Sites needing to address conflict must have the capacity and skills to manage it.

Conflict sensitivity refers to the organisational structures, culture and capabilities of each site to understand conflict in its operational context, to understand how its operations impact or generate situations of conflict, and its capacity to effectively respond to conflict in ways which mitigate negative consequences and enhance positive ones.

Use the detailed Organisational Conflict Sensitivity and Capacity Assessment Tool (which can be found in the Tools section and is described below) to assess the site’s sensitivity to conflict, as well as its capacity to manage conflict. This is a self-assessment tool focused on assessing a site’s commitment, human resources and the integration of conflict sensitivity into the site activities and the asset lifecycle.

Undertaking a self-assessment will allow the site to identify its potential opportunities and constraints in dealing with conflict. From this assessment it will be possible to identify priority issues, set objectives and take action to improve conflict management capacity and skills. The outcomes of the assessment should be reviewed by the SPMC and considered in addition to wider social performance resourcing as outlined in the Governance section (see Section 1). A plan for building such capacity will form part of the Conflict Management Plan, as described in Task 5.

This self-assessment will benefit the site by encouraging senior management to prioritise conflict sensitivity, raise levels of awareness and sensitivity among participating members of staff, allow existing knowledge of conflict issues and responses to be exposed, and open opportunities for improved practice and change.

The method for undertaking the self-assessment should be determined as appropriate for the site. The following approaches can be adopted:

• Various techniques can be used to gather information, including surveys, focus group sessions, interviews and document reviews.
• The process could be designed and facilitated by selected members of staff or by an external consultant. External expertise is recommended when potential impacts and risks associated with conflict are significant and when sites are undertaking the assessment for the first time.
• The approach should seek to draw on the experience from the fullest range of site functions and activities.

Through the self-assessment, the site will compile information and perspectives on its conflict sensitivity strengths and weaknesses. Based on this the site, either internally or working with external support, should:

• conduct an analysis of the findings;
• identify priority areas for change; and
• set objectives for change.

Building on this, the site should draft a plan for change, which identifies detailed actions to work towards each agreed objective for change. As part of the Conflict Management Plan (described further in 4J Guidance, Task 5), this plan should set out what needs to be done, how this should take place, by whom, by when, indicators of performance and resources required. Every effort should be taken to build on existing policies, systems and procedures. Implementation of the plan should be monitored and progress towards objectives evaluated.

It is recommended that a designated Conflict Management Co-ordinator is appointed at sites managing situations of actual or potential conflict. This does not need to be a standalone role but can be integrated into the responsibilities of an existing, senior member of the social performance team, as appropriate. The areas of responsibility of a Conflict Management Co-ordinator are outlined in Table 4J.5 under Management and Resources.