Conflict Sensitivity Checklist for
Kosovo-based Development and Peace Practitioners

Welcome to the Conflict Sensitivity Checklist

Enhance the effectiveness of your projects and mitigate unintended consequences with our Checklist designed to integrate a conflict and prevention lens into your project planning and execution. Whether you’re designing, implementing, or evaluating a project in Kosovo1, this Checklist is a valuable tool.

Conflict sensitivity theory recognizes that conflict can exist in political, economic, and social realms even in non-violent forms. Institutions, laws, and rules play a crucial role in managing conflicts peacefully, contributing to the conditions for sustained peace. At the same time, weak structures, non-inclusive governance, societal divisions, and inequalities may undermine social cohesion, potentially leading to grievances.

Our Checklist helps you navigate conflict sensitivity theory in the Kosovo context, helping you build a better understanding of your project’s potential impact. Assess how your planned engagement might influence the Kosovo context, and take proactive steps to address risks or leverage opportunities. It’s about more than conflict; it’s about understanding and managing the dynamics of your project environment.

What is it? The Checklist empowers Kosovo-based peace and development practitioners to identify crisis and fragility risks in the Kosovo context, focusing on the most vulnerable groups and non-majority communities, with a view to making projects more effective, have them actively contribute to sustained peace, and less prone to inadvertent negative fallouts.

Here’s how the Checklist can benefit you:

  • Deepen your understanding of measures, practices, and tools to integrate a conflict prevention, fragility, peace responsiveness and resilience lens into your projects.
  • Gain insights from best practices, local and global evidence.
  • Learn how to address challenges through prevention, social mobilisation, rigorous assessments, and gender-responsive programming.

Who is it For? Tailored for Kosovo-based practitioners in development and peace, if you’re working on youth empowerment, social cohesion, gender inclusivity, or sustaining peace, this Checklist can serve as a useful complement to existing organizational policies.

How does this Tool Work? Our Checklist covers six key areas: Organization and Staff; Contextual Analysis; Strategy; Programme Planning; Programme Implementation; Monitoring, Evaluation, and Learning. Check your understanding by answering prompts with a simple yes/no, and the site will generate a custom-tailored response that can inform your projects. Filling out the checklist should take between five to fifteen minutes, depending on your pre-existing level of knowledge.

Who Developed this Tool? Developed by the UN Development Coordinator’s Office in Kosovo with support from the United Nations Peacebuilding Support Office. We are grateful for valuable feedback from the World Bank, UN Mission in Kosovo, OSCE Mission in Kosovo.

We’re a work in progress, and your feedback is crucial. We would also love to hear examples of conflict sensitivity from your work! shpend.qamili@un.org and Adrian.prenkaj@un.org

Background Kosovo has achieved significant progress in democratization, economic growth, and effective governance. Despite these advancements, it grapples with persistent challenges, including low employment, gender inequity, social disparities, and unresolved conflict legacies. Institutional weaknesses in the rule of law area are also a factor. Kosovo’s unresolved status, characterized by fragile ethnic relations, lingering conflict legacies and geopolitical uncertainty, acts as a driver of conflict. Additionally, economic and political disenfranchisement, especially among the youth, further contributes to these challenges. However, Kosovo possesses sources of resilience. The international community serves as a powerful guarantor of stability, while the strength of young people and women emerges as significant factors of democratic resilience. Moreover, the growing domestic private sector acts as a driver of stability and economic integration. For a deeper understanding of the Kosovo context from a UN perspective, explore UNKT’s Common Kosovo Analysis.

Our Checklist aids practitioners in reviewing their projects with a view to identifying risks and opportunities associated with these complex factors.

Conflict Sensitivity Checklist

Organization and Staff
Contextual Analysis
Strategy
Programme Planning
Programme Implementation
Monitoring, Evaluation and Learning

I am able to explain what conflict sensitivity is and why it is important to my organization.

My organization has policy and guidance on conflict sensitivity, including practical tools to integrate conflict sensitivity into programming.

My organization holds managers and staff accountable for implementing projects in a conflict sensitive way.

My organization has recently conducted a conflict sensitivity self-assessment.

My organization’s contracted local partners have carried out conflict sensitivity self-assessments.

The composition of local staff of my organization sufficiently reflects local demographics.

