ATTACHMENT_J_11__SUCCESS_TPM_Report__Torit_CEC.pdf

THIRD PARTY MONITORING REPORT FOR SYSTEMS

UPHOLDING THE CREDIBILITY AND

CONSTITUTIONALITY OF ELECTIONS IN SOUTH

SUDAN (SUCCESS)

TORIT – CIVIC ENGAGEMENT CENTER

October 2017 This monitoring report was made possible by the support of American People through the United States Agency for International Development (USAID).The contents are the sole responsibility of Management Systems International, a Tetra Tech Company.

ATTACHMENT J.11: SUCCESS TPM Report _Torit CEC

SYSTEMS TO UPHOLD THE

CREDIBILITY AND

CONSTITUTIONALITY OF

ELECTIONS IN SOUTH

SUDAN (SUCCESS)

TORIT – CIVIC ENGAGEMENT CENTER

OCTOBER 2017

Contracted under AID–668–I–13–00001, Task Order One

USAID Monitoring and Evaluation Support Project

DISCLAIMER

This report is made possible by the support of the American people through the United States Agency for International Development (USAID). The contents are the sole responsibility of the Management Systems International, a Tetra Tech Company and do not necessarily reflect the views of USAID or the United States Government.

PROJECT DATA TABLE

Program Name Systems to Uphold the Credibility and Constitutionality of Elections in South Sudan (SUCCESS)

Agreement Information Cooperative Agreement # AID 668-A-13-00004

Office/Region/Country USAID/South Sudan Technical Office: Democracy and Governance

– Juba Southern Sudan

Prime Managing Contractor Democracy International (DI)

Sub-contracting Partners N/A

Key Program Dates SUCCESS beginning and end dates FY2014-FY2018

Monitoring and Verification Provider

Management Systems International (MSI)

TPM Team Members:

Biringwa Baya Walla, TPMV Manager

SUCCESS Mission Site Visits Torit town – Torit Counties

Field Data Collection Dates October 30th to November 3rd 2017.

CONTENTS

CONTENTS

ACRONYMS

EXECUTIVE SUMMARY

Overview of Torit Town Findings

Operation and Management of the CEC Sustainability Plan Sub-grants Attached to CEC Successes and challenges

Conclusions Recommendations

INTRODUCTION

Purpose Background Methodology Scope

FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

Findings

Management of the CEC Sustainability Plan Sub-grants Attached to the CEC Successes and Challenges

Conclusions Recommendations

Annex 1: Monitoring Tool

Annex 2: Photo Table

Annex 3: Map of Torit County

ACRONYMS

ADS Automated Directive Systems

ARCSS Agreement on the Resolution of Conflict in South Sudan

CEC Civic Engagement Center

CEPO Community Empowerment for Progress Organization

CPA Comprehensive Peace Agreement

CPDS Center for Peace and Development Studies, University of Juba

CRN Catholic Radio Network

CSO Civil Society Organization

DG Democracy and Governance

DI Democracy International

FODAG Foundation for Democracy and Accountable Governance

GBV Gender Based Violence

IPs Implementing Partners

IT Information Technology

NGO Non-Governmental Organizations

ONAD Organization for Nonviolence and Development

PIMMI Peace Implementation monitoring Initiative

RRC Relief and Rehabilitation Commission

SSuDEMOP South Sudan Democratic Engagement, Monitoring and Observation Program

SSUNDE Sudanese Network for Democratic Elections

SUCCESS Systems to Uphold the Credibility and Constitutionality of Elections in South Sudan

TPM Third Party Monitoring

TPM&V Third Party Monitoring and Verification

UC User Committee

USAID United States Agency for International Development

EXECUTIVE SUMMARY

The USAID/South Sudan Office of Democracy and Governance (DG) Office commissioned this Third Party Monitoring and Verification (TPM&V) exercise to review the work of the Civic Engagement Center (CEC) project in Torit. The five focus issues identified by USAID were: the operation and management of the CEC; the availability and usage of the Agreement on the Resolution of Conflict in South Sudan (ARCSS); the sustainability of the CEC; the sub-grantees attached to the CEC; and successes and challenges facing the CEC. In addition, the TPM team monitored selected contextual indicators and USAID agency compliance. To understand the CEC activities in Torit, the TPM team conducted interviews with CEC management, beneficiaries, and community leaders. The team also conducted observations supported by photo evidence. The Torit CEC is well managed and effectively providing needed services to Torit communities. A mandatory user Committee (UC) has been formed for the Center, which is equipped with the skills to manage the CEC after Democracy International (DI) support ends. However, the UC still has a lot work to do to implement the sustainability plan. The current CEC activities in Torit have been a success, notably the roundtable conference held to revisit presidential order number RSS/RO/J/17/2015, which directed the return all displaced persons and their cattle from Equatoria to avoid conflict with the farmers.

