinkittoprogrammingareprovidedinChapter1.Atthebroaderorganisationallevel,conflictsensitivepracticescanbehelpedconsiderablybyensuringthatcountrystrategicplanningprocessesinclude,andtakeintoaccount,aconflictanalysis.

Therearemanywaystointegrateandsystematisetheuseofconflictsensitivityinorganisationalandcountrystrategicplans.ExamplesfromConflictSensitivityConsortiummemberagenciesareprovidedintheboxesbelow.

World Vision minimum standards for context analysis

Guidelinesarecurrentlybeingdevelopedtoensurenationalstrategiesareinformedbyregularcontextmonitoring.Elementsofthedraftpolicyinclude:

• Annualstrategyreviewsshouldincludecontextmonitoring.

• Fragile/highlyvulnerablecontextstoincludecontextmonitoringmorefrequently(betweenquarterlyandweekly).

• ContextmonitoringtoincludeNationalDirector,PeacebuildingAdvisor,AdvocacyDirector,SecurityAdvisoramongothers.

• Arangeofanalysistoolsareapplied,includingthereviewofpossibletriggersandpreventativemeasuresrelatedtothosetriggers.

• Processesinplacetoadjuststrategiesandtacticsaccordingtothecontextanalysis.

Plan International conflict sensitivity audit framework

Aframeworkisbeingdevelopedandtestedforauditingconflictsensitivity.Theframeworkincludes:

• DrawingonreliableexternalanalysescarriedoutbytheInternationalCrisisGroup,AmnestyInternational,HumanRightsWatch,UNsourcesandinformedacademicstodevelopacountrysituationdocument.

• Identifyingapproachesforconflictmitigation.

• Identifyingapproachesandpracticesthatmighthaveconflictconsequences.

• Reviewingstaffbreakdownandconflictawarenesshandlingofinternaldisputes.

• Reviewinghowprogrammeslinktocontextsandwhetherprogrammesareisworkingin,onoraroundconflict.

• Reviewinghowmonitoringandevaluationprocessesandframeworkstakeintoaccountconflictsensitivity.

6.3 Human Resources – Staff competencies, skills and understanding

Recruitment Whoisrecruitedandhowtheyarerecruitedisimportantfromaconflictsensitiveperspective.Inallcontexts,attentionwillhavetobepaidtostaffcompetencies(detailedbelow)andtotheoverallstaffmake-upofanofficeandorganisation.Individedcontextsinparticular,perceptionsofbias,lackofimpartialityandassociationwithparticulargroupsorpartiestoaconflictcaneasilyarisefromthewayanorganisationrecruitsitsstaff.Thismayincreasetension,exacerbateexistingdivisions,diminishtrusttowardstheorganisationfromparticulargroupsandincreasesecurityrisksforstaff.

Thewaytomitigaterisksandensurethatrecruitmentpoliciesareconflictsensitivewillbehighlyspecifictoeachparticularcontext.Therecruitmentpolicyneedstobeverycloselylinkedtotheconflictanalysisandtoanassessmentoftheparticularmake-upoftheareawherestaffarebeingrecruited.Theoverridingobjectiveinallcaseswillbetominimisedivisionsandperceptionsofbias.Keyquestionstoexploreinclude:

• Lookingbeyondindividualjobsandpeople,whatdoestheoverallstaffmake-upsayabouttheorganisation?

• Istherecruitmentbalancedacrosssocialdividessuchasethnicityandgender?Ifnot,whynot?

• Doestheorganisation’srecruitmenthaveanimpactonhowitmaybeperceivedoronitscapacitytooperateinaconflictsensitivemanner?

• Arechangesintherecruitmentpolicyneededandhowcantheybeimplemented?

Thefollowingexamplesillustratethediversityofwhataconflictsensitiverecruitmentpolicymaylooklikeindifferentcontextsandorganisations:

Valuing local knowledge and skills – CARE International Kenya

FromitsexperienceofworkingintheDadaabrefugeecampintheNorth-EasternProvince,CAREKenyahaslearnedtheimportanceofrecruitingcandidatesfromthehostcommunityforcertainjobopportunities,inparticularthoserequiringlocalknowledgeandlanguageskills.Assuchjobadvertisementsreflecttheserequirements.Alongwithagreaterawarenessoftheneedforlocalskillsandknowledge,thispracticealsoevolvedoutofthedissatisfactionandtensionscausedinthehostcommunitieswhenopportunitieswereseenasdisproportionatelygivento‘outsiders’.



