Conflict Sensitivity and Why it Matters to CARE International
CARE engages in development and humanitarian work in every region of the world affected by
violent conflict. In such environments, as well as areas of hidden tensions, it is now very clearly
understood that the delivery of aid can have unintended negative consequences on existing tensions
and underlying conflicts – and in some extreme examples can actually lead to an increase in
violence. So what action can CARE offices and members take to avoid doing harm? What is conflict
sensitivity and how does it link to other principles of CARE’s work?
What is Conflict Sensitivity?
Simply put, conflict sensitivity is being aware of the complex relationship between our work and the
context we are operating in, and taking steps to avoid increasing violence or tension through our
work.
Broken out into three steps, conflict sensitivity requires CARE to:
1. Understand the context it operates in
2. Understand the interaction between its intervention and that context and
3. Act upon this understanding in order to minimise negative impacts and maximise positive
impacts on conflict.
Generally speaking, aid delivered by CARE can interact with a conflict in two ways:
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Resources: This refers to the tangible and intangible things international assistance delivers:
i.e. money and tangible things, as well as skills, status, legitimacy. Sometimes these new
resources can fuel conflict by freeing up existing resources for war or can generate
perceptions that one group is favoured over the other.
Behaviours: This refers to ways in which aid is delivered that might convey messages
inadvertently that reinforce conflict divisions, or legitimises destructive values and negative
behaviour.
Why Should CI Take Mainstreaming of Conflict Sensitivity Seriously?
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CARE already works in the environments where the risk and severity of potential harm from
aid programming is at its highest because development is weakest in countries most
affected by conflict.
Conflict is a natural consequence of CARE’s approach to development, particular where we
aim to defend dignity and mobilise communities in a rights based way. The minimum we
should expect of ourselves is to be aware of how our programme is affecting the conflict and
ensure the outcomes are not violent.
CARE’s fifth programming principle commits us to the non-violent resolution of conflicts, so
it is a natural step to become preventive, rather than reactive.
If we are looking to make our actions sustainable, we need to ensure we are not
unintentionally worsening the situation for our beneficiaries and communities where we
work.
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If we want to be accountable, we have to be open to listening to the impact of our
programming on non-beneficiaries as well as beneficiaries.
If we want to stay relevant, we must stay conscious of our operating context, and aware of
how it is changing. Conflict sensitivity is an approach which helps us to focus on this despite
pressing deadlines, and periods of intense activity.
Being proactive and sensitive to the context means we are also managing the reputational
risk to the organisation of reducing the number of unintended negative outcomes.
Focusing first on context and analysis at both the macro and micro levels, helps us design
interventions which make change happen at multiple levels. We are then sensitive to how
changes at the macro level affect other areas of the programme.
Actions
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Discuss Conflict Sensitivity at regional quality meetings, with examples from countries in the
region who have made changes to their work.
Learn from other CARE offices such as Kenya, Afghanistan, Sierra Leone and Sri Lanka who
have invested in conflict sensitivity. Some adopted Do No Harm in their project cycle, others
have examined their organisational policies and practice to note how it interacts with the
conflict context. All have examples of how it benefitted them.
Improve conflict analysis skills – at the macro and micro levels. Particularly before a strategic
review or planning process.
Link conflict sensitivity to discussions on accountability, sustainability and emergency
preparedness plans.
Consider institutional conflict sensitivity when discussing changes to the business model in a
country office.
Opportunities:
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Skills and Knowledge
o Most CARE offices are already have the skills and tools available to be sensitive to
the context. Being more systematic is the next easy step.
o A full guide on conflict sensitivity in humanitarian and development work is
available. (http://www.conflictsensitivity.org/content/how-guide)
o The CARE Conflict Community of Practice has materials from different country
offices including case studies, inductions and trainings, and the contact information
of staff who have undertaken conflict sensitivity work.
o CARE has a number of Do No Harm trainers, many of whom can be accessed through
the CCP.
Funding
o Donors are increasingly encouraging and in some cases insistent (USAID) on
improved conflict sensitive practice in partners.