National Strategic Action Plan for Social Cohesion and Reconciliation

(NSAP)

CONTENTS
1. Introduction
2. Overview and Rationale
3. Vision
4. Mission
5. Need Analyses
6. Capacity Assessment
7. Strategic Options
8. Strategic Orientation
9. Organisational Implications
10. Operational Planning

Appendices
Appendix I: Strategy Framework for Social Cohesion in Sri Lanka
Appendix II: Strategic Actions Matrix
Appendix III: Stakeholder Mapping
Appendix IV: SWOT Analysis
Appendix V: PEST Analysis
Appendix VI: Definition of Key Terms

1. Introduction
Acknowledging Sri Lanka’s histories and the need to usher in permanent peace, reconciliation
and social cohesion, the Office of National Unity and Reconciliation (ONUR), under the
guidance of the Government of Sri Lanka and the Ministry of Justice, has drafted this National
Strategic Action Plan for Social Cohesion and Reconciliation. The document herein is a result
of years of the government’s and ONUR’s consultations with peers, stakeholders, and Sri
Lankans from all walks of life including the conflict affected.

The National Strategic Action Plan for Social Cohesion and Reconciliation, building on
existing work, lays down a comprehensive line of action for appropriate approaches to social
cohesion in the island. It notes down strategic areas to look at and action to be taken while
acknowledging both internal and external strengths and limitations of the implementing
government structures. Owing to its overarching subject matter and the potential to further such
for future deliberations and implementation, this document will act as the national framework
for peace, reconciliation, and social cohesion in the island. While affirming action to be taken,
the National Strategic Action Plan for Social Cohesion and Reconciliation will streamline the
sourcing and the provision of funds whilst directing development partners to also contribute to
attaining shared objectives as stipulated by the vision and mission statements of this document.

2. Overview and Rationale

The Government of Sri Lanka, the Ministry of Justice (MOJ) along with its statutory bodies
have undertaken the formulation of a National Strategic Action Plan (NSAP) for Social
Cohesion and Reconciliation in Sri Lanka, for cabinet and parliamentary approval. The
document presented herewith contains key elements of the strategic visions, appraisals and
analyses as relevant to its operations, stakeholders, and guidance on future feasibility of
operations pertaining to the NSAP and wider related activities. The NSAP has been developed
to aid in the fostering of unity, understanding, and healing amongst the diverse communities in
the island, as Sri Lankans strive for lasting peace and harmony. Social cohesion work in relation
to such will focus on ensuring preventative, corrective, and transformative action in ensuring
equity and access to all. This rationale is based on the understanding that a lack of or perceived
lack of equity and equal access to resources are a key predicator to the disruption of peace and
social relationships.

The need for building trust to foster strong social relations between individuals and societal
groups, a shared vision for the future, and developing responsive and legitimate governance
institutions that actively support inclusive economic development remain alive and vigorous
amongst all Sri Lankans. This involves recognizing, respecting, and valuing differences,
acknowledging, and resolving conflicts non-violently, while supporting the establishment of
necessary state infrastructure for the delivery of basic physical, legal, and economic security to
the population, while building confidence. Acknowledging that specific target groups needing
urgent interventions exist, the NSAP considers the entirety of Sri Lanka’s populace as a target
group during its initial appraisals, opening up avenues for a detailed appraisal of target groups
and specific interventions as processes and strategies mature.

With such in mind, the NSAP studies the involvement of state and non-state stakeholders as
relevant to social cohesion and reconciliation, bringing in coherence to future activities laid out
(see Appendix II). This document sought inspiration from the National Policy on
Reconciliation and Coexistence, Sri Lanka (2017); Office of National Unity and
Reconciliation’s (ONUR) Reconciliation Strategic Plan - 2022 – 2026; the National Policy
Framework for Social Integration; the National Action Plan for Social Integration;1 the White
Paper “Towards a policy for Coexistence, Social Cohesion, Reconciliation and National Unity:
A Synthesis of the Social Integration and Reconciliation” policy documents (2021),2 during its
drafting stages. As such, this document lays foundation to understanding the necessity to
initiate activities to ensure equitable resource allocation and disbursement, the need for staffing
and systems review and development, based on the impact on social cohesion and policy
implementation, review and monitoring of implementation mechanisms.

Apart from inspiration sought from above existing works and literature, this document was
aided by the consultative processes that ONUR and the MOJ undertook to seek multi
stakeholder inputs including from development partners. Benefitting from the technical
expertise and long-standing partnerships with such stakeholders, the NSAP offers a sustainable
path to attaining social cohesion and reconciliation as relevant to visions and objectives of the
Sri Lanka government, stakeholders, and all Sri Lankans.

3. Vision
All Sri Lankans co-existing in harmony and unity, while diversity and shared identity is
respected and celebrated.

4. Mission
Promote and catalyse a multi-stakeholder effort to create an empathetic society that mutually
respects fundamental rights, freedom, and rule of law, equality, and diversity.

1
Introduced by the Ministry of National Languages and Social Integration, the National Action Plan for Social
Integration (2012) takes a rights-based approach to highlighting the responsibilities of rights-holders and duty-
bearers to enhance social justice and inclusion. The framework aims to “foster a shared national vision for a
society for all, founded on Sri Lankan values, and belonging and equity” by emphasising the importance of
participation and inclusion.
2
Produced by the State Ministry of Human Rights and Law Reforms in partnership with GIZ-SRP Programme,
the white paper offer a comparative analysis of the content, language and governance mechanisms of the National
Policy Framework on Social Integration and the National Policy on Reconciliation and Coexistence. The white
paper provides “recommendations for the government to offer better conceptual clarity, create wider ownership,
and reflect best practices from previous efforts in policymaking.”
5. Need Analyses
The SWOT and PEST analyses (see Appendices IV and V) forming the Need Analysis were
conducted with the understanding that the NSAP is developed to address the expectations and
aspirations of all Sri Lankans concerning reconciliation and social cohesion. While the
preliminary Need Analysis presented has been carried out under the above context, it also
indicates of the necessity to broaden such an analysis to further identify and acknowledge the
need for a NSAP and to justify the implementation of such to all stakeholders and all Sri
Lankans.