Overview of Torit Town

Torit Town was the capital of the former Eastern Equatoria State, one of the initial 10 states of the new country of South Sudan. It is located in the southeastern part of South Sudan, close to the international border with the Republic of Uganda, approximately 150 kilometers east of Juba. Torit Town is historically significant to the liberation movement in South Sudan. In 1955, there was a slaughtering of people in Torit during an Equatoria Corps, which came to be known as the Torit Mutiny. The bullet that gave birth to first liberation movement of South Sudan, famously known as “Anyanya,” was fired in Torit.

In July 2017, fighting across Greater Equatoria displaced hundreds of thousands of people, disrupted market activity, and denied humanitarian services to many in need. Insecurity has made road travel outside of Torit Town dangerous, and humanitarian organizations cannot safely access surrounding rural areas. As a result of the conflict, the CEC facility in Torit was closed for six months.

Findings

Operation and Management of the CEC

• The main activities conducted in Torit CEC provide access to information to community members. Torit CEC, in comparison to other CECs, has a low number of users (107 per week).

• Women and men have equitable access to the CEC services, but women represent only 17% of users.

• According to the UC, the most frequent CEC activities include sharing information on peace, peace mediation/dialogues, and interviews to support the peace process, advocacy for women, leadership trainings, civil society-state authority dialogues, and grassroots engagement.

• The Torit CEC is used by NGOs that have no offices in Torit, citizens, church leaders and the business community.

• The Torit CEC has plans and received capacity training for effective management.

• While in Torit, the TPM team confirmed that UC has developed a written plan and schedule of activities.

• The Torit CEC project facility is clearly branded and marked.

Sustainability Plan

• The CEC in Torit has no standalone sustainability plan, but like other CECs, has adopted a sustainability framework as part of the overall strategic plan. The strategy outlines the main outcomes and measures that need to be taken to assure sustainable operations. The main postulates of the sustainability framework are the same and include effective income generation, and colocation with local civil society organizations (CSO) to host them.

• At the time of the TPM visit, the Torit CEC was in a rented house.

• According to CEC management, the local government has expressed willingness to give land for the center. The TPM team was not able to verify the seriousness of this pledge, and the timeframe when this will happen. In addition, TPM discussions with the CEC management revealed that in the event that they are allocated land, CEC would have extreme difficulties pooling cash contributions with CSOs, and it would take a long time to build the facility in the new location.

• The CEC has inspired government officials and local communities to recognize the need to continue the CEC.

• CEC also plans to introduce user fees at the level of 100 SSP ($0.59) per hour of internet usage.

At the time of the field visit, UC was still waiting for the SUCCESS project phase out plan, thus the TPM team was not able to verify the exact period when these fees will be introduced.

• Interviews with selected community members and beneficiaries validate that the community in Torit supports CEC activities.

Sub-grants Attached to CEC

• Although there are four sub-grants implemented in Eastern Equatoria, none of these sub-grantees are linked directly to the Torit CEC.

• The sub-grantee work is coordinated by the University of Juba, and their funding comes from Juba.

Successes and challenges

• The CEC held a roundtable discussion to revisit presidential order number RSS/RO/J/17/2015 directing the return of all displaced persons and their cattle from Equatoria to avoid conflict with the farmers from Greater Equatoria.

• The CEC also received and distributed copies of ARCSS booklets both in Arabic and English.

• Access to CEC services is affected by conflict dynamics which pose a challenge and result in low number of users. Of particular importance is friction between local farmers and displaced cattle keepers from Bor County, related to grazing and farm lands. The war of Sudan People's

Liberation Army (SPLA) and recent conflicts forced cattle keepers from Bor to move to Equatoria.

Conclusions

The TPM Team concluded:

• CEC in Torit is effectively managed.

