Conflict sensitive approaches to development, humanitarian assistance and peace building

5 Opportunities and challenges

Step 4 : In light of the results from step 3, identify the key opportunities and possible challenges

Having reflected on the results from step 3 and the synthesis of steps 1 to 3, there should now be a basis for answering the following questions:

What are the key needs for institutional capacity building?
Where do the key strategic and operational opportunities lie?
How can these opportunities be realised?

Opportunities may include:

new institutional two-year planning process
changing political climates
funding opportunity for conflict related work prioritised
change of senior staff
new staff development fund
partners enthusiastic to engage on conflict sensitivity
recruitment of new members of staff
development of multi-donor frameworks
development of new country strategy
combining activities with other organisations who have more experience in conflict sensitivity
specific request from stakeholders to address conflict issues directly or indirectly

and they can be used, for example:

to address institutional weaknesses; for example a lack of qualified human resources at the field level to promote and train in conflict sensitivity (the organisational assessment may point to strong human resource analytical capacity in conflict issues at the headquarters level, but limited opportunities for field staff to relate this knowledge to an understanding of the context. Bringing the two capacities together in a programme planning process that allows for ongoing consultation would reinforce both)
to build on strengths
to overcome blockages or disconnects – see Box 2
to address ‘spoilers’ and threats – see Box 5 below.

Box 5: Examples of possible spoilers and threats
an upcoming change in the national government ruling party makes the government less likely to be sympathetic to peace and conflict issues a strategic review process has come up with a very ‘minimalist’ interpretation of the organisation’s mandate which leaves little room (and few resources) for conflict sensitivity commitment to conflict sensitivity is over-reliant on one individual who is scheduled to relocate or over-loaded with other work resources for cross-institutional learning are due to be cut because of overall budget cuts focus on organisational growth rather than quality means that accountability to donors is likely to be prioritised over accountability to stakeholders general fatigue with new tools and yet another ‘mainstreaming’ or ‘hot issue’ lack of acknowledgement that peace and conflict are issues that should be dealt with (either directly or indirectly) by the agency.

Options include establishing conflict units, appointing conflict advisers or bringing in outside conflict specialists. To support mainstreaming, the ultimate goal of this specialised support should be to build the capacity of other staff, and the organisation at large, to implement conflict-sensitive programming.

The establishment of a unit charged with mainstreaming conflict sensitivity can be a very important starting point for the process. It demonstrates an institutional commitment. The unit and its advisers can play an important role in leading the mainstreaming process and centralising learning and knowledge and disseminating it throughout the organisation.

To support the mainstreaming process, conflict advisers can work with staff to develop:

mechanisms and frameworks for policy development and revision
conflict-sensitive tools designed or adapted to the organisational processes and language
mechanisms and frameworks for procedural changes
staff training programmes
revised or additional staff qualifications
accountability mechanisms
revised programme and indicator development guidelines
revised programme assessment frameworks
revised monitoring and evaluation guidelines
guidelines for partner capacity assessment and training.

See also section 5.4.2 above on the unresolved debate, particularly amongst donor agencies, as to whether designated conflict or peacebuilding units are more or less effective for mainstreaming conflict sensitivity than field-based specialists.

Next: 6 Plan of action