Involving communities in staff recruitment – Peace and Community Action (PCA), Sri Lanka

Withtheintroductionofconflictsensitivityintoitswork,PCArealisedtheimportanceofensuringthatallsegmentsofthecommunitieswereincludedasprojectparticipants,aswellasactivelyengagingthemacrossthewholeprojectcycle.Thisalsoappliedtorecruitment.Inoneinstance,PCAincludeddifferentrepresentativesfromthecommunitiesintheselectionandrecruitmentprocessforaproject’sstaff.Thoserepresentativeswerechosenatanopenmeetingandparticipatedintheentirerecruitmentprocess,fromthedesignofthejobdescriptiontotheappointmentofthesuccessfulcandidate.Thisapproachhelpedreducepotentialconflictsituationsasthelegitimacyofthepersonchosenforthejobwashighamongtheentirecommunityandastheyfeltincreasedownershipovertheimplementationoftheproject.

Benefits of a proactive conflict sensitive recruitment policy – CARE International Sri Lanka

Thoughnotformalised,inadditiontohiringfromlocalcommunitiesCARE,wherepossiblehastriedtoensurethatthereisanethnicbalanceamongstaff.Withsecurityandrequiredexpertisetakenintoconsideration,staffmembersfromdifferentethnicgroupsareencouragedtoworkincommunitiesthatarenotoftheirownethnicityorreligion.Incaseswhereastaffmemberdoesnotpossessadequatelanguageskills,sheorheoftenpartnerswithanotherstaffmemberwhohasthem.Thesepracticesareintendedtoserveadualpurposeofenhancingindividualstaffunderstandingofdifferentcommunitiesandalteringstereotypicalorprejudicialattitudesthatmayarisefromalackofinteraction.Byconsciouslyrecruitingstafffromdifferentethnicgroupspublicperceptionsoftheorganisationonlyhiringorservingparticularcommunitiesarereduced.EmployingstafffromdifferentgroupsandcommunitiesalsobringsinadiversesetofperspectivesthatcontributestoCAREbetterunderstandingthecommunitiesandcontextsitoperateswithin,aswellashowitsactivitiesmaybeperceivedbydifferentgroups.

Roles and competencies Roles:Staffwithdifferentfunctionsinanorganisationwillneedtododifferentthingsinordertoenableconflictsensitivepractice.Forexampleaseniormanagerneedstobeabletoexplaintheimportanceofconflictsensitivitysothatheorshecanconveythistostaff,donorsandothers,whereasapersonwhoreviewsproposalsneedstoensurethataconflictanalysishasbeendoneandthattheprojectdesignhastakenthisintoaccount.Areviewofroleswithintheorganisationwillhelpdeterminewhatparticularexpectationsareassociatedwiththemfromaconflictsensitivityperspectiveandtointegratethoseinjobdescriptions.Thiscanbedoneattheindividualleveloratthelevelofteamsorparticularcategoriesofstaff,dependingonwhatismostrelevantfortheorganisation.Ifthereisahumanresourcesdepartment,itwillneedtobecloselyinvolvedinthisprocess.

Competencies:Thesecomprisetheknowledge,skillsandattitudesrequiredtofulfiltheexpectationslinkedtodifferentroles.Abroadsetofcompetenciesisdescribedintheboxbelow.Eachorganisationwillneedtodeterminewhichrolesrequirewhichcompetencies,accordingtotheexpectationsagreed.Othercompetenciesnotonthelistmayalsobeidentified.Thesecompetenciesmaybeincludedascriteriaintherecruitmentprocessorformpartofatrainingorstaffdevelopmentplan.Theyalsoshouldbeincludedinregularstaffappraisalprocesses.

