Field Guide CONFLICT SENSITIVITY AND FOOD PROGRAMMING Do No Harm Pocket Guide Do No Harm for Quality Programming: World Vision International Food Programming and Management Group World Vision International Food Programming Management Group 1 ‘Do No Harm’ Acknowledgements The Do No Harm guide is a collaborative effort built upon the contributions of many great minds within World Vision and beyond. It is important to mention Killen Otieno and James Odong, who nurtured the initial idea of a field guide. The duo drafted the Terms of Reference for the production of this guide and provided technical oversight during the production process. Special acknowledgement goes to three other World Vision staff: Walter Middleton (Partnership Leader, Food Security & Livelihoods), Dr. Bill Lowrey (former Director of Peacebuilding) and Thabani Maphosa (Global Director, Food Programming and Management Group, FPMG). They provided leadership, guidance and cross-program linkages and support. Their commitment and focus in promoting conflict sensitivity in food programming greatly contributed to the success of this manual. In addition, we thank key experts from FPMG who tirelessly devoted their knowledge, skills and time to make this guide a success. Marumbo Ngwira brought in her DM&E expertise. Elie Gasagara provided oversight and shared his wealth of knowledge in accountability and protection besides providing leadership of the process from FPMG. Kathryn Taetzsch provided overall management, editorial support and funds acquisition that made this work possible. We also acknowledge the key contribution of the two consultants who work with the team to produce this publication. Michelle Garred drafted the initial draft of the DNH field guide while Sara Davidson built on the initial work to produce a revised draft that evolved into this publication. Contributors Elie Gasagara Marumbo Ngwira James Odong Kathryn Taetzsch 2 WWorldorld VisionVision International Food Programming Management Group Field Guide Contents Acknowledgements 2 Acronyms 4 Purpose of the guide 5 What is Do No Harm? 6 Why is Do No Harm important to World Vision? 7 How to use the Do No Harm Pocket Guide 9 7 Steps to Do No Harm Quick Guide 9 Step 1 Which groups are in conflict? Step 2 Who or what is dividing the groups? Step 3 Who or what connects the groups? Step 4 What does the programme aim to do? Step 5 Programmes/projects - impact on group-dividers and connectors Step 6 Develop programming alternatives/ options that reduce negative effect and increase positive ones. Check impact. Step 7 Repeat Steps 1- 6 to reflect any changes made Annexes Tool 1 Using Do No Harm in rapid assessments 25 Tool 2 Building inclusion and trust in diverse teams 26 Tool 3 Sample questions for a Rapid Social Impact 27 Evaluation Tool 4 How to improve targeting and beneficiary selection 31 Tool 5 How to avoid theft 31 Tool 6 Some questions about local markets 32 Tool 7 Do No Harm and the LEAP Cycle 33 Tool 8 Implicit Ethical Messages Further information 35 World Vision International Food Programming Management Group 3 ‘Do No Harm’ Acronyms Connectors The people and factors that link different groups and help keep them together. Dividers The people and factors that divide different groups and help keep them apart. Do No Harm Do No Harm is used throughout this document. In other documents Do No Harm is sometimes called Local Capacities for Peace or LCP FPMG World Vision’s Food Programming and Management Group IDP Internally Displaced Person LEAP Learning through Evaluation with Accountability and Planning: World Vision’s system for design, monitoring and evaluation Resources The goods and services provided by a humanitarian aid organization. Unspoken messages The messages that a humanitarian aid organization sends through its actions, sometimes unintentionally. In other documents about Do No Harm these are called ‘Implicit Ethical Messages’ or ‘IEMs.’ 4 World Vision International Food Programming Management Group Field Guide Purpose of the Guide: Demands for food aid resources is growing globally as more time and energy is devoted to conflict and natural disaster response projects and programmes. As a result, there increased interest among donors, development practitioners, people affected by violent conflict and other stakeholders in evidence demonstrating the effectiveness of food interventions. There is a renewed focus to to learn about what does or does not work and why. Other areas of interest include understanding the contexts in which food response projects are implemented and how these projects can can contribute positively to coherent, co-ordinated and effective interventions at all levels is desired. The primary goal of this guide is to provide direction to field staff undertaking emergency response