ATTACHMENT_J_8___SUCCESS_TPM_Report__Yambio_CEC.pdf

THIRD PAR TY MONITORING REPORT FOR

SYSTEMS TO UPHOLD THE CREDIBILITY AND

CONSTITUTIONALITY OF ELECTIONS IN

SOUTH SUDAN (SUCCESS)

YAMBIO - CIVIC ENGAGEMENT CENTER

October 2017

This monitoring 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.8: SUCCESS TPM REPORT_YAMBIO CEC

SYSTEMS TO UPHOLD THE

CREDIBILITY AND

CONSTITUTIONALITY OF

ELECTIONS IN SOUTH

SUDAN (SUCCESS)

YAMBIO - 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 Management

Systems International 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, Manager

Mike Salla, M&E Officer

Kiden Sarah, M&E Officer

SUCCESS Mission Site

Visits Yambio town - Yambio County

Field Data Collection Dates September 29th to October 2th2017.

CONTENTS

CONTENTS

ACRONYMS

EXECUTIVE SUMMARY

Overview of Yambio Town Findings

Operation and Management of the CEC Sustainability Sub-grants Attached to the CEC Successes and Challenges Availability and usage of ARCSS

Conclusions Recommendations

INTRODUCTION

Purpose Background Methodology Scope Overview of Yambio Town

FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

Findings

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

Conclusions Recommendations

Annex 1: Monitoring Tool

Annex 2: Photo Table

Annex 3: Map of Yambio County

ACRONYMS

ADS Automated Directive Systems

ARCSS Agreement on the Resolution of Conflict in South Sudan

CEC Civic Engagement Center

COPE Community Organization for Peer Educators

CPA Comprehensive Peace Agreement

CSO Civil Society Organization

DG Democracy and Governance

DI Democracy International

DRC Democratic Republic of Congo

GBV Gender Based Violence

IPs Implementing Partners

IT Information Technology

LRA Lord’s Resistance Army

NGO Non-Governmental Organizations

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

Sudan

SWODA Self-Help Women Development Association

TPM Third Party Monitoring

TPM&V Third Party Monitoring and Verification

UC User Committee

USAID United States Agency for International Development

YWCA Young Women Christian Association

EXECUTIVE SUMMARY

The USAID/South Sudan Office of Democracy and Governance (DG) commissioned this Third Party

Monitoring and Verification (TPM&V) exercise to review the work of the Civic Engagement Center

(CEC) in Yambio, supported under the USAID Systems to Uphold the Credibility and Constitutionality of Elections in South Sudan (SUCCESS) project implemented by Democracy International (DI).

The five focus issues considered were: (1) operation and management of the CEC; (2) availability and usage of the Agreement on the Resolution of Conflict in South Sudan (ARCSS); (3) the sustainability of the CEC; (4) sub-grants attached to the CEC; and, (5) successes and challenges facing the CEC. In addition, the Third Party Monitoring (TPM) team monitored selected contextual information and USAID agency branding compliance.

To understand the CEC activities in Yambio, the TPM team conducted interviews with CEC management, beneficiaries, and community leaders. The team also conducted direct observations and collected photo evidence. The Yambio CEC is effectively managed and provides needed services to

Yambio communities. There is a User Committee (UC) formed for the Center equipped with skills and ready to assume management responsibilities. However, there is much work to be done if the planned sustainability of CEC is to be achieved. The current CEC activities in Yambio are successful, especially the facilitation of dialogue between authorities and citizens regarding processing passports and vehicle plate numbers.

Overview of Yambio Town

Yambio town is the capital of Yambio County and was previously the capital of Western Equatoria State.

It is located close to the international border with the Democratic Republic of Congo. Yambio and the surrounding communities are the ancestral home of the Azande ethnic group. Historically, King Gbudwe of the Azande Kingdom administrated Yambio, as well as the rest of the kingdom, which extended all the way to the borders of the Democratic Republic of Congo, Central African Republic, and Western

Equatoria in South Sudan. Before the Comprehensive Peace Agreement (CPA) was reached, the Lord’s

Resistance Army (LRA) had used Western Equatoria as a base for its operations against the Ugandan government. When the CPA was signed in 2005, Western Equatorial communities, including people living in Yambio, faced the challenge of the continuing presence of the Lord’s Resistance Army (LRA).