My organization has gender balance among staff.

All staff in my organization—including leadership and management—have completed training in conflict sensitivity.

My organization has policies and guidance on reaching the most marginalized and vulnerable populations through programming.

My organization has partnerships with, and maintains an updated mapping of, local organizations active in the field of peacebuilding, non-majority and/or marginalized communities, youth and women.

My organization has a common understanding of key terms and concepts relating to peacebuilding, fragility, inclusivity, gender and marginalized communities.

My organization has policies and guidance on gender equality such as gender equality strategies and tools for gender mainstreaming.

My organization conducts a comprehensive context-wide situation analysis.

My organization has in place mechanisms for the meaningful participation of a diversity of local stakeholders in data collection, data analysis and validation of analytical findings.

In the selection of key informants and participants in primary data collection, my organization considers identity groups, grievances, vulnerability, disability and reflects a gender balance.

My organization has feedback loop mechanisms in place to obtain contextual data and regularly update its situation analysis and household surveys.

My organization disaggregates all contextual data by gender, age, identity group, geography, and so on.

My organization identifies gaps to investigate how various circumstances—including discrimination and inequality–intersect to create inequality in access to basic opportunities.

My organization considers digital technologies as low-cost ways to collect and analyze data and engage left-behind communities through the work of volunteers and community groups.

Organizational strategy in my organization prioritizes reaching the most marginalized and vulnerable groups, including those most often left out of programming.

Strategic priorities in my organization seek to directly and positively affect at least one key driver of conflict.

My organization’s strategic priorities have been selected to influence the change at societal-level that we ultimately seek.

Strategic priorities in my organization are sequenced and indicate which conflict factors are most likely to change first and trigger positive change.

My organization’s strategy considers the achievement of impact-level change as well as how to protect this gain from negative impacts of conflict and fragility.

My organization’s strategy contains multidimensional/multi-sectoral outcomes to help incentivize programming that enhances humanitarian-development-peace coherence.

My organization’s strategy has been developed based upon meaningful participation of, and consultation with, all identity groups and vulnerable communities, as well as implementing partners.

My organization’s strategic indicators are qualitative and quantitative, disaggregated by sex and age, but also by geography and other key factors.

My organization’s strategy provides for appropriate resourcing to empower leadership for cost-effective coordination across the humanitarian, development and peace platforms and programmes.

My organization’s strategy considers a diversity of interlocutors, champions and allies and seeks to empower them to engage on key programming issues that relate to marginalization, discrimination, conflict and fragility.

My organization’s strategy has explored strengthening civic engagement of formal and informal groups in marginalized situations.

Programme planning in my organization is based upon meaningful consultation with stakeholders—from vulnerable communities, diverse identity groups, youth, children.

My programme’s theory of change is developed collaboratively with stakeholders, is realistic, and is based upon evidence of effective approaches in similar contexts.

My programme’s theory of change explains “how” and “why”, and explicitly lays out assumptions about which actions will reach the most vulnerable, will address conflict drivers and fragility risks and will achieve the necessary societal level change and the necessary conditions.

If my programme includes a peacebuilding theory of change and outcomes, they link change at the individual level with change at the societal or socio-political level.

Indicators in my programme measure change in key drivers of marginalization, conflict, fragility, inequality or peace.

Indicators are used to measure the conflict sensitivity of my organization and programme.

My programme establishes a mechanism connecting feedback through data collection and analysis to management decision-making.

My organization has established an internal and external communications strategy that uses easy-to-understand and conflict sensitive messages for my project or programme.

My organization uses digital platforms and tools to enhance inclusivity, reach marginalized groups, and support programming advancing mutual understanding and cooperation between identity groups.

My programme integrates approaches that strengthens inter-group trust and social cohesion (i.e. reduces the risk of violence and conflict) even if peacebuilding is a secondary objective.

My organization partners with representatives from marginalized communities, women and youth, and all identity groups to design and manage its Monitoring, Evaluation and Learning systems.

The monitoring system in my organization collects data not just among the targeted population or geographical area, but also among non-targeted populations (i.e. control groups) with comparable characteristics.

My organization has in place knowledge management and learning platforms that support community-led efforts or involve key partners to capture and distill evidence and learning in order to inform the design and implementation of similar initiatives.