to mitigate unintended consequences of relief and development interventions on conflicts. At a more specific level, the guide is designed to meet two braod objectives. First, it aims to assist food programming teams and practitioners working in the field to better understand the role and utility of context analysis using the Do No Harm (DNH) step-by-step approach. Secondly, the guide seeks demonstrate the need to integrate conflict sensitivity into response programming and provides practical advice on how do do so. Who will benefit from the guide and how? Different target groups will benefit in different ways from this guide. The primary beneficiaries are World Vision staff working in food programming in the field, those responsible World Vision International Food Programming Management Group 5 ‘Do No Harm’ for management or supporting national office food response. Other development partners will also benefit from enhanced understanding of Do No Harm context analysis and its implications for programming. Evaluation consultants hired for a relevant food programming evaluation will gain a clearer view of what is expected in assessing performance in conflict sensitivity interventions. Specifically, this guide supports field staff and evaluation teams by: • Providing greater clarity on key conflict sensitivity con- cepts, DNH context analysis processes in the field and options for dealing with challenges. • Suggesting techniques for the use of conflict analyses to better assess whether activities in a particular con- flict are relevant and prevent ‘doing harm’. • Furnishing principles for contextual ethical evaluation in conflict environments. • Demonstrating the importance of assessing assump- tions about how peace can be achieved (theories of change). • Providing advice on drafting Terms of Reference and picking effective teams. 6 World Vision International Food Programming Management Group Field Guide Introduction: Natural disasters and conflicts are among the biggest threats facing us today and biggest threats we face today and in decades ahead. Violent conflicts between states and civil strife in most developing countries have aggravated poverty, infectious diseases6 and environmental degradation due to displacement of people and increasing pressure on resources. Introduction: Violent conflicts haveNatural disastershave and contributed conflicts are among the tobigge stdifferences threats facing us today in and power-biggest threats we face today and in decades ahead. Violent conflicts between states and civil strife in most and wealth-sharing–.developing To helpcountries addresshave aggravated inequities, poverty, infectious our diseases programming and environmental degradation due to displacement of people and increasing pressure on resources. must adopt approaches with clear analysis and understanding Violent conflicts have have contributed to differences in power- and wealth-sharing–. To help of economic and addresssocial inequities, threats our programming as well must as adopt internal approaches or with communalclear analysis and understanding of economic and social threats as well as internal or communal conflicts that conflicts that affectaffect our our response.response. Do No HarmDo methodologyNo Harm has been methodology helping agencies to gain has good understanding how to more effectively respond to emergencies and meet the needs of been helping agenciescommunities to gain while undermining good understandingdrivers how of conflict. to Based on World more effectively Vision’srespond global response to food programming, rapid to emergencies andDo Nomeet Harm analysis has the needs of communitiesbecome increasingly critical Global trends in armed conflict 1946-2008: while underminingto thedrivers agency’s Source: centre for global policy report Food Programming of conflict. Based andon Management World Group. It is for this reason that FPMG has collaborated with the global center’s Peacebuilding Unit to develop this guide to help field practitioners understand the Vision’s global responsecontext in which to theyfood work programming,and meet the needs of communities rapid without Do exacerbatingNo Harm existing tensions. analysis has become increasingly critical to the agency’s Food The Conflict, Governance and State Fragility Report notes that while interstate conflict is on Programming anddecline, Management societal and intrastate Group. conflict has beenIt onis a steadyfor rise.this Since reason 1946, there havethat been over 3201 distinct violent conflicts in the world’s 162 countries. In the past twenty-five years, FPMG has collaboratedone half of allwith countries the have globalexperienced center’ssome major armed Peacebuilding conflict (81 of 162 countries; Unit with over 500 deaths)2. to develop this