• Women still face challenges in accessing CEC services despite policy allowing for equal access, as evidenced by low ratio of women users 17% (18 out 107 total users per week).

• The TPM team observed that the Torit CEC project facility is in full compliance with USAID branding and marking requirements as required in ADS 320.

• The CEC in Torit will hardly continue to operate on its own after DI support ends. At this point, the chances for financial viability are very slim, due to a set of factors, the most important being access to and frequency of utilization of CEC internet services.

a. Presuming an average monthly operational cost of approximately 170,000 SSD ($1,000), and the introduction of fees, the most conservative analysis (1h charge per user) reveals that CEC can cover only 25% of its monthly cost.

b. A more optimistic scenario (2h charge per user) could enable potential 50% coverage of monthly cost, which is still insufficient, and presumes that CEC is able to attract clients at the level that was verified by the team (107 clients/week).

• Although there are four DI sub-grants implemented in Eastern Equatoria, none of these sub-grantees are linked to Torit CEC, notwithstanding its capacity to deliver support to CSOs.

These are coordinated by University of Juba, and not the Center.

• The roundtable conference meant to revisit presidential order number RSS/RO/J/17/2015 was successful.

• While success of Torit CEC is notable, the CEC also faces challenges, such as conflict dynamics between the displaced populations and local communities affecting access to CEC services, which has led to a low number of weekly users.

Recommendations

Based on the conclusions, the TPM team recommends the following:

• There is need for additional efforts to narrow gender gaps in participation of females and males at the CEC, including access to CEC services. Specifically, CEC should consider expanding awareness efforts with focus on countering perceptions that the CEC is a male-only facility, and should organize basic personal computer trainings for women.

• Torit CEC should increase its efforts to advance the dialogue with the local government to obtain the land that was pledged by the authorities. A standalone resource mobilization plan should be adopted, with concrete actions on how to secure polled funding to build the new center.

• The UC should start preparing clients for the introduction of subscription and usage fees to assure sustainability after DI support ends.

• The potential support role of CEC vis-à-vis sub-grantees managed by University of Juba needs to be defined. This would assure strength in CSO numbers and enable pooling of operational resources.

• DI should consider a plan to secure transportation to facilitate safe access to CEC in Torit.

INTRODUCTION

Purpose

This report provides data on the implementation of the Community Engagement Center (CEC) project and provides data on agency compliance and selected contextual indicators. The report also includes recommendations.

Background

South Sudan is a young nation at a crossroads. Civil conflict threatens to undermine progress toward a political transition to stability in a country that long suffered the effects of conflict. Deep ethnic divisions, unresolved drivers of conflict, little government accountability to the South Sudanese citizens, and weak civic engagement are major factors of continued violence in South Sudan. Against this background, the Systems to Uphold the Credibility and Constitutionality of Elections in South (SUCCESS) program was conceptualized to assist democratic processes in anticipation of general elections scheduled for 2015. It was hoped, therefore, that through the SUCCESS program, there would be a transfer of knowledge to electoral commissions, constitutional and legislative bodies, political parties, and civil society. Further, the program is intended to promote and consolidate engagement of citizens and civil society in democratic political processes. Originally, SUCCESS had the following three program components:

• Component 1: Increased capacity of South Sudanese institutions to lead processes that citizens accept as legitimate.

o 1.1: Electoral support, o 1.2: Constitutional development, and o 1.3: Conflict mitigation.

• Component 2: Political parties within and outside of power more credibly represent core constituents.

o 2.1: Political party development, o 2.2: Legislative outreach, and o 2.3: Conflict mitigation.

• Component 3: South Sudanese citizens more aware of and involved in political processes.

o 3.1: Civil society advocacy support and capacity development, o 3.2: Civic education, and o 3.3: Conflict mitigation.

However, because of the increased violence in the country, USAID placed program objectives 1 and 2 on hold. Consequently, the current overall goal is to empower South Sudanese citizens to contribute to inclusive peace, increased government accountability to the general public, and national cohesion. Based on this rationale, the current development hypothesis for the SUCCESS program states: “If South Sudanese CSOs and citizens are provided with the knowledge and capacity to constructively engage in political processes (including peace implementation) based on key issues of interest to South Sudanese, then South Sudanese citizens will be more empowered and engaged in political processes (including peace building efforts), hence holding democratic stakeholders accountable for good governance and peace implementation.”