5. a. SWOT Analysis
The SWOT analysis provided (see Appendix IV) provides a concise snapshot of the strengths,
weaknesses, opportunities, and threats faced by the NSAP. It highlights key strengths such as
the codified existence of agencies in the likes of ONUR to implement the NSAP and take
forward the drive for social cohesion. The analysis also highlights the opportunities in the
present context with the government’s renewed commitment to reconciliation and social
cohesion with state mechanisms, ministries, and agencies proactively seeking to further the
reconciliation agenda in the island. Concerning weaknesses and threats, key negatives are
highlighted on the political volatility of the country post economic crisis and post Aragalaya
context. The analysis also recognises the dwindling confidence of the public on the government
to take forward key initiatives amidst the presence of spoilers. The identification of both
external (opportunities and threats) and internal factors (strengths and weaknesses) allows for
a balanced assessment of pros and cons present.

5. b. PEST Analysis
Highlighting the complex external environment influencing the furthering of social cohesion
and reconciliation in Sri Lanka, the PEST analysis (see Appendix V) brings into discourse
some of the key factors that will influence strategy and implementation of the NSAP. With
tested resilience of Sri Lanka’s democratic structures offering hope, the analysis highlights the
economic precarities in terms of the cost-of-living crisis and the island’s indebtedness as factors
to consider. Social issues such as high youth unemployment and brain drain along with
technology related hindrances such as low digital literacy provides important context to
drawing up the NSAP, keeping in mind the factors that will affect future implementation
efficacy.
5. c. Stakeholder Analysis
Accepting that all Sri Lankans remain the key beneficiaries of the NSAP and all social cohesion
initiatives, it is important to ascertain key stakeholders who will aid in the implementation of
the programmes. It is also important to remember that the NSAP is an inclusive document,
subject to being agreed upon by different social strata, including the political fraternity,
institutions, and communities at interpersonal and individual levels. Further, in-depth
community consultation processes at grassroots level with comprehensive partner
collaborations will be sought after to enhance inclusivity and to transfer ownership of social
cohesion initiatives to the Sri Lankan populace. While the existing Reconciliation National
Action Plan (ONUR) includes rich inputs from a range of stakeholders, it also acts as a
precursor to necessitate a wider consensus for the process at grassroots level by familiarising
the masses on the ongoing discussions involving reconciliation and social cohesion. This aids
in identifying the interest and influence that key groups hold over the established operations.

Once such is ascertained, engagement strategies for identified stakeholders will be drawn up
to maintain productive relations with adequate communication, outreach, and dialogue, and to
seek assistance where necessary. For such purposes, key state partners and implementers such
as the MOJ, ONUR, the Office of Reparations (OR) and the Office of Missing Persons (OMP)
have been identified as stakeholders with veto power, with specific target groups such as
women and youth and partners providing a complimentary role to develop and implement
action. This includes institutionssuch as religious institutions and universities being classified
as primary stakeholders. External actors providing support and facilitation services make up
the secondary stakeholders and include the media, civil society, international organisations
(IOs), development partners and the private sector (see Appendix III).

Further, as strategies adapted into action acknowledge the existence of multiple stakeholders
involved at various levels to ensure their engagement and coordination when running
programmes, there is a need to provide a coherent strategy and coordination framework, to
organize the multiple government and civil society initiatives. This will aid in overcoming
existing lapses in inter agency communication and any perceived overlaps in mandates
particularly amongst stakeholders with veto power.
6. Capacity Assessment
Concerning capacities, it is important to ascertain the role of the MOJ and its statutory bodies
when guiding the processes of the NSAP. The leadership provided must be aligned with the
vision and mission of the Strategy Framework for Social Cohesion in Sri Lanka3 (see Appendix
I). As with the stakeholder analysis presented, it is important to identify key implementing
bodies and stakeholders with veto power who are directly involved in administration and
implementation, and whose actions and mandates have a direct bearing on the NSAP.

Planning and strategy based on goals to be attained will aid in determining what levels of
capacity is needed. Capacity building programs drawn up using findings will target staff,
policymakers and stakeholders to increase their receptivity to change and new lines of action.
This will be further fed by the SWOT analysis conducted above (and with timely revisions to
the needs assessment) to identify the weaknesses, threats, and opportunities to strengthen
implementing bodies and mechanisms and to overcome any policy discrepancies. Budgeting,
human resources, facilities, and infrastructure needed will be sought from the MOJ, the treasury
and related consolidated funds and state administrative services. Specialised human resources,
volunteers and shared expertise with the civil society and development partners will be
explored. Existing international resources such as Sustainable Development Goals (SDG) that
promote a more equitable society and the sustainment of resources sans exhaustion will
function as key tools when determining action and the specialist staff needed for
implementation. The end goal of such will be the strengthening of Sri Lanka’s reconciliation
and social cohesion mechanisms and interventions. For such purposes, it is beneficial to assess
capacities with an understanding of the resources available before determining actions.

