Conflict sensitive approaches to development, humanitarian assistance and peace building

2.2.2 Negotiating project contract issues and access to sites

Programmes are often implemented through a chain of subcontracting or cooperation agreements, and your organisation may have only peripheral contact with the affected populations. Partner selection has been addressed under planning, but it is important, when implementing, to monitor the sensitivity of partners and subcontractors. This can be achieved by regularly updating the actor analysis component of the conflict assessment through an active partnership approach, independent validations (eg evaluation visits), or regionally based information networks. Likewise, supply chain contracts for the provision of goods – such as construction materials, vehicles or foodstuffs – need to incorporate conflict sensitivity (see Box 3).

Box 3: Supply chains and peacebuilding in Sri Lanka
The Socio-Economic Development Organisation (SEDOT) needs rubble and sand to construct dwellings for displaced persons who are returning to their village. The sand and rubble are each sourced in rival communities. SEDOT hopes to turn the supply contracting of construction materials into a peacebuilding opportunity by capitalising on cross-community economic exchange to transform community conflict.

Provisions for conflict sensitivity can also be included when negotiating contracts and performance objectives with staff. This may mean a proactive capacity-building stance to ensure staff development (see Chapter 5).

Simply because of the nature of a given context, the administration of resources (as well as management of perceptions about how they are administered) can be a major source of tension and greatly exacerbate conflict or potential conflict. Field staff may not have access to banking facilities, thus the payment of wages can present challenges. Payment for goods can also be susceptible to corruption in some contexts, perhaps commending the use of purchase orders over cash payments. The choice of bank and signing authority can also convey certain messages.

Box 4: Negotiating access or co-operation
The negotiation of access and of the intervention strategy can be a good first opportunity to set the ground rules of the relationship between donors, organisations and local authorities. In some cases, it can be beneficial to bring together as many interested parties as possible to remind all actors of everyone’s obligation for proper accountability and quality. Nevertheless, care is needed over the inclusion of parties who control or influence access, as their inclusion could result in the perceived or real legitimisation of their power, and increase their capacity to exert control, even over project activities. For instance in Somalia, following the 1992 military intervention, humanitarian assistance was severely disrupted by militias, whose ability to use violence prompted humanitarians to negotiate with them for access. These negotiations contributed to the legitimisation of the militias who were then able to gain an international audience. As with all aspects of project implementation, the conflict analysis is key in understanding who these potential negotiating parties are, what dynamics could be fuelled, and how to cope with any problems.

The location an organisation chooses for its headquarters or regional head offices can imply stronger relationships with one group over another – be it rural / urban or divided communities in different locations. Physical separation from beneficiaries may also undermine your ability to monitor and manage interventions, and potentially strain relations between field and headquarters. In some circumstances, negotiating access to specific areas or communities can present specific challenges (see Box 4).

Next: 2.2.3 Co-ordination