This hypothesis suggests SUCCESS program targets two main beneficiaries: South Sudanese citizens and South Sudanese CSOs, meaning that the SUCCESS program mainly focuses on participation and political processes in the country.

Methodology

To prepare for the field visit the Third Party Monitors (TPMs) reviewed the monitoring and evaluation plan for the SUCCESS program and program reports. During the monitoring and verification exercise, the TPM team interviewed the CEC management team, members of CEC UC, and selected community members in Torit. The TPM team also observed the CEC and provided photo verification. The primary data was collected using Fulcrum application software loaded on Galaxy J4 smartphones. Both qualitative and quantitative data analyses were applied. Excel was used to aid quantitative data analysis.

Qualitative data was analyzed using data reduction, display, conclusion drawing and verification. Data was condensed for the sake of manageability and transposed to analyze the issues emerging from the data.

Scope

The SUCCESS program was launched in October 2013. But since then the USAID/South Sudan Democracy and Governance (DG) Team has not been able to monitor the implementation of the program due to travel restrictions related to insecurity. Thus, USAID South Sudan DG Team would like to verify how the CEC is managed; what sub-grants are being implemented; what are the success and challenges that face CECs; and if the program compiles with ADS 320 branding requirements. This report was commissioned by the USAID Program Office at the request of DG technical team.

FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

Findings

Management of the CEC

The CEC in Torit has essential capacity to be managed beyond the life of SUCCESS. The CEC manager reported that the UC for Torit CEC was formed on July 3, 2017, and is composed of 11 members, 8 men and 3 women. According to the CEC manager, the three female members in the committee hold the positions of Chair, Deputy Secretary and a Member. The CEC manager explained that DI has trained the UC on how to manage the CEC, and that the UC has developed a two-year (2017 – 2018) strategic plan.

As policy, Torit CEC provides for equitable access to women and men to CEC services.

However, women still face challenges accessing CEC services. For example, culturally, married women need permission from their husbands to attend functions outside home, which is often denied. However, to address this gap, Torit CEC has planned specific activities for women. The CEC planned monthly women’s consultation forums. In addition, women are participating in decision making, as the current UC chairperson is female. Photo #1 in annex 2 shows CEC beneficiaries inside the internet room.

Torit CEC project facility is branded and marked. (See photo #2 Annex 2). According to the CEC manager, Torit CEC shares information using radio and invites government officials, the business community and other influential people to CEC functions. Usually, government officials give press conferences at the end of these functions to inform citizens. This has led to the Torit CEC’s recognition and cooperation with the local radio station.

Main activities in the CEC include sharing information on peace, peace mediation/dialogues, interviews to support the peace process, advocacy for women, leadership training, civil society-state dialogues, and grassroots information sharing and engagement. According to the CEC manager, there are four main categories of CEC users: NGOs that have no offices in Torit, citizens, church leaders, and the business community. During the TPM visit in December 2017, the TPM team was able to verify and validate 107 CEC users were recorded. Of the 107 users, 18 were female and 89 were male. The Torit CEC was officially opened to public use in in June 2016. However, due to insecurity in Torit, the center was closed in July 2016 but opened again in June 2017. The UC has developed a plan and schedule of activities. All the activities were implemented.

The main activities include daily supervision of the center, weekly meetings, advocacy and mobilization of the general public to support the center, and roundtable discussions.

Sustainability Plan

Torit CEC is currently in a rented house. The Torit CEC has no standalone sustainability plan, but has adopted a sustainability framework as part of their strategic plan. The main postulates of sustainability are effective income generation, and colocation with CSOs. In a meeting with the UC and the CEC manager, the TPM team verified that the CEC has developed a sustainability approach mainly focused on introduction of user fees. In addition, the government has expressed willingness to give land for the center. TPMs could not assess the timeframe when this may happen. In the meantime, the UC intends to relocate to another central location. The center, however, needs renovation, and for this purpose it needs to pool funding with other CSO partners. Photo #3 annex 2 shows limited space from which CSOs operate within Torit CEC.

The CEC has inspired government officials and local communities to recognize the need to continue the CEC. Meeting with government officials and community leaders in Torit revealed that both the community and government support the continuity of the CEC. In the views of both the community and government leaders, the CEC is a resource center for accessing information and as well for education. Specifically, the community leaders and government recognized and appreciated the monthly forums.