7. Strategic Options
Strategic options and activities are built on the mission and vision statements mentioned above
and pay attention to the strategic areas developed. They include thematic areas such as: 1.
Access and Equity, with regards to preventive, corrective and transformative strategies to
address and redress issues of non-inclusion, 2. Systems and Structures relating to strengthening
internal and external cooperation and instruments for policy implementation, enabling stability

3
The Social Cohesion Strategy Framework focuses on preventative, corrective and transformative action in
ensuring equity and equal access. The framework while highlighting four strategic areas for implementation
provides important rationale for the formulation of the National Strategic Action Plan for Reconciliation & Social
Cohesion by means of this document.
and transcending susceptibility to changing personnel and environs, 3. Capacity & Human
Resource Development concerning shaping of knowledge, attitudes and skills on concepts
enabling social cohesion to develop active engagement of stakeholders and personnel in the
processes and 4. Management & Organisation of personnel, processes, and resources to ensure
equity of access and participation. Using the developed Strategy Framework for Social
Cohesion’s guidance, the stakeholder analysis, and the capacity assessment, realistic strategies
will be developed to further and sustain social cohesion and reconciliation in the island. This
is complemented by the visualisation of future activities that function as both a guide and
targets to assist the works relating to the implementation of the NSAP (see Appendix I).

8. Strategic Orientation
While strategizing future activities will benefit the overall implementation of the NSAP, key
implementing bodies will pay particular attention to ascertaining the direction taken based on
the assessments and analyses conducted. MOJ and related statutory and implementing bodies
will seek inspiration from the groundwork conducted to aid in programme design with regards
to social cohesion. The strategic documents will address the past, manage the present, and plan
for the future. This will include specific programmes designed to address grievances of target
groups and to identify and define both existing and upcoming target groups that require urgent
interventions, whilst also looking at the root causes for their creation and reasons for their
continued existence. Hence, the NSAP readies stakeholders for a long-term systematic change
amongst target groups as well as the designing of new programmes and agendas to suit future
trends and issues pertaining to social cohesion.

Further, to align their strategic orientation, implementing bodies will also look at external
resources provided by development partners and continue programmes carried out hand in hand
with known development partners in the likes of International Non-Government Organisations
(INGOs), which have played a positive role in furthering social cohesion action and discourse
in the island. Additionally, a performance measuring and management mechanism as means of
an effective and efficient monitoring and evaluation system within the state structure for timely
action will be of absolute importance to take forward initiatives under the NSAP and to also
ensure sustainability, viability and acceptance of all related activity by the stakeholders, victims
and the masses.
9. Organisational Implications
As the plans are implemented by the MOJ, its various statutory bodies under the Ministry’s
mandate and stakeholders holding veto power, there needs to be a clear division of mandates
and tasks. This division of mandates and structures and the level of involvement of
implementing bodies will further follow the strategy drawn up, with roles assigned to specific
bodies and staff including the delegation of tasks and mandates at all levels. To aid such, the
NSAP spells out individual mandates and assign areas of relevance to the corresponding
agency. An overhaul of existing cadre and organisational structures in bodies such as the OR,
OMP or ONUR will need to be justified by the requirement for skilled personnel competent in
handling actions laid out in the strategic documents. Such is also warranted as historically; as
it has been proven a complex task to identify qualified personnel who grasp what reconciliation
and associated terminology is and what is means to different strata of the society. While the
NSAP will provide adequate guidance for future activities relating to social cohesion, ground
level realities, external pressures relating to political, social, and economic issues will call for
a flexible approach when implementing activities to absorb future threats and identify emerging
target groups for interventions.

10. Operational Planning

Appendix II presents the action matrix for the NSAP as pertaining to relevant stakeholders and
activities. As discussed above, the NSAP provides a guide to for the next 10 years of
implementing the social cohesion agenda of the Sri Lankan government. Such activities and
the NSAP itself will be subject to periodical reviews owing to the fluidity of Sri Lanka’s
political, economic, and social challenges and with the aim of gaining a better understanding
on how resources will be allocated. Planning and strategic documents will also include
performance indicators for both agencies and the cadre to measure the efficacy of action taken
in line with the NSAP to better understand the results. Warranted changes in this regard will
be backed by evidence-based research and action, to ensure compliance with strategic
documents and to maintain the quality of action taken. Concerning budgets and funding, funds
sought from the government consolidated fund will make up majority of the specific budgets
for each agency, with additional funds sought from development partners and IOs for specific
projects implemented in unison. Operational planning will include a systematic procedure to
introduce new activity, strategies, and practises from the NSAP to the cadre and to help them
adapt accordingly. Here again, the use of development partners and capacity building initiatives
will enhance management approaches within the MOJ and its statutory bodies.
10. a. Risk Analysis
In guaranteeing the resilience of the NSAP, it is beneficial to gain a clear understanding of the
risks involved during their design and implementation. While the SWOT analysis provides a
broader understanding of risks involved as means of weaknesses and threats to the exercise,
wider consultations with key stakeholders are needed. The stakeholders in this regard will also
involve the management and the staff of relevant ministries and bodies to identify potential
risks to sustaining operations and following action plans, and to gain insights on solutions and
recommendations. Here, it is important to acknowledge the complex nature of attaining and
accepting reconciliation and social cohesion in the island and understand that lengthened
processes with slow-paced results will be a norm. Given Sri Lanka’s unique political and
governance practices, it will be important to establish a hierarchy of risks to prioritise
preventative action and to shield grander strategies and action from external shocks. This while
contributing to policy and praxis consistency, will also encourage stakeholders to sustain their
engagements with the MOJ and its statutory bodies when implementing the NSAP. Risk
assessments conducted by both internal and external parties will be subject to periodic review,
understanding the dynamic and sensitive nature of work relating to social cohesion and
reconciliation.

10. b. Resource Planning

Resources in terms of cadre and physical assets remain some of the core strengths of the state
in mobilising activity relating to social cohesion. While there have been certain instances of
resource wastage and corruption prior, it will be beneficial to identify and allocate resources
according to the NSAP to better meet objectives, within budget, and on time. As resource
planning includes human resources, such an exercise will help in introducing specialised staff
to relevant bodies and to justify the need for capacity development of existing cadre. Bettered
management of resources will ensure their longevity and complement the long-term nature of
the proposed plans by guaranteeing the necessary facilities to attain long-term goals.

