Module 20: Managing Conflict

20.3. Conflict prevention

It goes without saying that concern for conflict prevention should have priority over concern for conflict resolution. In conflict prevention, integrated and decentralised planning models with effective stakeholder participation and, if needed, transparent appeal procedures can be very instrumental. One precondition is, of course, that stakeholders should be equipped with accessible information systems and relevant capacities.

Avoiding the transition of dispute into conflict is a key aspect of both institutional development and mobilising political commitment. Should disputes arise, contractual arrangements generally recognise explicitly that the parties will seek in “good faith and a spirit of co-operation” to find an equitable solution.

Sector programme activities should be designed such that they seek (directly or indirectly) to have peaceful and agreeable resolutions. Activities should include, for instance:

◊ stakeholder consultation to ensure inclusive rather than exclusive planning;

◊ mechanisms to strengthen partnerships;

◊ defined and agreed upon roles and responsibilities; and

◊ demand-responsive programmes, where the users have both a voice and choice in decision-making processes, such as pricing, tariff settings and technical and management options for sustainable services.

The above will reduce the chances of potential conflicts. Conflict prevention should therefore strive for good governance, community-based mediation/participation, human rights promotion and so on.

Role of participation in conflict prevention

Prior to the last decade, the business practices of the service sector rarely involved consumers in decision-making or management. More recently, with concern that agencies are still failing to reach more than a billion of the poorest in developing countries, moving people centre stage in service projects has become an important theme.
Participation plays a central role in conflict prevention. Involving users in the design and management of PPP arrangements on services provision provides a means of revealing demand and ensuring that services match what people want, are willing to pay for and will strive to maintain.

The rationale for user participation is summarised as follows:

◊ User participation makes services and service providers more responsive and accountable to beneficiaries.

◊ Cost recovery and the sustainability of services improve when technology choices and services correspond with what users want and are willing to pay for.

◊ Management of services is more effective when institutional arrangements are tailored to local practices.

Demand-based approaches can also help resolve conflicts over resource allocation among competing sectoral uses. Increased participation by primary stakeholders helps ensure that choices are anchored in demand and not unduly influenced by contractors, consultants and other secondary stakeholders.

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