ATTACHMENT_J_13__SUCCESS_TPM_Report__Aweil_CEC.pdf

THIRD PARTY MONITORING

REPORT OF THE SUCCESS PROGRAM

CIVIC ENGAGEMENT CENTER IN AWEIL

October 2017 This monitoring report was prepared for review by the United States Agency for International Development (USAID). The contents of this evaluation are the sole responsibility of Management Systems International, a Tetra Tech Company.

ATTACHMENT J . 13 : SUCCESS TPM Report _Aweil CECT _Aweil CEC

THIRD PARTY MONITORING

REPORT OF THE SUCCESS

PROGRAM

Civic Engagement Center in Aweil

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 views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development 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, South 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, Manager Mike Salla, M&E Officer Kiden Sarah, M&E Officer

SUCCESS Mission Site Visits Aweil town - Aweil Center Counties

Field Data Collection Dates September 23rd to September 25th 2017

CONTENTS

CONTENTS

ACRONYMS

EXECUTIVE SUMMARY

Overview of Aweil Town Findings

Operation and Management of Civic Engagement Center Sustainability Plan Sub-grants Attached to CEC Success and Challenges Availability and usage of ARCSS

Conclusions Recommendations

INTRODUCTION

Purpose Background Methodology Scope

FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

Findings

Operation and Management of the Civic Engagement Center Sustainability Plan Sub-grants Attached to the CEC Success and challenges Availability and usage of ARCSS

Conclusions Recommendations

Annex 1: Monitoring Tool

Annex 2: Photo Table

Annex 3: Map of Aweil County

ACRONYMS

ADS Automated Directive Systems

ARCSS Agreement on the Resolution of Conflict in South Sudan

AWON Aweil Women Network

CEC Civic Engagement Center

CEPO Community Empowerment for Progress Organization

CPA Comprehensive Peace Agreement

CRN Catholic Radio Network

CSO Civil Society Organization

DG Democracy and Governance

DI Democracy International

GBV Gender Based Violence

IPs Implementing Partners

IT Information Technology

MESP Monitoring and Evaluation Support Project

NGO Non-Governmental Organizations

RRC Relief and Rehabilitation Commission

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) commissioned this Third Party Monitoring and Verification (TPM&V) exercise to monitor the Civic Engagement Center (CEC) project in Aweil. The five focus issues considered were: the operation and management of the CEC; the availability and usage of the ARCSS; the sustainability of the CEC; the sub-grants attached to the CEC;

and success and challenges facing the CEC. In addition, the TPM team monitored selected contextual indicators and USAID agency branding compliance. To understand the CEC activities in Aweil, the TPM team conducted interviews with CEC management, beneficiaries, and community leaders. The team also conducted observations supported by photo evidence.

In general Aweil CEC was observed to be effectively managed and is providing needed services to Aweil communities. A user committee (UC) has been formed for the Center and is equipped with all the skills necessary to shoulder management responsibilities of the center. However, much work needs to be done if the CEC sustainability plan is to be achieved. The current CEC activities in Aweil have been a success, especially with regard to reclaiming university land that was illegitimately taken from the community.

Overview of Aweil Town

Located in the Bahr El-Ghazel region, Aweil is the capital of the current Aweil state, one of the 32 states recently formed in South Sudan. Aweil is located in northwestern South Sudan, near the international border with the Republic of Sudan. This location is about 800 kilometers northwest of Juba. Since the adoption of the Comprehensive Peace Agreement (CPA), both Aweil and the entire former Northern Bahr El-Ghazel have not been affected by the ongoing fighting. Socially and economically vibrant, Aweil is one of the most peaceful cities within South Sudan. Peace within the region has provided an economic boost.

Findings

Operation and Management of Civic Engagement Center

• One of the objectives of Civic Engagement is to engage CSOs, which in turn will engage the community.

• To effectively manage the Aweil CEC, the CEC manager and members of user committee reported that a UC had been formed.

• Based on the policy of Aweil CEC, women and men have equal access to the CEC services.

• Talking to UC members, it was clear that nearly all groups of the Aweil community utilize CEC resources.

• The CEC beneficiaries interviewed agree that the CEC shares information not only on peace, but also on other important issues that affect the community.

• Based on TPM observations, the Aweil CEC project facility is visibly branded and marked.

Sustainability Plan

• The CEC in Aweil has no standalone sustainability plan, but like other CECs adopted a sustainability framework as part of the overall strategic plan. 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.