10. c. Monitoring and Evaluation (M&E)

Monitoring, evaluation, and oversight remains crucial for the implementation of the NSAP as
it involves taxpayer funds and the contributions of multiple stakeholders. M&E exercises will
give insights into how activities are conducted and if their intended objectives are met. It will
also cast light into further action needed in terms of problems identification, updated risks, and
resource allocation. M&E and oversight tools will be applied at multiple levels of statutory
bodies, through independent-external audits, state audits and via parliamentary oversight
committees. The creation of an apex body or a secretariat either internal or external to the MOJ
to monitor and evaluate progress, coordinate activity, mobilise resources and explore potential
avenues for expansion will be mooted in this regard where the necessity for such a body is
needed. An apt and thorough M&E and oversight mechanism is necessary to instil confidence
in stakeholders and in the public of the broader social reconciliation process. Transparency in
relevant dealings with regards to the formulation of reports and the accessibility of such in the
public domain, a streamlined Right to Information (RTI) process and periodic oversight
reviews will facilitate greater partnerships and increase support from policymakers and the
public alike to the social cohesion processes.
Appendix I: Strategy Framework for Social Cohesion and Reconciliation in Sri Lanka

Strategy Framework
for Social Cohesion
and Reconciliation in
Sri Lanka
Strategy Framework for Social Cohesion and Reconciliation in Sri Lanka

VISION
All Sri Lankans co-exist in harmony and unity, while diversity and shared identity is respected and celebrated.
MISSION
Promote and catalyse a multi-stakeholder effort to create an empathetic society that mutually respects fundamental
rights, freedom, and rule of law, equality, and diversity.
This would include the identification of vulnerabilities and vulnerable
Access and equity
Preventive, corrective, and transformative groups based on differences or hierarchies that curtail access to social
power. Strategies would take into consideration the study of instances of or
strategies to address and redress issues of non-
potential for exclusion and the development of means for addressing
inclusion. exclusion and redressal strategies to ensure non-exclusion in access to
resources, services, and justice including that, which results from
Systems & Structures
Strengthening internal and external cooperation This would include identifying personnel, networking and collaboration
needs and opportunities, and working in partnership towards the
and instruments for policy implementation, development and enactment of instruments for legal binding of relevant
Strategic Areas

policy implementation.
enabling stability and transcending
This would include basic awareness and updating on concepts of
marginalisation, non-exclusion, and discrimination for personnel, so that
Capacity & Human Resource Development
service delivery and resource allocation are provided within an enabling
Shaping of Knowledge, attitudes and skills on
concepts enabling social cohesion to develop environment that fosters social growth and social cohesion. Capacity
active engagement of stakeholders and development will include increasing civic knowledge, understanding and
personnel in the processes. engagement on roles and responsibilities to hold elected and other officials
accountable towards their public duties. This will build on public support
for social change and non-recurrence of violence. Learning could be taken
forward by communicating reliable information as well as questioning of
Management & Organisation This would include the a) review and responsive management towards
updating current strategies, b) identifying, monitoring, mitigating conflict
The management and organisation of personnel,
triggers and c) sourcing and allocation of resources for policy and action
processes, and resources to ensure equity of
plan implementation.
access and participation.
 Strategy Framework for Social Cohesion and Reconciliation in Sri Lanka

Introduction
This Strategy Framework focuses on preventative, corrective and transformative action in ensuring equity and equal access. The strategy
focus on where equity and access to resources is compromised to individuals or communities, based on their differences. These
differences may be based on race, ethnicity, religion, gender, ability, caste, or privileges drawn from hierarchies or backgrounds that
create inequity in access to social power and thereby access to resources, services, and justice. The framework builds on the premise that
lack of equity and equal access have been shown to be key predicators to the disruption of peace and social relationships.

Conceptual Background for Goals and Objectives

The strategy framework for Social Cohesion focuses on building trust to foster strong social relations between individuals and societal
groups, a shared vision for the future, and developing responsive and legitimate governance institutions, which actively support
inclusive economic development. This would involve recognizing, respecting and valuing differences, and acknowledging and
resolving conflicts non-violently. The framework incorporates the recognition of the need for power sharing, equity, and access at all
levels to enable social cohesion.

Process for Capacity Development Strategies

(1) Developing knowledge, skills, and attitudes in recognising and managing conflict or the disruption of social cohesion, within one’s
own community would form the basis for capacity development. This would be followed by (2) transferring of this learning through
developing spaces to empathise with and recognise conflict across groups with differences. (3) Platforms would be developed to enable
and promote active engagement of society towards goals for the common good and would be utilised as (4) spaces for collective,
constructive, debates and discussions and through re-organising existing alliances.

Methodology for development

This document provides a synthesis of and builds on existing documents pertaining to social cohesion and reconciliation, including: the
National Policy on Reconciliation and Coexistence, Sri Lanka (2017); ONUR’s Reconciliation Strategic Plan - 2022 – 2026; the National
Policy Framework for Social Integration; the National Action Plan for Social Integration; the White Paper “Towards a policy for
Coexistence, Social Cohesion, Reconciliation and National Unity: A Synthesis of the Social Integration and Reconciliation policy
documents (2021)”; as well as feedback and guidelines for implementation of the District Reconciliation Committees. While the United
Nations identify four pillars of transitional justice i.e., Truth, Justice, Reparations and guarantee of non-recurrence, this strategy
framework focuses specifically on the components of Justice, Reparation and guarantee of non-recurrence that are related to social
cohesion.
Context and Rationale

The context that frames this strategy framework and the requirements it seeks to fulfil, is understood based on the study of the background
and history of Sri Lanka. It includes a study of strengths, weaknesses, opportunities, and threats to work on social cohesion, capacities,
stakeholders, and the institutional and policy environment within which this strategy framework fits and that it seeks to impact.