Overall competencies for conflict sensitivity (to be selected and tailored for particular roles):

Knowledge: • Understandingofconflict

• Understandingofconflictsensitivity

Skills:• abletohaveaconversationwithindividuals/groups

aboutconflict

• abletoanalyseconflict

• abletofindthelinksbetweenprogrammingandconflict

• abletoconvinceothersoftheneedforconflictsensitivity

Attitude:• acceptingthatprogrammingortheoverallorganisation’s

actioncaninadvertentlycontributetoconflict

• self-awarenessofownbiasesandofhowindividualactionsmaybeperceivedindifferentcontexts

• possessinggoodinter-culturalsensitivityandunderstanding

• abletochallengeassumptionsandlookforvariouswaystogatherandanalyseinformation

• concernedwithsocialjustice.


Induction Inductionprocessesareanidealplacetoreinforceanorganisation’scommitmenttoconflictsensitivepractice.Includinganintroductiontoconflictsensitivityininductionschedules(seeforinstancetheCAFODslidepresentationin6.1)willhelptoensurethatnewstaffaremadeawareofconflictsensitivityandhowitrelatestothespecificrolethattheywillplay.

Capacity-building, staff development and learningCapacity-buildingplansarecrucialtoensurethatallstaffdevelop,orreinforce,theirconflictsensitivitycompetencies.Trainingisnecessary,butnotsufficienttoensureconflictsensitivepractice.Trainingneedstobereinforcedbyinstitutionalisedlearningprocessesthatfacilitateandencouragereflectiononpractice.

Ensuringthattherearesafespacestotalkaboutwhatmightbegoingwrongisextremelyimportantfromaconflictsensitivityperspective.Conflictissues,linesofdivisionandhowaperson’sworkmayimpactonacontextandvice-versaareextremelysensitiveissues,particularlyinveryfragileanddividedcontexts.

Integratingpartnersorcommunitiesintotheorganisation’strainingonconflictsensitivityisalsoparticularlyvaluable.Thisisexplainedinmoredetailinsection6.6.

Capacity-building and staff development: reality check


Notallstaffwillimmediatelyrecognisethenecessityoftraininginconflictsensitivity.Forexample,theymayfeelthisisonlynecessaryforprogrammestaff.

• Itisveryhelpfulifseniormanagementteamsandboardmembersarewillingtoundertaketraininginconflictsensitivity.Assuchtrytoengagethesestaffinsuchtrainings,orarrangeaspecifictrainingtailoredforseniorstafforboardmembers.

• Tryandsecureanagreementonsystematictrainingonconflictsensitivityintheorganisation,forexamplebylinkingittootheralreadyrequiredtrainingprogrammes(eg:onsecurity,gender,childprotection).Whereconflictsensitivityisintegratedintoothertrainings,ensurethatthedifferencesandoverlapsbetweenconflictsensitivityandtheothertrainingelementsareclearlydefined.

6.4 Learning and knowledge managementChangeprocessesneedtoconsiderhowlessonslearntrelatingtoconflictsensitivityarecaptured,storedandsharedtoensurethattheyinformfutureactivities.Thereisoftenareluctancetodocumentandcommunicatewhenprojectsfacedifficulties,yetthisisthetimewhenthemostvaluablelessonscanbelearnedandshared.

Inordertofacilitateatransitiontoanorganisationthatlearnsfromitsdifficulties,theorganisationneedstocreateaculturewherestaffarenotafraidtosharechallengingstories.Someorganisationshaveputafocusoncreating‘safespaces’forstafftodiscusstheirconcerns.



6.5 Integration into the programme cycleThissectionwillnotcoverIntegrationintotheprogrammecycle,asithasalreadybeencoveredinChapter2.

6.6 External relations PartnersSomeagenciespartnerwithotherorganisationsorlocalgroupstoimplementprojects.Inthesecircumstancesitisimportanttounderstandtheconflictsensitivitycapacityofimplementingpartners,developmeansforaddressingconflictblindpracticeandbuildpartnercapacityinconflictsensitivity.