The Arrow Boys in Western Equatoria managed to defeat LRA; however, after the LRA’s defeat, the

Arrow Boys aligned themselves with opposition forces in the country. Western Equatoria is known for its largely agricultural economy, and Yambio, like other places in Equatoria, has high quality timber as one of its most important products. Western Equatoria was previously known as the breadbasket state during both civil wars.

Findings

Based on the data collected, the TPM Team noted the following:

Operation and Management of the CEC

The CEC) in Yambio established a solid structure for effective management. The UC that oversees management of the center has been established, a five-year strategic plan (2017 –

2020) was developed, and financial policies and bylaws have been adopted. DI trained UC members in project cycle management, finance and administration, resource mobilization, human resource management, strategic planning, advocacy, basic information technology (IT) skills and security risk management.

The TPM Team was able to verify established operational policies and procedures that guide the management of the CEC.

In general, women and men have equitable access to CEC services. However, there are still gender disparities that affect equal participation of women. During the week of Oct 2, 2017, the

TPM team verified that only 36% of clients were women (76 out of 214). CEC policy is that both female and male have equal access to the center. However, despite this policy allowing equal access to both men and women, yet there are factors limiting women participation. These factors include: Low literacy levels, lack of computer skill and time factors due to house chores.

According to UC members, monthly roundtable discussions, civil society-state dialogues and disseminating peace messages through drama and songs are the main CEC activities.

Other activities take place include trauma healing.

The CEC project facilities are clearly branded and marked.

Sustainability

The Yambio CEC is hosted in the compounds of the Young Women Christian Association

(YWCA). The CEC is assured to be within the compounds, without any time limitations, as long as the terms of the agreement between the CEC and YWCA are respected.

As part of this hosting arrangement, the CEC also operates a cafeteria, and plans to introduce user fees at the level of 100 SSP ($0.59) per hour of usage. At the time of the field visit, the CEC was still awaiting the SUCCESS project phase-out plan, thus the TPM team was not able to verify the exact period when these fees will be introduced.

The CEC has adopted a sustainability framework as part of the overall strategic plan, which outlines the main outcomes and measures that need to be taken to assure sustainable operations. The main postulates of the framework are effective income generation and colocation with civil society organizations (CSO). How rigorous this plan is may need some further information collection.

Interviews with selected community members and beneficiaries validate that the community in

Yambio supports CEC activities.

Sub-grants Attached to the CEC

There are three sub-grantees linked to this CEC: the YWCA, the Community Organization for

Peer Educators (COPE), and the Self-Help Women Development Association (SWODA).

Successes and Challenges

The main generator that supplies the CEC has mechanical fault, posing a challenge to the center and implementation of activities by the sub-grantees. To mitigate this challenge, CEC is planning to hire or buy a backup generator to cover for frequent breakdowns of the main generator.

Availability and usage of ARCSS

Yambio CEC received copies of the ARCSS. The current CEC manager in Yambio was not sure how many copies were received, as she was new in the position at the time of this monitoring assignment.

Conclusions

Based on the findings, the TPM Team concluded the following:

The management of CEC in Yambio is well structured, and has the neceessary capacity to run the center based on adopted strategy and policy documents A separate concrete sustainability plan or resource mobilization remains to be adopted.

With roughly only one third (1/3) of the clients being female, there are still gender disparities between female and male participation, despite efforts to bridge gender gaps through targeted women’s programs. This disparity calls for more efforts to bridge the gender gap in accessing

CEC services in Yambio, through more focused emphasis of the utility of CEC.

The Yambio CEC may continue to operate well after DI support ends. However, running costs may still pose challenges if the planned sustainability measures are not achieved.