Lack of equity and equal access to resources are a key predicator to the disruption of peace and social relationships. Deprivation of
resources to fulfil basic needs i.e., physical needs, needs for a sense of safety and security, a sense of belonging and equity, for self-
esteem, growth, power, leisure, and relaxation can lead to the disruption of social cohesion. Also, the lack of access to, appropriation of,
threat of appropriation of, and even just the perceived threat of appropriation of the basic needs of individuals (or communities), can lead
to the disruption of social cohesion. Given the histories between the communities in Sri Lanka, a key area of strategic intervention lies in
the identification of vulnerabilities and vulnerable groups based on differences or hierarchies and in developing redressal systems to
ensure non-exclusion in access to resources, services, and justice.

Current actions and resource allocation for social cohesion often focus on basic service, opportunity, or knowledge provision. Social
Cohesion is seen as a ‘soft’ component of development and therefore, given the limitation in resources, there is the need to focus and
justify specifically, how social cohesion work diverges from general service provision. The strategies therefore need to intentionally
avoid being drawn into basic service provision, for which multiple government and other stakeholders are primarily responsible. Instead,
the strategies focus on where equity and access to resources is compromised for individuals or communities, based on their differences.
Social Cohesion work should focus on ensuring preventative, corrective, and transformative action in ensuring equity and access.

It is also recognized in the understanding of the context, that the depletion of available resources to dire levels causes increased
vulnerabilities, limitations to access and participation, limitations to venues for voice, increased sense of threat and consequently a need
to ‘fight’ for one’s due, can lead to further disruption of social cohesion.

Strategic Plan
A Strategic Plan covering the Strategic Options would be developed and reviewed every 5 years. In addition to activities to implement
the Strategic Options, the Plan would also include:
1. Activities to ensure equitable resource allocation and disbursement
2. Staffing and systems review, and development based on impact on Social Cohesion and policy implementation.
3. Review and monitoring of implementation.
CORE PRINCIPLES OF THE RECONCILIATION POLICY

1. Dignity and Respect realizing that every person is important and must be treated with dignity. Respect is the right of every person
in all circumstances.
2. Diversity Recognizing and appreciating diversity. Valuing differences in religion, language, ethnicity, race, physical appearance,
their individual taste, lifestyle, the way they dress, speak, or think. Diversity is richness and should be recognized as a strength.
3. Equity, Inclusiveness and Fairness Ensuring equal treatment, equal rights, and equal opportunities without discrimination and
ensuring everybody participates equally.
4. Tolerance and Empathy Forgiving and forgetting misunderstandings. Recognizing differences in opinions and not seeing things
from one single perspective. It is important to understand the feelings, thoughts, and experiences of others.
5. Friendship and kindness having feelings of friendship, support, and understanding among all.
6. Being empathetic and showing concern of others. Caring, listening and being close to others.
7. Justice and Human Rights. Standing up for one’s own rights and the rights of others. Believing in justice and being fair in
everything we do.
Appendix II: Strategic Actions Matrix
Strategic Area 01 - To ensure non-exclusion in access to resources, services and justice through preventative, corrective, and
transformative action
Objectives Activities Outcomes Indicator of Outcome Timeline
Resources, Service Increasing access to services and
Identify necessary stakeholders
provision where there is resources through specific
and resources and services 1 year
exclusion or potential for programmes
provided and gaps
exclusion are identified
Government and non-
Link partners and support
government partners Networks functioning at
institutions to the SC & R 2 years
communicate National and Regional levels
programme
Study potential periodically
exclusion from access Documentation of MSME
Mapping of MSME and
to resources, services, and livelihood Information of MSME and
livelihood programmes of
or Justice programmes by Division livelihood programmes 2 years
government and development
and govt. institution or accessible
partners
partner
Increased participation of
Non-exclusion based on individuals from marginalised,
Develop local economic
hierarchies or differences isolated, vulnerable 1 year
development (LED) framework
in society communities and target groups

Available data of
Studies and monitoring of Ongoing monitoring of
vulnerabilities and
vulnerabilities and vulnerable vulnerabilities and vulnerable Ongoing
vulnerable groups
groups conducted as required groups
Identifying periodically updated
Vulnerabilities and Increased participation of target
Vulnerable groups Dialogue on economic Empowerment groups in social, political, and
development – LED, BDS, opportunities for young economic activities – increase in
MSME women and men capacities.

Increase in capacities and formal

Addressing exclusion Strengthen local
establishment and
and redressal strategies Strengthen the dialogue process community-based 5 years
administration of organisations.
in access organizations
Strengthening local level
Legal identity for all by
mechanisms to provide identity. Legal identity for all by 2030 8 years
2030

Increased participation of 2 years

individuals from marginalised,
Empower individuals and isolated, vulnerable
communities identified as communities and target groups
Link identified vulnerable groups
excluded in social, political, and economic
including female headed
activities
households with necessary
support programmes
Increased participation of 2 years
Empowering women
women as peace agents, and in
through promoting
social and political activities
diversity and inclusion
Increase in education,
programmes, and modules to
Language learning support for Bilingual/tri lingual teach and use state languages.
8 years
youth society Increase in people with bilingual
abilities.