DonorsDonorssignificantlyaffectanorganisation’sabilitytobeconflictsensitive.Donorsmayaccept,orrefute,budgetlinesandtimelinesforconflictsensitiveactionssuchasconflictanalysisandconflictsensitivecapacitybuilding.Organisationsmayneedtohavediscussionswithdonorstoprotectthesebudgetlinesandactivities.

Broadlyspeakingtherearetwomainareasforengagement,firstlythroughthegrantmakingprocess(ie:proposalwriting,contracts,on-goingreportingetc)andsecondlythroughawarenessraisingandinfluencinginordertoincreasedonorsawarenessanduseofconflictsensitivity.

TheConsortiumfoundthatreachingouttodonorstoraisetheirawarenessonconflictsensitivitycanbedoneoutsidetheformalproposaldevelopment/approvalprocess.Workinginconsortiawasparticularlyhelpfulindoingthis,asitgaveadditionalweightandcredibilitytothemessage.Anotherusefulpracticewastoworkwithchangeagentswithindonororganisations,helpingthembuildthecaseinternallyforconflictsensitivity.

Engagement as part of donor-grantee relationship• Youmayneedtoalertdonorstotheneedforsomeupfront

costsinrelationtoskillsdevelopmentandanalysis.Stressthatthelong-termbenefitsofmoreaccurateandeffectiveprogrammingoutweightheseinitialinvestments.

• Itisimportanttoensurethatprinciplesorspecificpracticesthatpromoteconflictsensitivityareincludedincontractswiththedonor.Thiscouldincludegettinganagreementthatthedonorwillbeopentonegotiatingrevisionstotheapprovedprojectifconflictsensitivitysuggeststheneedfortheoriginalprojectdesigntobeadapted.

Awareness raising and influencing• Buildrelationshipsandtrustwithdonorsthroughincreased

engagementnotjustregularreporting.Considermeetingdonorsformallyandinformallytodiscussthecontext.

• Periodicmeetingsbetweendonorsandcivilsociety.TheConflictSensitivityConsortiumhasfoundthatagenciesaremorewillingtopro-activelyengageandholddiscussionswithdonorsonconflictsensitivityinlargegroupsratherthanasisolatedindividualagencies.


Tool-Set A:Tounderstandingthehistoryofaconflict,itslevels, stagesanddynamics.

Stages of conflict • Toseethestagesandcyclesofescalationandde-escalationofconflict.

• Toassesswherethesituationisnow.

• Toidentifythecyclesandtriggerstoescalatingconflict.

• Totrytopredictfuturepatternsofescalation

• Toidentifyaperiodoftimetobeanalysedusingothertools.

Timelines • Toshowthekeyeventsandviewsofthishistoryfromthepointofviewofthepartiesinaconflict

• Toclarifyandunderstandeachside’sperceptionofevents.

• Toidentifywhicheventsaremostimportanttoeachside.

Note:alineforpeaceinitiativesduringthesametimeperiodcouldbeaddedasappropriate

Tool-Set B:Toidentifytheparties and actorsinaconflictandtheirroles(lookingattheirpositions, interests and needs)andseeingwherethepowerliesinthatparticularsituation.Identifyingtheconflictissuesandthenature of the relationshipsbetweentheparties

Conflict actor mapping (Venndiagram)

• Torepresenttheconflictgraphically.

• Toplacethepartiesinrelationtotheproblemandeachother.

• Toidentifyallthepartiesdirectlyorindirectlyinvolved.

• Tosetoutthesituationmoreclearlyfromoneviewpoint.

• Toclarifywherepowerliesinthatcontext.

ABC triangle (Attitude,Behaviour,Context)

• Toidentifythesethreesetsoffactorsforeachofthemajorparties.

• Toanalysehowtheseinfluenceeachother.

• Torelatethesetotheneedsandfearsofeachparty.

• Togainagreaterinsightintowhatmotivatesthedifferentparties.

• Toidentifyastartingpointforinterventioninthesituation.

Positions, interests, needs

• Toidentifythepositions,interestandneedsofeachparty.

• Toidentifypossiblecommonareasorareasofdivergenceintheinterestsorneedsofparties.

• Tobuildacomprehensivepictureofeachparty’spositions,interestsandneeds.