Sub-grants Attached to the CEC

Although there are four sub-grants implemented in Eastern Equatoria, none the sub-grantees are linked to Torit CEC. The sub-grantees include Sudanese Network for Democratic Elections (SSUNDE) and Foundation for Democracy and Accountable Governance (FODAG) funded for Torit while SudaMop and Organization for Nonviolence and Development (ONAD) funded for Torit.

The NGOs have peace monitors on ground. These sub-grantees conduct the Peace Implementation Monitoring Initiative (PIMI). The Peace Implementation Monitoring Initiative activities are comprised of efforts related to peace building, advocacy, governance and democracy, and are these are coordinated through the Center for Peace and Development Studies (CPDS) University of Juba.

Successes and Challenges

The CEC held a roundtable conference to revisit presidential order number RSS/RO/J/17/2015 directing return all displaced persons and their cattle from Equatoria to avoid conflict with the farmers from Greater Equatoria.

On September 5th – 7th 2017, South Sudan Development Agency (SSDA), with support from SUCCESS, conducted a roundtable discussion entitled, “Approaches to Conflict Resolution among the Nomadic Settlers and Indigenous Farmers in Greater Magwi County.” The roundtable brought together state government officials (mainly members of state parliament), commissions, CSOs, church leaders, youth, elders, women leaders, and media. The purpose of the roundtable conference was to revisit Presidential Order number RSS/RO/J/17/2015 to return all displaced persons and their cattle from Equatoria to avoid conflict with the farmers from Greater Equatoria. After discussions, the state parliamentarians held a press conference at the CEC. The MPs were charged with the responsibility to share the resolutions with the Council of States in Juba and to follow up. There had been no proper follow up with the similar previous decrees of the President in 2015. Consequently, the Council of States acted on the call by the community and urged the President to issue another order [RSS/RO/3/25/2017] on October 23rd 2017 for the removal of all displaced cattle camps from Greater Equatoria. The CEC manager quoted the Honorable Aventore Billal, who said “it was pressure from us [the state government] as we tried to follow up the resolutions” made at the CEC. He further said that, “a committee is being formed in Juba to oversee the [implementation] process and we at the state have to form our own committee to ensure that this order [from the president] is implemented.”

While success of Torit CEC is notable, the CEC also faces staffing challenges. The center has only one staff member. As a result, the CEC manager in Torit could not attend state coordination meetings. Lack of means of transportation for the CEC manager is also another setback to attending to official government and humanitarian functions.

Conflict and friction between local farmers and displaced cattle keepers from Bor pose a challenge to accessing CEC services. During the SPLA war and even in recent conflicts, cattle keepers from Bor moved to Equatoria, escaping for their lives and safety of their cattle. While in Equatoria, conflict erupted between farmers and cattle keepers regarding grazing land and farm lands.

Cattle keepers resisted return to places of origin despite negotiations attempts. A presidential order was issued for the displaced population to return to Bor.

The CEC distributed copies of ARCSS booklets both in Arabic and English. This includes pictorial wall chart copies of the ARCSS. Distribution of the ARCSS booklets and pictorials was conducted at the CEC.

Conclusions

CEC in Torit is effectively managed. CEC has appropriate human resources, management capacity and plans in place to keep the same standard of operations.

Women still face challenges in accessing CEC services despite policy allowing for equal access, as evidenced by low ratio of women users 17% (18/107 per week). Gender differences, especially women’s engagement and accessibility, are difficult due to cultural reasons. In Torit, married women are not usually allowed to be out of the home, thus limiting the participation of women.

CEC compliant with USAID branding and marking. The TPM team observed that the Torit CEC project facility is in full compliance with USAID branding and marking requirements as required in ADS 320.

The Torit CEC will hardly continue to operate on its own after DI support ends. At this point, the chances for financial viability are very slim, due to a set of factors, the most important being access to CEC and frequency of utilization of CEC internet services.

The TPM team did a quick analysis of financial sustainability of the CEC, taking into account the proposed fee of 100 SSP per hour of use, and average number of users during one week. The two scenarios presented below, presume a minimum of one hour and a maximum of two hours of usage per person/per day, and account for a weekly total of 107 users as verified by the TPM team.