• Aweil CEC is still located in a rented house.

• 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 TMP team was not able to verify the exact period when these fees will be introduced.

• The TPM team confirmed community support for the Aweil CEC.

Sub-grants Attached to CEC

• There are no sub-grantees linked to the Aweil CEC.

Success and Challenges

• The Aweil CEC documented success stories of issues resolved through dialogues organized by the center.

o University land was recovered through the activities of Aweil CEC. State government grabbed the land and sold it to a local business man. Through CSOs, this issue was brought to the attention of the state authorities and was resolved.

o CSOs also reported getting funding through use of online internet searches from the center.

o Two male students applied for and received scholarships to study in China through internet searches at the CEC.

o Recently, one security guard got Job a job with World Vision (WI) as a farmer field assistant by applying online from the center o Aweil Women’s Network (AWON) was formed through the Center after conducting series of meetings organized at the center.

• The main challenges of the CEC include:

o Limited number of computers and frequent generator breakdowns were cited by UC as problems. To mitigate the challenges, UC members explained, there is need to have more computers because eight (8) computers are insufficient to address the demand by users at one time.

o Current CEC generator is faulty. UC recommends solar energy solutions.

Availability and usage of ARCSS

Aweil CEC received copies of ARCSS booklets both in Arabic and in English.

Conclusions

Based on the findings, TPM team concludes the following:

• The objective of the CEC to engage CSOs to in turn engage the community is successful in

Aweil.

• Management of the Aweil CEC is effective with the UC formed and trained in resource mobilization and conflict resolution.

• While it is true that Aweil CEC has a policy in place for equal access to CEC services for women and men, this policy has not been realized. Much effort is still required to address these gaps.

• Aweil CEC is compliant with USAID policy on branding and marking as stipulated in ADS 201.

• Aweil CEC may become sustainable if the CEC’s strategic finance plan is achieved. A set of factors will determine the sustainable operations of CEC. Notwithstanding the need for colocation with CSOs, the most important factor is the frequency of utilization of CEC internet services.

o 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 around 60% of its monthly cost.

o A more optimistic scenario (2h charge per user) could enable potential 120% coverage of monthly cost, presuming that CEC is able to attract clients at the level that was verified by the team (253 clients/per week).

• Lack of consistent power supply and dependency on rented generator poses a challenge for the overall operation of CEC.

• Despite the success of Aweil CEC, the center still faces some challenges, including `the limited number of computers and frequent generator breakdown.

Recommendations

• The Aweil CEC should increase its efforts to ensure that the gender equity policy is implemented, especially in regards to women’s participation and access to CEC services. The introduction of a weekly women’s meeting should be explored.

• In addition to a subscription fee for internet users, the Aweil CEC should consider other sources of income-generating business such as retail shop attached to the CEC. Aweil has an opportunity to open and operate a cafeteria, like Yambio CEC.

• To resolve the issue of frequent generator breakdowns, solar energy should be pursued as an alternative.

INTRODUCTION

Purpose

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

Background

South Sudan is a young nation at a serious crossroads. Civil war threatens to undermine progress toward political accommodation and stability in a country that has long suffered the effects of conflict. Deep ethnic divisions, unresolved drivers of conflict, little government accountability to South Sudanese citizens, and weak civic engagement are important factors with regard to continuing violence in the country. Against this background, the Systems to Uphold the Credibility and Constitutionality of Elections in South (SUCCESS) program was conceptualized. The original goal of the project was to assist democratic processes in anticipation of general elections scheduled for 2015.

It was hoped therefore, that the SUCCESS program would help transfer relevant knowledge to several levels of government and society, including the electoral commission; constitutional and legislative bodies; political parties; and civil society. Further, the program intended to promote and consolidate engagement of citizens and civil society in democratic political processes. Originally, the

SUCCESS program 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 in and out of power would more credibly represent 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 the SUCCESS program objectives 1 and 2 on hold. Consequently, the current goal is to empower South Sudanese citizens to contribute to inclusive peace, increased government accountability to the 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 civil society organizations (CSOs), mainly focusing on political processes in the country.

Methodology

To prepare for the field visit, the Monitoring and Evaluation Support Project (MESP) 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 the CEC user committee, and selected members of the community in Awiel. The TPM team also conducted observations of the CEC supported by photo evidence. 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, drawing of conclusions, and verification. Data was condensed for the sake of manageability and transposed for clarity and better understanding.