Annex 1 Aselectionofconflictanalysistools

Party A events Party B

B

A C

n

I

P


Tool-Set C:Toidentifythelocal capacities for peace(existingsystemsandmechanismsforconflictresolutionandpeacebuilding).

Do No Harm – seven steps approach

ThesevenstepsoftheDoNoHarmprocesshelptodeepenunderstandingofthecomplexityoftheenvironmentswherewework.Thesevenstepsusedsystematicallyhelptoshowhowthedecisionswemakeaffectintergrouprelationships.Theyhelpustothinkofdifferentwaysofdoingthingstoachievebetteroutcomes.Theaimistohelpassistanceworkersdealwiththerealcomplexitiesofprovidingassistanceinconflictswithlessfrustrationandmoreclarityand,itishoped,withbetteroutcomesforthesocietieswhereassistanceisprovided.

Tool-Set D:Toidentifytypes of conflict.

Conflictscanberesource-based,identity-based,politically-basedandsoon.Somearecomplex,havingmanyfacetstothem.Itisimportanttoexaminethetype(s)ofconflictinaparticularcontext.Thiscanhelpadddetailwhenidentifyingtheconflicttriggersandimpactoftheconflictandthemannerinwhichtheconflictisbeingexperiencedandexpressed

Conflict tree • Tostimulatediscussionaboutcausesandeffectsinaconflict.

• Tohelpagrouptoagreeonthecoreproblem.

• Torelatecausesandeffectstoeachotherandtothefocusoftheorganization.

• Toexplorevalues.

Multi level triangle • Toindicatethevariouslevelswherethepartiesaresituated.

• Toidentifyallthepartiesateachlevel.

• Toidentifythelinksbetweenthepartiesatthedifferentlevels.

• Toidentifytheinterestsofthepartiesateachlevel.


When Concept note Full proposal Project start-up Monitoring Evaluation

What Firststageconflictanalysis(notinmuchdepth)plusinitialconsiderationofareasofconcern/areasofopportunitywhereprojectandconflictareas/issuesoverlap.

Revisitthequestionsfromtheconceptnotestageandenrichtheanalysisbydrawingonotherresources.

Fullconflictanalysisapplyingaspecifictool.

Analyseareasofconcern/areasofopportunity.

Developandimplementadaptationstoprojectdesigntominimiseconcerns/maximiseopportunities.

Reviewofindicators,regularinformalupdatesoftheanalysis.

Reviewofconflictbaseline,indicators,andprojectadjustments.

How Reflection/deskstudy.

Asmallnumberofinterviewsandafocusgroupdiscussionamongprojectparticipants.

Refertothechosentool.

Keepingdiscussionlivewithinprojectteam(forinstancewithinregularteammeetings).

Informaldiscussionswithcommunitiesandrelevantotherexternalactorsfamiliarwiththeprojectarea.

Evaluationmethodology.

Who Person/peopledevelopingconceptnote.

Ifyouhaveexistingoperationsin/nearproposedprojectareathendrawonexistingstaffknowledge.

Ifyouarenotoperationalintheareatheninterviewotherswhoareworkingthere.

Refertothechosentool,butshouldincludestaff,partnersandinvolvecommunityparticipation.

Staff,partners,communities,relevantotheractorsinthearea.

Evaluationteam,staff,partners,communities.

Where Deskbased. Incommunityandinoffice.

Refertochosentool,butlikelytobeinworkshopsetting.

Incommunityandinoffice.

Incommunityandinoffice.

Annex 2 Goodenoughapproachtoconflictanalysis


1. Institutional Commitment:

• Management/Leadershipunderstandsconflictsensitivityandisabletoexplainwhyconflictsensitivityisrelevantfortheorganisation

• Organisationalaccountabilitysystemsareinplaceforenablingconflictsensitivity

• Conflictsensitivityisintegratedintodecisionmakingcriteriainprojectapproval.

2. Policies and Strategies

• CSApolicyexistsseparatelyorintegratedintootherpolicies

• CSAintegratedintooverallcountry/organisationalstrategy

• InstitutionalpoliciesdovetailwithCSAe.g.Procurement,Travel,RiskManagement(e.g.includesrisktocommunities).