Public services available in the

Implement language policy at Language policy
key national languages in use at
local government authorities. recommendations 2 years
each province
at national and regional level disseminated
Greater availability and access to
Inclusion of international
Awareness programmes on Legal justice, pro bono services and
standards on domestic 4 years
services incl. Legal aid camps post release care
systems
10 years

Greater knowledge on HR, up to

Adapting international
Knowledge sharing of human data best practises by law
instruments, mechanisms,
rights mechanism and inclusion enforcement and government
and practises to local
of the same to the mainstream officials
legislation
 Strategic Area 02 - Strengthening internal and external cooperation and instruments policy implementation
Objectives Activities Outcomes Indicator of Outcome Timeline
Enactment of
instruments for policy Establishing necessary Introduction and accession of the
Dissemination of the
implementation institutional framework with national social 2 years
Reconciliation Policy
including plans, proper mandate cohesion/reconciliation policy
networks, laws
Adequate mechanisms and
Established sustainable
checks and balances to
Development of NSAP internal mechanism for
implement and monitor policy.
policy implementation
All stakeholders
identified and established Comprehensive database on all
mechanisms for stakeholders with wider
Mapping of all stakeholders 1 year
cooperation and policy availability and updating
implementation. procedures

Discussions with other

Established inter-
community and religious groups, Established inter-ministerial
ministerial coordination 1 year
stakeholders etc. coordination unit/mechanism
unit/mechanism
Communication on Improved knowledge on Improved knowledge on
progress in social Establishment of inter-ministerial reconciliation among reconciliation among ground
2 years
cohesion coordination unit ground level public level public officers and people
officers and people
Establishment of
Establishment of monitoring and monitoring and Establishment of monitoring and
3 months
evaluation unit (quarterly) evaluation unit evaluation unit (quarterly)
(quarterly)
Dedicated unit to deal
with CSOs and liaise on
Create link between government Dedicated unit to deal with
projects and relevant 3 months
and CSOs CSOs
work.

Dedicated unit to deal with

Established partner network at Dedicated unit to deal
likeminded orgs, DP, CBOs and
national and local level with with likeminded orgs, 3 months
the maintenance of relevant
likeminded orgs, DP, CBOs DP, CBOs
databases.
 Formalising mandates
Strengthened District Dedicated policies/circulars etc.
and administration
Reconciliation Committees with mandates and cadre spelled 1 year
through relevant policy
(DRCs) out
Establishment of
EWS and early response system communication links, Dedicated unit handling the
1 year
(ERS) evidence-based EWS and ERS
approaches
Dedicated unit to handle
National and provincial coordination work with Dedicated unit to handle
1 year
coordination work trained staff. coordination work

Formalising mandates
Dedicated policies/circulars etc.
Strengthened village harmony and administration
with mandates, funding and 1 year
centres (Sahajeewana Sangam) through relevant circulars
cadre spelled out
Communication Campaigns and
programmes on Social Cohesion, Increased awareness of
Reconciliation and relevant and positivity towards Social buy-in towards SC & R
5 years
progress utilising creative arts, Social Cohesion and efforts
methods and multiple media Reconciliation
strategies
Strategic Area 03 - Shaping of knowledge, attitudes and skills on concepts enabling social cohesion to develop active
engagement of stakeholders and personnel
Objectives Activities Outcomes Indicator of Outcome Timeline
District level mapping exercise
Compliance to global Increase in capacities of target
Capacity development with youth - working on peace
peace and reconciliation groups – assessment of such 3 years
on resource provision, and reconciliation.
including SDG 16 with IOs
service delivery and
justice enabling social Development in sensitive
Platform prepared for
cohesion and non- Training and exposure - handling of HR and
functioning at national 1 year
exclusion Government officers and CBOs reconciliation related matters
level
 Increased knowledge on relevant
Corruption and bribery in laws and penalties, decrease in
Provincial level workshops for
all their forms bribery and corruption – all 1 year
NIOs and CBO reps
substantially reduces forms.

# of participants taking on the

Develop an online course on
Capacity development on course with an adequate
access to information for public 2 years
the value of pluralism certification system
officers
Improvement to RTI procedures,
Develop necessary training Public access to
public information desks and
modules for local stakeholder information and 1 year
maintaining online data portals.
training protection
Lesser confrontations and
Improved harmony, increase in dialogue and
Reconciliation TOT for NIOs and
understanding and unity nonviolent action where 2 years
other facilitators
among all communities problems arise.

Inter-religious cultural
programmes
Introduction of peace studies
curriculum in schools and
Increased knowledge of
universities. Improved relationships between
Capacity development the value of diversity and
Host visiting fellows and individuals and communities
on value the of pluralism
academics to interact on relevant Improvement in the rule of law,
pluralism, diversity, Increased knowledge on 10 years
topics reduction of repeat offences and
rule of law and the value of the rule of
Training opportunities for ONUR addressing of root causes that
participation law
staff/ NIOs and partner drive people to acts of crime
organisations
Support for communities to
engage in reconciliation events.

Conduct awareness programmes,

Better access to legal and
workshops and legal aid camps,
Legal literacy of public justice systems,
mass media, introducing as a Greater availability and access to
(general law) introduction of
subject. justice, pro bono services and 1 year
and advocacy in this international and
Discussions with relevant post release care
regard evolutionary legal
education ministry officials on
concepts/standards
legal literacy.
 Training for media personnel on
print, electronic plus social media
Use of sensitive language in
Update ONUR web, leaflets
Communication on reporting about victim groups,
Media events and press articles of Proactive, unbiased,
impact of greater impartiality, and 1 year
reconciliation activities sensitive reporting
marginalization objectiveness specially in
Capacity improvement
Sinhala and Tamil media
programmes for media personnel

Questioning of Greater receptivity to objective,

unreliable information verified news against
Use of training and
using structures, sensationalist, biased narratives.
international best
networks, Social change projects Reporting of fake news, 1 year
practices with
organisations, misinformation, and
development partners
technology and social disinformation
media
Develop a training programme
for media personnel.
Necessary platforms and Increased reporting in corruption
Networking with institutes
Increasing civic infrastructure to teach and and bribery cases. Sensitive and
related to corruption and bribery. 2 years
knowledge disseminate designed apt reporting relating to grey
Develop necessary training
programmes areas incl. sexual bribery
modules.