Scope

The SUCCESS program was launched in October 2013 but the USAID/South Sudan Democracy and Governance (DG) Team has not been able to monitor implementation of the program due to security limitations. Thus the DG Team wanted to verify and understand: how the CEC is managed; the sub-grants being implemented; the successes and challenges that face CECs; and if the program is compliant with ADS 201 requirements. This report was commissioned by Program Office at the request of DG technical team.

FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

Findings

Operation and Management of the Civic Engagement Center

One of the objectives of the CEC is to engage CSOs, which in turn will engage the community. In Aweil, this means advocating for issues that the citizens care about, such as good governance, stability, and public services.

To make management of the Aweil CEC effective, the CEC manager reported that a UC has been formed. In a meeting with UC members, the TPM Team verified that out the 9 UC members, 3 are female (photo 1, annex 2 shows a UC meeting). Two female UC members hold executive roles as deputy chairperson and treasurer. According to the CEC manager, on average, the Aweil CEC receives 253 visitors per week (24 female and 229 male). In addition to the terms of reference guide the work of the UC in Aweil, UC members are also trained to effectively manage the CEC. Specifically, DI trained the Aweil UC management group in project cycle management, financial management, conflict resolution, and resource mobilization. The TPM Team also noted that Aweil CEC management is able to trace all CEC users through CEC a logbook in which all user register before accessing CEC services. This measure also serves the purpose of tracing users with criminal behaviors.

Based on the Aweil CEC policy, women and men have equitable access to the CEC services. The UC members confirmed women are allocated time to access the internet. The UC also ensures that at least 50% of participants invited for CSO meetings are women. However, low levels of education and family responsibilities limit the participation of women. According to the CEC manager, women’s participation is lowest during cultivation season. For example, in the week of Oct 28, 2017, only 24 women (out of 253 visitors) were recorded. To address the gender gaps, the CEC manager explained, women’s activities are prioritized, which means encouraging activities that involve women such as monthly women forums. Partner CSOs also design programs that encourage women’s participation. While meeting with the UC, it was clear that women participate in decision-making process of the CEC. To ensure women’s participation in decision making, women hold three of nine UC positions, as mentioned above.

Talking to UC members, it was clear that nearly all groups within the Aweil community have access to the CEC. Together with CEC management, the UC has set rules and regulations to guide the usage of resources in the center. In line with the rules and policies, no weapons or uniformed personnel are allowed in the CEC, unless they are in plain clothes. Further procedures include allocation of time for each CEC user to provide space for other users. Also, the UC allocates time on different dates for CSOs in the CEC. The TPM observed that the Aweil CEC is open to CSOs and to the public.

Although the Aweil CEC is mainly used by CSOs, youth and students, the TPM team also verified that the center receives visits from members of state government, women’s groups, traders, members of church institutions, and individuals.

The CEC beneficiaries interviewed agreed that the CEC is central for sharing information not only on peace, but also on other important issues that affect the community.

Beneficiaries explained that events like prayers for peace, peace mediation/dialogues, advocacy for women, and civil society-state dialogues are often discussed at the center. One beneficiary noted that cultural activities are also organized at the center. At the time of the TPM exercise, the UC had developed a written plan of activities and as engaged in resource mobilization strategies. The UC conducts monthly evaluation meetings. Furthermore, while in Aweil, the TPM team noticed that the UC was reviewing HR policies.

Based on TPM observation shown photo #2, annex 3, the CEC facility was visibly branded and marked. According to the CEC manager, the CEC uses radio and newspaper to publicize the activities of the project and encourage participation. In addition, the DI website is also used to publicize project activities and successes.

Sustainability Plan

The Aweil CEC is located in a rented house. However, the UC has developed and is carrying out a sustainability approach for the CEC. As part of the sustainability plan, the TPM team confirmed there are indications of sustainability. First, the UC clearly articulated its goals in a clear vision statement. In addition, the UC has also developed a strategic finance plan. Specifically, UC plans to start charging a fee to internet users. The committee also put in place plans to relocate the CEC.

The total average cost per month for running CEC was approximately 17,000 SSP ($1,000). In discussion with the CEC management, the TMP team was told that CECs as part of their sustainability planning intends to introduce user fees for services. The average hourly fee for internet usage in private facilities is around 200 SSP ($1.18), while the CEC management plans to charge on average 100 SSP ($0.59) per hour of usage, which is half of the market price. The timing of when they plan to start with the charge was not defined, but CEC management needs to take into account that it needs to prepare users for introduction of fees.