3. Human Resources – Staff competencies, skills and understanding

• JobDescriptions/recruitment–CSAcompetenciesarticulatedforeachroleclarifyingorganisationalexpectationsofstaff

• InductionsraiseawarenessofstafftoorganisationalcommitmenttoCS

• Capacitybuildingofstaff–Staffareawareofrequiredcompetenciesfortheirroleandtrainingprovidedwhereskilldeficitsidentified

• SupportfunctionshaveCSAmainstreamedwithinthemnotablyAudit,Advocacy,Communications,Campaigning,Finance,HR,Procurement,Security

• Appraisals–Staffexhibitappropriateattitudesandbehavioursortrainingoffered

• Entireorganisationhasbasicawarenessandunderstandingofconflictsensitivity.

Annex 3 Benchmarksforconflictsensitivitymainstreaming

4. Learning and Knowledge Management

• TheorganisationhaseffectiveCSAknowledgemanagement,documentingandlearningfromitsexperiencesinapplyingCSA

• Theorganisationhascreated‘safespaces’wherepeoplecanopenlydiscussareaswheretheyfeelprogrammingmayhaveanegativeimpactonconflict

• Cultureorreflectionsupportedwithtimeforthinkingandanalysis

• CSAbestpracticesinpolicyandprogrammingencouraged,withinstitutionalblockagesidentifiedandasystemputinplacetoovercomethem.

5. Integration into the Programme Cycle

• CSAintegratedintoeachstageoftheprogrammecycle

• ConflictAnalysis–Everystageoftheprogrammingcyclerefersbacktothecontext

• Design–Resourcesforconflictsensitivityincludedinallproposals

• Projectdesignanddecisionmakingflexibleinlightofchangingcontexts

• Conflictsensitivityisintegratedintoprojectdesign/proposalsignoff

• Conflictsensitivityisintegratedintoprojectimplementationincludingstartup

• Monitoring–Monitoringreportsrefertoconflictsensitivity

• Evaluation–Criteriaforevaluationsincludesconflictsensitivity.

6. External Relations

• Theorganisationgivesaclearmessagetoalldonorsthatconflictsensitivityisanon-optionalpartoftheirwork

• Conflictsensitivityisconsideredandprioritisedinrelationswithpartners

• Resources(fundsandtime)forconflictsensitivityareincludedinallproposals.


1. Institutional commitment1.1 Management commitment and leadershipManagement / leadership in the organisation understand conflict sensitivity and are able to explain why conflict sensitivity is relevant for the organisation.

a) Aremanagementawareofconflictsensitivity?

b) Cantheydescribeconflictsensitivityaccurately?

c) Isconflictsensitivitygivenhighpriorityindecisionmaking?

d) Iscommitmenttranslatedintoenablingdecisions,resourcesetc?

e) Havemanagementactivelypromotedconflictsensitivitywithintheorganisationandwithexternalpartners,donorsetc?

1.2 Responsibility and accountability mechanismsOrganisationalaccountabilitysystemsareinplaceforenablingconflict sensitivity

a) Doexistingperformancemonitoringsystemsconsiderconflictsensitivepracticeofstaff?

b) Isthereasystemforreportingmonitoringconflictblindprogramming?

c) Arethereincentivesystemswhereavoidanceofconflictblindprogrammingisexplicitlyencouraged?

Conflict sensitivity is integrated into decision-making criteria in programme approvals

a) Arethereanymandatoryconflictsensitivitychecksintheproposalapprovalprocess?

b) Isitexplicitwhereresponsibilityforvariousaspectsofconflictsensitivitylie(amongstaffintheUKandintargetcountries)

2. Policies and strategies2.1 Conflict sensitivity policyThere is an organisational conflict sensitivity policy, or conflict sensitivity is integrated into other key organisational policies

a) Isthereaconflictsensitivitypolicy?

b) Doanyotherkeyorganisationalpoliciesorstrategiesrefertoconflictsensitivity(suchasamulti-yearstrategicplanoracodeofconduct)?