Lesser inter communal conflicts

and tension, greater
communication through a
proactive role for youth,
To strengthen Outreach programmes developed Multi stakeholder religious leaders and other
understanding on unity and launched through youth collaboration backed by stakeholders.
10 years
in diversity of the groups, change agents and the NSAP and adequate
society state policies
 Strategic Area 04 - Management and Organization of personnel, processes, and resources to ensure equity of access and
participation
Objectives Activities Outcomes Indicator of Outcome Timeline
Review and responsive Detailed reports based on
Engagement with all
management towards Comprehensive stock taking research and evidence to re-
stakeholders and collation 6 months
updating current process incl. resource mapping strategize and identify future
of initiatives and trends
strategies areas of contestation.
Establishment of NAP working
Responsive, inclusive, group with multi stakeholder
Establish a NSAP working group and participatory decision representation with clear 3 months
making at all levels mandate

Greater accountability,
Working with local institutions to Functioning processes for transparency and knowledge on
Policy & action plan
be effective, accountable, and equity of access and good governance and 3 years
implementation
transparent at all levels participation administration

Database with activity,

Multi stakeholder stakeholder mapping and up to
Develop a database for all
acknowledgement and date definitions and victim 6 months
reconciliation activities
engagement groups

Established body for EWS and

Mitigating conflict Develop an early warning Conflict trends identified, ERS with clear mandate and
6 months
triggers trainers’ group alerts to conflict risk communication channels

Establishment of
information/suggestion desk
Dedicated apex unit covering
Monitoring conflict (Hotline) Legal desk to be
ONUR, MOJ and other bodies 3 months
triggers or Strengthen existing hotlines established at ONUR.
dealing with the subject matter
(119/1919)

Training and awareness

Create training and awareness programs along with TOT
Adequate channels to identify
Identifying conflict programme for staff and and capacity building
conflict triggers with a bottom to 1 year
triggers stakeholders measures for staff and
top communications channel
stakeholders
 Training and awareness
programs along with TOT Greater capacities for change
Create training and awareness
Improving methods of and capacity building agents such as youth and greater
programme. 2 years
conflict transformation measures for staff and engagement across conflicting
stakeholders parties

Programmes implemented at
Strengthened dialogue
Identification and discussions on grassroots level to get public
platforms incl. school 2 years
conflict involved, especially youth and
parliament societies
school children.
Acknowledgement of
Providing common and Creative platforms for grassroots level Greater communication with
equal access to discussions and solutions organisations and grassroots level organisations
1 year
personnel, process, and Incl. strengthening peace formalising their with a bottom to top
resources councils at grassroots level operations through communications channel
capacity building etc.
Recording of issues
Monitoring and addressing of # of issues related to unequal
redressed by public
issues of unequal access to public access to resources and services 8 years
resource and service
resources and services addressed
provision stakeholders
 Address/Redress Equity and Access Appendix III: Stakeholder Mapping
Create and Empathetic Society that Respects

Fundamental Rights, Freedom, Rule of Law, Equality and

Engagement Strategy
Stakeholder Mapping

More Power
Secondary Partners Ministry of Plantation Industries While secondary partners make the periphery of the
SEDD, NEDA stakeholders, they too could wield influence by means of
MoE, Min. of Finance engaging with implementers through programs,
MoHE , VTA - NFE Institutes, Professional organisations, private sector, Sri interventions and funding (particularly relating to
Lankan foreign missions? Lobby groups, Social media influencers development partners and the civil society). Other state
MoH, MH Dir. entities and ministries could show interest as their
MoSS , MWCA relevant work provides important foundation to social
Min of Tourism and Land cohesion through education, grass roots level
MoPA , NILET, DOL, OLC information and influence some might possess to shape
Ministry of Buddasasana Religious and Cultural Affairs decision making and overall policy direction in the
Exec. Cabinet Ministry

Less Power
country (ex: military).
Divisional Secretariat, GAs
Defence Forces
Chief Secretary
NGO Secretariat
National Youth Council
Bureau of Rehabilitation
Registrar General, Minor Political Parties, Trade Unions

More Power
IOM
SCOPE
SCORE
SEDR
UNDP
USAID
Mediation Boards
UNESCO
Media
International Human Rights Commission
 Less Power
CSOs
CBOs
ICRC
SEARCH

Diaspora

Primary Partners 17 universities - researchers, academics Primary Partners would include stakeholders who show
Schools and
would hold considerable influence over such. Target groups
Religious Institutions involved could shape the future courses of action

Marginalized Communities - socially and geographically

Ex. Combatants
Youth
WHH (Women Headed Households)
Children
Women
Conflict affected families, People employed in the informal sector

Partners with veto MOJ Partners with veto power include key stakeholders who
ONUR will be directly involved in implementing, overseeing and
power
OR shaping the national action plan. As their views cannot
OMP be ignored or diluted at any stage of action, their
NI interests and influence over proposed work should be
Office for Overseas Sri Lankans given prominence at all times. Regular consultations
TRC with this group including multiple levels of its staff
Parliament, Oversight Committee on Reconciliation members (research, finance, admin, management,
MoFA advisory councils and director boards etc.) is needed at
NePD all levels of implementation. As the initiatives core
Cabinet sub-committee on Reconciliation stakeholders and implementers, this set of partners will
determine the trajectory of action and the sustainment

Power
More
Co-existence Communities
of the same.