The TPM Team confirmed community support for the Aweil CEC. TPM Team interviewed three community leaders: a shop keeper, leader of residential block and a youth leader. These community leaders outlined the following CEC activities: training in project cycle management, finance, conflict resolution and resource mobilization, as well as resource center for students and job seekers.

Plus, the CEC is central for interaction between CSOs and the community at large. Thus, community leaders maintained that these activities are beneficial for the Aweil community. The community leaders expressed gratitude for the CEC services in Aweil.

Sub-grants Attached to the CEC

At the time of this monitoring assignment there was no sub-grantee attached to Aweil CEC.

Success and challenges

The Aweil CEC documented success stories of issues resolved through organized dialogues. For example, university land was recovered through the activities of the Aweil CEC. State government grabbed university land and sold the land to a local business man. But through CSOs, this issue was brought to the attention of state authorities through dialogue and was resolved. CSOs also reported getting funding through using online internet searches from the CEC. Two male students applied for and received scholarships to study in China through internet searches at the CEC. Recently, one security guard got a job with World Vision (WI) as a farmer field assistant by applying online from the CEC. Further, the CEC manager reported that the formation of the Aweil Women’s Network (AWON) was realized through the Center. These women organized series of meetings at Aweil CEC that culminated in formation of AWON as a local group.

On the other hand, the Aweil Center also faces challenges. The UC cited limited number of computers and frequent generator breakdowns as problems. To mitigate the challenges, UC members explained, there is need to have more computers because eight (8) computers are insufficient for the demand. The UC team also recommended solar energy for the center because the current CEC generator is faulty.

Availability and usage of ARCSS

The Aweil CEC received copies of ARCSS booklets both in Arabic and in English. The ARCSS copies also included pictorial wall charts. Almost all copies delivered to the CEC were distributed to CEC beneficiaries. At the time of the TPM visit to Aweil, there were only 11 ARCSS copies left in the center.

Conclusions

Based on the findings, TPM Team concludes the following:

The objective of civic engagement to engage CSOs, which in turn will engage the community, is successful in Aweil. CSOs actively engage citizens on issues such as good governance, stability, and public services.

The management of the Aweil CEC is effective. The UC formed and trained in resource mobilization and conflict resolution.

While it is true that Aweil CEC has a policy for equitable access to CEC services for women and men, this objective has not been realized. Low levels of education and family responsibilities limit women’s participation. Much effort is needed to address gender gaps in Aweil to achieve proportionate participation by women compared to men.

Aweil CEC is in compliance with USAID policy on branding and marking as stipulated in ADS 201. In addition, the CEC uses the DI website including radio and newspapers to publicize the activities and achievements of the project.

The Aweil CEC may become sustainable if the strategic approach is realized, specifically, the plan is to start charging fees for internet users. This may also affect relocation plans for the Center when DI support comes to an end. Notwithstanding the need for colocation with CSOs, the most important factor is the 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 320 users as verified by the TPM team.

TABLE 1: ANALYSIS OF FINANCIAL SUSTAINABILITY OF THE CEC

Aweil CEC projections Fee Users/Week Weekly revenues Monthly revenues

Potential coverage of cost

Min (1h/user) 100 253

25,300

101,200 60%

Max (2h/user) 200 253

50,600

202,400 120%

Despite the success of the Aweil CEC, the center still faces challenges, such as the limited number of computers (only eight) and frequent generator breakdowns.

Recommendations

The Aweil CEC should increase its efforts to ensure implementation of the gender equity policy, especially in regards to women’s participation and access to CEC services. The current CSOs and the UC could play a greater role in this regard. The introduction of a weekly women’s meeting should be explored.

In addition to subscription fees for internet users, the Aweil CEC should consider other sources for income-generating business. For example, CEC UC should plan for the following: 1) charge user fees 2) organize computer training courses for cash and 3) rent office space for conferences, meeting and other social events, and 4) open a cafeteria. DI should plan to support the center for at least for a period of three to six months after the official end of the DI project, if possible. To resolve the issue of frequent breakdowns of the generator, solar energy should be pursued as an alternative.

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/Communi ty member

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

IP

representative/communi ty 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

Thank you

ANNEX 2: PHOTO TABLE

1.

User Committee meeting in Aweil CEC

2.

Aweil CEC sign post

3.

Beneficiaries accessing internet services in Aweil

ANNEX 3: MAP OF AWEIL COUNTY