2.2. Internal policies and strategiesCurrent programmatic strategies / policies dovetail with the conflict sensitivity policy

a) Whatarekeyinternalprogrammaticstrategies/policies?(eg:RightsBasedApproachstrategy,genderstrategy,protectionstrategy)

b) Dothesepoliciesexplicitlyrefertoconflictsensitivity?

Current institutional policies dovetail with the conflict sensitivity policy

a) Arethereinstitutionalpoliciesrelevanttoconflictsensitivity?(procurementpolicy,recruitmentpolicy,travelpolicy,auditpolicy,partnershippolicy,securitypolicy)


2.3. External policies and strategiesCurrent external policies that the organisation has signed up to dovetail with the conflict sensitivity policy

a) Whatarekeyexternalpolicies?(HumanitarianAccountabilityFramework,Spherestandards,CharityCommission(UK))


c) Doanyoftheseseemtoimpedeconflictsensitivityandwarrantfurtherinvestigation?

Annex 4 Conflictsensitivitycapacityassessmenttool25

25 DevelopedbytheConflictSensitivityConsortium


3. Human resources – staff competencies, skills and understanding of conflict sensitivity

3.1 Staff conflict sensitivity expectationsThe organisation has clarified what expectations (in terms of specific actions) are required from different functional roles in order for the organisation to be conflict sensitive.

a) Aretheexpectationsofeachroleintermsofconflictsensitivityclear?

b) Arestaffawareoftheimplicationsconflictsensitivityhasfortheirrole?

c) Aretheyreceivingsupporttobuildskills/awarenesswheretherearedeficits?

3.2 Staff conflict sensitivity awareness, attitude and behaviours

Staff are competent to fulfil the conflict sensitivity expectations for their role

a) Dostafffeelabletofulfiltheconflictsensitiveexpectationsoftheirroles?

Staff are able to articulate appropriate attitudes and behaviours

a) arestaffawareofthekeyattitudesforconflictsensitivity?

Where deficits in current knowledge or skills are identified, the organisation ensures that training is provided.

a) Isthereasystematicwayinwhichskill/knowledgedeficitsarenotedandcapacitybuilt?

The entire organisation has a basic level of awareness and understanding of conflict sensitivity

a) Howmanystaffareabletogiveagoodbasicdescriptionofconflictsensitivityandwhyitisimportanttotheorganisation?

b) Dostaffworkingoutsideofprogrammeteamsconsiderconflictsensitivityasrelevanttotheirwork?(eg:marketing,finance,logistics,humanresources)

4. Learning and knowledge management4.1 Learning and reflective practiceThe organisation has effective conflict sensitivity knowledge management, documenting and learning from its experiences in applying conflict sensitivity

a) Howarelessonslearntcollectedandshared?

b) Whatincentivesarepresentforpeopletoshareexperienceofpoorconflictsensitivitypractice?

The organisation has created a ‘safe space’ where people can openly discuss areas where they feel programming may have negative impacts on conflict

a) Whatdopeopledowhentheyfeelaprogrammemaycontributetoconflict?

b) Isthereformalguidanceonwhatstepstheyshouldtake?

The organisation has promoted a culture of reflection, where sufficient priority is given to thinking and analysis, such that staff are encouraged and enabled to reflect on the potential unintended consequences of programmes.

a) Howmuchpriorityisgiventothinkingandanalysis?Howdoestheorganisationensurethatsuchconsiderationisprioritized?

4.2 Encouraging conflict sensitivity best practiceInstitutional blockages to conflict sensitivity have been assessed and system put in place to overcome such blockages

a) Hastheorganisationsystematicallyconsideredblockagestoconflictsensitivity(priortothisassessment)?

b) Haveanychangesbeenmadeasaresult?


5. Integration into the programme cycle5.1 Integration into project/programme cycle

management Conflict sensitivity is integrated into project cycle management systems

a) IsConflictsensitivityreferredtoinprojectcyclemanagementsystems,templatesorguidelines?

b) Isthereguidanceonwhethertouseconflictsensitivityinmoreorlessdepthindifferentcontexts?

c) Isconsiderationofconflictsensitivityandunintendedconsequencesonconflictamandatorypartofallevaluations?

d) Dolog-frameshaveconflictonlyasarisktotheproject(ratherthantwo-wayinteraction?)