Religious Leaders

Less Power
Appendix IV: SWOT Analysis
Strengths Weaknesses
 Presence of human and physical  Slow progress and lack of
resources (both state and non-state) to commitment at some levels to
drive a reconciliation plan. Ex: introducing policy, drafting, and
government officials, trainers, engaging with all stakeholders.
researchers and academics,  Over politicisation of the issue with
international partners. polarised views and actions,
 Presence of statutory bodies such as politicisation of relevant bodies.
ONUR to spearhead social cohesion  Government unwillingness to
and reconciliation, and to sustain collaborate with certain stakeholders
programmes. and international obligations.
 Presence of multiple agencies and  Low prioritisation for reconciliation
government bodies to provide and social cohesion within
adequate checks and balances, government policy and action.
monitor progress and offer inputs.  Bureaucratic and administrative red
Ex: Presidential secretariat, Sri Lanka tape hindering project initiation and
Parliament, related ministries. stakeholder collaboration.
 Presence of international partners and  Delays in funding and programme
INGOs for capacity development, commencement due to external
guidance, and funding for required reasons.
initiatives – Previous experiences  Lack of inclusive decision-making,
with such parties and preferred differences, and competition between
partners. state agencies and between
 Lessons learnt and partnerships built stakeholders.
from previous initiatives, differing  Government policy on
governments, and political parties, Reconciliation is not stable.
and from interactions and catering to  Lack of policy maker understanding
different stakeholders with varying relating to govt’s international
needs. commitments on reconciliation and
 Greater recognition amongst its linkage to development funding.
stakeholders as an official and an  Local reconciliation partners do not
work collaboratively.

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 apex instrument for social cohesion  Lack of specialised staff with up-to-
and reconciliation. date capacities – Human resources
 Lack of or tainted public interest and
perception on social cohesion and
reconciliation.

Opportunities Threats
 Renewed acceptance and  Political volatility and the
involvement of all major political susceptibility to be derailed by
parties in the government and the economic issues.
opposition.  No consensus amongst different
 Renewed commitment of the political parties on the issues on
government to peace and peace and reconciliation.
reconciliation, with a special focus on  Potential risks of changes in
reporting on truth and reconciliation. mandates, ministries, cadre, and
 Support and guidance of the Ministry politicians running the reconciliation
of Justice playing the anchoring role agenda. No policy consistency.
of a permanent line ministry.  Behaviour of extremist groups, fringe
 Wide network of development and minor political parties in the
partners and civil society government and the opposition.
organizations (CSO)  Post-war reconciliation in Sri Lanka
 International oversight and action being a complex issue.
through IOs, treaty bodies and  Difficulty in arriving at acceptable
enforcement mechanisms. political solutions by all communities
 Further relations with the Diaspora within Sri Lanka.
community to spearhead  Creation of further marginalized
programmes, funding and introduce groups resulting in the broadening of
reconciliation centred economic the scope of programs, funding and
activities. efforts needed. Ex: WHH
 Establishment of new social cohesion  Economic precarities affecting social
and reconciliation bodies, public cohesion and reconciliation,
mobilisation initiatives at grassroots reduction of level of priority.
level with greater outreach.

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 The passage of time healing wounds  Reduced confidence in government
of conflict and allowing for a bettered and democratic structures, law
perspective for social cohesion and enforcement and the judiciary.
reconciliation amongst Sri Lankans.
 Coupling social cohesion and
reconciliation with economic
empowerment and growth.
 Existing policies, literature, and
guide documents to attain social
cohesion and reconciliation (ex:
LLRC, CTF reports).

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Appendix V: PEST Analysis
Political Economic
 Democratic state with tested resilience of  Huge loans/ indebtedness
democratic structures  High inflation rate
 Political instability in the country.  Economic disparity among provinces,
 No stable agreement amongst different districts, classes, and communities.
political parties on how to establish the  Major foreign earnings from, tourism,
peace and reconciliation in the country. foreign employment, apparel sector, and
 Foreign affiliations, development plantation sector.
partners with varying programme  Wealth gap between social classes.
priorities.  Cost of living crisis
 Geopolitical tensions affecting domestic
politics and national interests.
 Involvement of Diaspora (Positive and
negative)
 High corruption
Social Technological
 Multi religious and multi-cultural society.  Technology that can affect the way the
 High youth unemployment rate government and key implementers and
 Equality issues in entrepreneurship, stakeholders engage with the community,
employment etc. civil society, and make, distribute, and
 Brain drain and migration of human market activities, programs, and services.
capital.  Technology and communications
 Medicine shortages and shortages of infrastructure, legislation around
essential items and services. technology, consumer access to
 Rising crime rates, threats to the safety of technology, competitor technology and
women and the vulnerable development, emerging technologies,
automation, research, and innovation.
 Digital literacy of the public, particularly
in the rural areas.
 Technological advancements and
innovations are available at national and
local level – both homegrown and
foreign.

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Appendix VI: Definition of Key Terms

Definition of Key Terms

Social Cohesion
Social Cohesion is a process comprising progressively harmonious coexistence between
individuals, groups, and institutions in a society. Some of the essential qualities of such
societies are high levels of trust, a shared vision for the future, and responsive and legitimate
governance institutions, which actively support inclusive economic development. Social
cohesion fosters strong social relations between individuals and societal groups, a positive
emotional connectedness between its members, and a focus on the common good.

Co-existence
Coexistence is a state in which two or more groups are living together while recognizing,
respecting, and valuing their differences (including differences along class, ethnicity, religion,
gender, and political inclination), acknowledging their conflicts, and resolving conflicts non-
violently.

Reconciliation
Reconciliation is the process or outcome of maintaining peace and unity by restoring and
improving relationships fragmented due to conflict, violence, war, and perceived or real
wrongdoing. Strengthening or restoring relationships between individuals and communities
lies at the core of reconciliation. Reconciliation can take place through collective, constructive
debates and discussions and through re-organising existing alliances towards a common goal.

Unity
Unity is a state of acting as one team to achieve a common goal. It requires identifying,
accepting, respecting and valuing differences. Legal frameworks can also support it.

Integration
Integration is a process of bringing together people of different ideas and cultural backgrounds
towards common interests and pursuing common goals. Integration occurs when individuals
can adopt to the cultural norms of the dominant or host culture while maintaining their culture
of origin.

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