TABLE 1: ANALYSIS OF FINANCIAL SUSTAINABILITY OF THE CEC

Torit CEC projections Fee Users/Week Weekly revenues Monthly revenues

Potential coverage of cost

Min (1h/user) 100 107 10,700 42,800 25%

Max (2h/user) 200 107 21,400 85,600 50%

CEC is able provide further complementary support to DI sub-grantees even though not directly linked. Although there are four DI sub-grants implemented in Eastern Equatoria, none of these sub-grantees are linked to Torit CEC, notwithstanding its capacity to deliver support to CSO.

These are coordinated by University of Juba, and not the CEC.

The roundtable conference meant to revisit presidential order number RSS/RO/J/17/2015 was successful. The Roundtable conference meant to revisit presidential order number RSS/RO/J/17/2015 directing return of all displaced persons and their cattle from Equatoria to avoid conflict with the farmers from Greater Equatoria was an important success. This discussion was followed up by participants and members of Parliament and thus prompted another presidential order directing return of all displaced persons and their cattle from Equatoria.

CEC still faces challenges, most notably the effect of local conflict on access to CEC services. While the success of Torit CEC is notable, access to CEC services is still affected by local conflict and friction among local and displaced population, as evidenced by low number of weekly users.

Recommendations

Based on the conclusions, the TPM team recommends the following:

There is need for additional efforts to narrow gender gaps in equal participation of females and males at the CEC, including access to CEC services. Specifically, CEC should consider expanding awareness efforts with focus on countering perceptions that the CEC is a male-only facility and organize basic personal computer trainings for women.

CEC should increase its efforts to advance the dialogue with the local government to obtain the land that was pledged by the authorities. A standalone resource mobilization plan should be adopted, with concrete actions on how to secure polled funding to build the new center.

The UC should start preparing clients for the introduction of subscription and usage fees to assure sustainability after DI project ends.

The potential support role of CEC vis-à-vis sub-grantees managed by University of Juba needs to be defined. This would assure strength in CSO numbers and enable pooling of operational resources.

DI should consider a plan to secure transportation to facilitate safe access to CEC in Torit.

ANNEX 1: MONITORING TOOL

S/N Data points Answer Type Means of Verification Data Source

Basic Data State Dropdown M Observation County Dropdown M Observation Town Dropdown M Observation Name of the CSO Text Interview Main area of activity Text Interview/Review GPS Integer Photo evidence

Question 1: Are the CECs functional and effectively managed that will result to sustainability of the CECs?

Functionality

1 Is the CES functional? Y/N Observation/Interview CSO staff 2 If yes, skip to question 4. If no, why this facility is not functional? Text Interview CSO staff 3 How long has this CEC been nonfunctional? And end interview. Integer Interview CSO staff Management 4 Is there user committee formed for this CEC facility? Y/N Interview CSO staff 5 How many members form user committee? Integer Interview/Review CSO staff & Minutes 6 Does user committee have Terms of Reference? Y/N Interview/Review CSO staff & ToR doc 7 Is CEC user committee members trained? Y/N Interview/Review CSO staff & minutes 8 Which organization facilitated training of CEC user committees? Text Interview CSO staff 10 What are the main topics covered in the training? Text Interview/Review CSO staff & minutes 11 If no, check with IP why user committee members were not trained? Text Interview IP representative Management Effectiveness

12 Does user committee have a written plan of activities? Text Interview/Review CSO staff & activity plan

13 What activities has user committee planned to implement? Text/integer Interview/Review CSO staff & minutes 14 What activities did user committee implement? Text/integer Interview/Review CSO staff & minutes 15 If none of the activities planned were implemented, explain why? Text Interview CSO staff & minutes Ownership CEC land and building and Sustainability of the activities

16 What is the status of CEC building?

MC

1. Owned

2. Rented

3. Others specify

Interview/Review

CSO staff & documents e.g.

ownership papers, rent contracts

17 Does user committee have sustainability plan this CEC? Y/N Interview/Review CSO staff & plan document

If yes, check the following 4 sustainability indicators. If no, skip to question 19.