Decision-making systems are flexible enough to enable changes to projects in light of changing conflict context

a) Isthereaclearmessageandpracticethatwhenactivitiesriskescalatingtheriskofviolentconflict,theactivitieswillberevisedasapriority?

5.2 Integration into programme design/start upConflict sensitivity is integrated into project design / proposal sign off

a) Isconflictanalysisamandatorypartofprojectdesign?

b) Arestaffawarewhoisresponsibleforcheckingthataconflictanalysishasbeencompletedandforconsideringimplicationsofconflictanalysisfortheproposedprojectdesign?

c) Arestaffresponsibleforproposalapprovalconsideringconflictsensitivity?

d) Areindicatorsforconflictsensitivitydeveloped?

Conflict sensitivity is integrated into project start up

a) Arenewstaffbriefedonconflictsensitivityandonconflictissuesrelevanttotheirprogramming?

5.3 Integration into programme monitoring and evaluation

Conflict sensitivity is integrated into project implementation

a) Isthereregularreflectionandreportingoninteractionbetweenconflictandprogramming?

b) Howdomanagers/staffinUKencourageprojectmanagers/countryofficestafftoopenlyshareinformationonunintendednegativeconsequencesofprogramming?

c) Howdoestheorganisationincentivisesharingrealinformationofon-the-groundprojectcomplexitiesratherthanonlysharingsuccessstories?

Criteria of evaluations include conflict sensitivity

a) Doevaluationsconsiderconflictsensitivityofanintervention,inparticularwider,unintendedimpacts?

b) Isunderstandingofconflictsensitivityamandatoryconsiderationwheninterviewing/selectingconsultants?

5.4 Integration into advocacy, communications, campaigning

Conflict sensitivity is mainstreamed into advocacy, communications and campaigning

a) Dostaffworkingonadvocacy,communicationsandcampaigningseeconflictsensitivityasrelevanttotheirwork?

5.5 Integration into support servicesConflict sensitivity is mainstreamed into human resources

a) Doesstaffinductionincludeconflictsensitivity?

b) Whichjobdescriptionsexplicitlyrefertoconflictsensitivity?

c) Areconflictsensitivitycompetenciesincludedinjobdescriptions?

Audit is effectively supporting conflict sensitivity

a) Isconflictsensitivitygivensimilarweighttoothersecurityandfinancialriskconsiderations?

b) Doauditstaffconsiderconflictsensitivityintheirwork?

Finance enables conflict sensitivity

a) Doesthefinancedepartmentseeconflictsensitivityasrelevanttotheirwork?

Security and Procurement enable conflict sensitivity

a) Dosecurityandprocurementseeconflictsensitivityasrelevanttotheirwork?

Annex 4 continued


6. External relations6.1 Donors / fundingThe organisation gives a clear message to all donors that conflict sensitivity is a non-optional part of our work

a) Howisconflictsensitivitycurrentlycommunicatedtodonors?

b) Whatarekeyopportunitiesforraisingtheissueofconflictsensitivitywithdonors?

c) Whereadonorisunwillingtofundessentialconflictsensitivityelements(eg:conflictanalysis)doestheorganisationmakeacommitmenttofindingtheseresourceselsewhereordeclinethefundingortakeotheraction?

The organisation ensures that resources for conflict sensitivity (staff time, specialist support where needed, work plan time for conflict analysis, resources for conflict analysis etc.) are an integral part of proposals

a) Doproposalsinclude:budgetforconflictsensitivity,timeforconflictanalysisinworkplaceandindicatorsforconflictsensitivity?

6.2 PartnersConflict sensitivity is considered and prioritised in relations with partners

a) Dopartnerselectionguidelinesrefertoconflictsensitivity?

b) Whenandhowdowecommunicatetopartnersourexpectationswithregardtoconflictsensitivity?

c) Doweofferpartnersanysupport/traininginconflictsensitivity?

d) Whatactionwouldbetakenifapartnerwasfoundtobeconflictblind?


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