4J.4 Tools

Section	Contents
Background and analysis	Purpose of the document: scope, intended users Analysis of conflict context in the site’s Area of Influence Factors underlying the manifestation of conflict: causes, drivers and triggers of conflict Conflict parties: positions, interests, needs, capacities and relationships of key parties to conflict Conflict dynamics: conflict trends, opportunities and scenarios
Conflict-management approach	Summary of conflict related risks and impacts Description of conflict-management approach(es) chosen Conflict-management objectives, timelines, etc.
Organisational capacity	Management commitment and leadership: long-term objectives and approach ensure that site management understands the importance of conflict sensitivity and integrates it into decision-making Conflict-sensitivity awareness, attitude and behaviours: long-term objectives and approach to address the competency, attitudes and behaviours in conflict sensitivity expected of various roles; as well as the capacity levels and capacity-building requirements to reach the required levels of conflict sensitivity
Implementation	Action plan for the year: activities, tasks, responsibilities, timelines Measures for documenting conflict-management activities Systems and tools used for managing conflict data and conflict-management activities Roles and responsibilities of Social Performance team, other departments and third parties
Monitoring and evaluation	Key Performance Indicators (KPIs) Measures for monitoring progress and correcting emerging issues Measures for collecting stakeholder input on conflict-management processes
Reporting	Types of reports and description of: Objective and contents Report developers and recipients Frequency of each report

4J Tool 2 ‒ Organisational Conflict Sensitivity and Capacity Assessment Tool

1. Governance

The objective of this section is to establish whether the site has the necessary leadership, accountability mechanisms and culture to enable conflict sensitivity.

Topic	Capacity Requirement	Desired outcomes
Management/leadership focus	Site leadership and management understand and promote the importance of conflict sensitivity and can explain why conflict sensitivity is relevant	Management are aware of and can describe conflict sensitivity accurately Management communicate the importance of conflict sensitivity at site level and with external stakeholders Management commitment is translated into enabling decisions, resource allocation, etc that supports conflict sensitivity
Accountability mechanisms	The site has accountability systems in place that enable conflict sensitivity	It is explicit where accountability and responsibility for various aspects of conflict sensitivity lie Performance- monitoring systems consider conflict- sensitive practices of staff There is a system for capturing and monitoring activities that ignore or do not adequately address conflict sensitivity Incentive systems do not inadvertently encourage staff to avoid conflict sensitive practice
Decision making	Conflict sensitivity is integrated into decision- making	Conflict sensitivity is given high priority in decision making There are conflict- sensitivity checks in the project/site activity approval process Decision making processes consider the unintended consequences of a decision, including how these could result in greater conflict
Openness and transparency to discuss conflict	There are ‘safe spaces’ where people can openly discuss where they feel programmes/activities may have negative outcomes on conflict and share lessons learned relating to conflict sensitivity	People are clear what to do when they feel a project or operational activity may contribute to conflict Management demonstrate leadership around the topic of acknowledging and discussing conflict-risks and impacts with site level staff Incidents relating to conflict are investigated and lessons learned are shared
Reflection and analysis	The site promotes a culture of reflection such that staff are encouraged and enabled to think about and analyse the potential unintended consequences of project and site activities on conflict	A process of reflection on conflict context is institutionalised and actively promoted as part of planning and decision making
Capacity Assessment 2+: Score 1 1 gap: Score 2 No gaps: Score 3

2. Resourcing

The objective of this section is to establish whether staff have the necessary awareness and skills in conflict sensitivity.

Topic	Capacity Requirement	Desired outcomes
Conflict sensitivity in site roles	Expectations on what is required from different roles and functions in order to be conflict sensitive are clear	Conflict sensitivity responsibilities are explicitly referenced in role profiles for relevant staff or teams Conflict sensitivity competencies are included in the role profiles of relevant support functions Staff are aware of the implications conflict sensitivity has for their role
Conflict sensitivity competence	Staff are competent to fulfil the conflict sensitivity expectations for their role	Staff have the necessary knowledge, skills and attitudes to fulfil the conflict sensitive expectations of their roles Staff are aware of and able to articulate the appropriate attitudes and behaviours for conflict sensitivity Conflict sensitivity competencies are included in the recruitment process for relevant staff and management Conflict sensitivity competencies are included in appraisal processes for relevant staff and teams
Basic conflict sensitivity	The site has a basic level of awareness and understanding of conflict sensitivity	All key staff with conflict management responsibilities can give a good basic description of conflict sensitivity, and why it is important Staff working in support functions also consider conflict sensitivity as relevant to their work, e.g., supply chain, environment, human resources
Conflict sensitivity training and capacity building	The site ensures that training is provided where deficits in current knowledge or skills are identified as well as to reinforce conflict sensitivity competencies	Staff induction includes conflict sensitivity including briefing on conflict issues relevant to specific functions’ areas of responsibility Competency for conflict sensitivity is assessed as part of the site’s resource assessment process to systematically identify and address deficits Staff are receiving support to build skills/awareness where there are deficits
Conflict sensitivity of contractors and partners	Conflict sensitivity capacity of relevant contractors and partners is understood and considered in their selection process	Conflict-sensitivity requirements are made explicit in tenders, contract documentation or memorandums of understanding with contractors and partners, as relevant. Contractors and partners are asked to detail resources (time and budget) required to meet conflict sensitivity expectations, where relevant.
Capacity Assessment 2+ gaps: Score 1 1 gap: Score 2 No gaps: Score 3

3. Integration

The objective of this section is to establish whether conflict sensitivity is integrated into site activity.

Topic	Capacity Requirement	Desired outcomes
Commitment to conflict sensitivity in core plans, strategies and procedures	Conflict sensitive principles are integrated into relevant strategies, planning documents and operational procedures.	References to conflict sensitivity are made in core site plans, strategies and procedures e.g. those relating to procurement, recruitment, SED planning, stakeholder engagement, security.
Conflict sensitivity integration	Conflict sensitivity is integrated into site planning and operational activities	Core site planning processes consider and report on interaction between conflict and site activities There is regular evaluation and reporting on site activities using conflict sensitivity criteria to understand and manage any (unintended) impacts/risks related to conflict.
	Conflict sensitivity is integrated into project planning and implementation (including new capital projects, organisational changes and site closure)	Project planning considers and reports on interaction between conflict and project activities at each stage of the project cycle There is regular evaluation and reporting on project activities using conflict sensitivity criteria to understand and manage and (unintended) impacts/risks related to conflict during project implementation.
	Is conflict sensitivity integrated into social performance activity design and implementation?	External and internal context reviews incorporate conflict analysis Stakeholder analysis processes consider stakeholders’ potential role in or sensitivity to conflict Interaction between conflict and other social performance activities is reviewed and reflected in relevant plans as needed Monitoring and evaluation of social performance activities consider conflict sensitivity criteria to understand any (unintended) impacts/risks related to conflict
Resources for conflict sensitivity	Conflict sensitivity is appropriately resourced	Resources (staff time and budget) for conflict sensitivity are included in site, team and project budgets
Capacity Assessment 2+ gaps: Score 1 1 gap: Score 2 No gaps: Score 3

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4J Conflict management

4J Conflict management

4J.4 Tools

1. Governance

2. Resourcing

3. Integration

4J Conflict management

4J Conflict management

4J Conflict management

4J.4 Tools

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1. Governance

2. Resourcing

3. Integration