1. Vision statement that clearly states what CEC wants to sustain,

2. Written strategic finance plan,

3. Written sustainability document with plan of action,

4. Community/government support

Y/N Interview/Review CSO staff & project document

Community support 19 Do you have any idea of what activities take place at the CEC? Y/N Interview Opinion leader 20 If yes, do you support these activities? Text Interview Opinion leader 21 If no, where do you think is the problem? Text Interview Opinion leader 22 In your opinion, are the activities good for your community? Text Interview Opinion leader 23 If yes, why. And if no, why? Interview Opinion leader

Question 2: How are the CEC used?

24 Is the CEC being used at the moment? Yes/No Observations CSO staff & TPM 25 If no, why is the CEC not being used? Text Interview CSO staff

26 If yes, who uses the CEC? Text Interview/observations CSO staff /observations

27 What kind of activities takes place at the CEC? Text/Integer Interview CSO staff Question 3: What sub-grantees being implemented by the CECs?

28 Are there sub-grant project being implemented at this CEC? Yes/No Interview CSO staff 29 If no, Confirm with project IP to know why? Text Interview IP representative 30 If yes, what sub-grant project is being implemented at this CEC? Text/Integer Interview CSO staff 31 Which sub-grantee is implementing the sub-grant at the CEC? Text Interview CSO staff 32 If yes list activities implemented at the CEC? Text/integer Interview/Review CSO staff

Question 4: What are success stories or/and challenges CECs face?

33 Is there any success story if any documented about this CEC? Yes/No Interview CSO staff 34 If yes, what is the success story all about? Text Interview CSO staff

35 Are there any challenges facing this CEC? Yes/No Interview CSO staff 36 If yes, list the challenges facing the CEC? Text Interview CSO staff 37 Is there any strategy to manage the challenges? Text Interview CSO staff 38 If yes, explain how challenges are being managed at the CEC? Text Interview CSO staff

Question 5: Are copies of ARCSS distributed at the CECs?

39 Did this CEC receive any copies of ARCSS? YES/NO Interview CSO staff

40 If no, were you informed when ARCSS copies will be delivered to this CEC? Integer Interview CSO staff

41 If no to question xx, end of the questions CSO staff 42 If yes how many copies were delivered to the CEC? Integer Interview CSO staff 43 Of the copies delivered, did CEC give copies its beneficiaries? Yes/No Interview CSO staff 44 If yes how many copies of ARCSS were given out to beneficiaries? Integer Interview CSO staff 45 How many copies of ARCSS still remain at the CEC? Integer Interview CSO staff Agency Compliance Gender 46 How do project activities address gender gaps? Text Interview IP representative 47 What practical steps are being taken to empower women? Text Interview and review. IP representative 48 Do women and men had equitable access to services? Text Observation TPM 49 Do women participate in decision making? Text Interview/Spot check IP representative 50 If yes, explain how? Text Interview IP representative 51 If no, explain how? Text Interview IP representative Branding and Marking 52 Is the project facility branded and marked? Text Interview/observation IP representative 53 If no, why is the project not branded and marked? Text Interview IP representative

54 What are other means of publicizing the success of the project?

Radio, TV, News Paper, Social media, Others (please note)

Interview IP representative

55 If social media is used as means of publicizing project success, what specific social media is used?

Website, Tweeter, Facebook, Online forums, Others (please, note)

Interview IP representative

56 Has conflict recently affected this project site/area? Y/N Interview IP representative

57 How has conflict or tense social dynamics affected service delivery? (can check more than 1)

Ability of school staff to work or get to work, Access of project service, Others (please, note)

Interview IP representative

58 Tell me about any effects this project has on reducing conflict in this area? Text Interview IP representative

59 Do you feel safe working at this project site? Y/N Interview

IP

representative/Comm unity member

60 If yes, why? And if no why? Text Interview

IP

representative/commu nity member

61 What are the available staple foods in the market?

Maize/sorghum grain/flour Legumes (local beans/janjaro/cow peas etc) Groundnuts or sesame Greens Meat (chicken or beef) Oil (including locally processed oil)

Interview/ Observation

Opinion leader & observation at the nearest market in the area

62 What is the main source(s) of livelihood for this community?

Farming, Cattle keeping, Fishing, Petty trade, Others (please, note)

Interview IP representative/ Opinion leader

ANNEX 2: PHOTO TABLE

CEC beneficiaries accessing internet service

Torit CEC sign-board

Working space allocated for CSOs inside Torit CEC

ANNEX 3: MAP OF TORIT COUNTY