At this point, it is very difficult to assert the financial viability CEC, due to a set of factors, the most important being the frequency of utilization of CEC internet services.

o Presuming the 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 50% of its monthly cost.

o A more optimistic scenario (2h charge per user) could enable potential 100% coverage of monthly cost, presuming that CEC is able to attract clients at the level that was verified by the team (214 clients/week).

The lack of consistent power supply poses a challenge for the overall operation of CEC as well as the sub-grantees using CEC space.

Yambio CEC has been successful in bringing authorities to discuss important issues of civil documentation like passports and driving licenses, when these were initially not available in

Yambio. Both documents are now processed in Yambio.

The CEC project facility continues to be clearly branded and marked.

Recommendations

In line with the conclusions, the TPM Team recommends the following:

The UC should increase its efforts to narrow the gap between women and men in accessing

CEC services in Yambio. Women should be sensitized to understand the CEC center is for both women and men. This could be done through more focused and targeted awareness efforts that emphasize the utility of the CEC, and counter the popular perception that CEC is designated only for men. The CEC may also explore to set aside computer stations designated only for use by women.

While the TPM team recognized the fact that Yambio CEC may continue to exist after DI support ends, the cost of running the CEC may still pose a challenge. Therefore, DI should consider budgeting for cost of running the CEC for a set period of time (i.e. 3-6 months), once the new fee for service scheme is introduced and tested.

INTRODUCTION

Purpose

This report provides data on implementation of Civic Engagement Center (CEC) project in Yambio and provides data on agency branding compliance and selected local contextual indicators. The report suggests some recommendations.

Background

South Sudan is a young nation at a crossroads. Civil war threatens to undermine progress towards political transition and stability in a country that has 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 the main 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. The SUCCESS program would assist democratic processes in anticipation of general elections scheduled for 2015. It was hoped therefore, through the SUCCESS program, there would be a transfer of information and knowledge to the electoral commission, 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, the SUCCESS program had the following three 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 level of violence in the country, USAID placed 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, mainly focusing on political processes in the country.

Methodology

To prepare for the field visit, the 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 UC, and selected community members in

Yambio. The TPM Team also conducted observations of the CEC supported by photo evidence. The primary data was collected using Fulcrum application software loaded on smartphone. 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 make sense of the emerging issues.

Scope

The SUCCESS program was launched in October 2013. However, the USAID/South Sudan DG Team has been unable to monitor field implementation of the program due to security restrictions. Thus, the

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 the CEC; and if the program is in compliance with ADS 201 branding requirements. This report was commissioned by the USAID/South Sudan

Program Office at the request of DG technical team.

Overview of Yambio Town

Yambio town is the capital of Yambio County and was previously the capital of Western Equatoria State.

It is located close to the international border with the Democratic Republic of Congo (DRC). Yambio and the surrounding communities are the ancestral home of the Azande ethnic group. Historically, King

Gbudwe of the Azande Kingdom administrated Yambio as well as the rest of the kingdom, which extended to the borders with the DRC, Central African Republic, and Western Equatoria in South

Sudan. Before the Comprehensive Peace Agreement (CPA) the Lord’s Resistance Army (LRA) had used

Western Equatoria as a base for its operations against the Ugandan government. When the CPA was signed in 2005, Western Equatorial communities, including people living in Yambio, faced the challenge of the continuing presence of the Lord’s Resistance Army (LRA). The Arrow Boys in Western

Equatoria managed to defeat LRA; however, after the LRA’s defeat, the Arrow Boys aligned themselves with opposition forces in the country.

As a result of the conflict in Yambio, the operations of the CEC were affected. The security situation left

CEC staff unable to access the CEC. However, with peace and reconciliation efforts in Yambio, the situation has improved. CEC staff now feel safe and CEC operations are normal.

FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

Findings

Operation and Management of Civic Engagement Center

The management system for the Civic Engagement Center (CEC) in Yambio is well structured. According to the CEC management, 15 members (7 female and 8 male) formed the UC to oversee management of the center. The purpose for the formation of UC is to assume management role of Yambio CEC after DI support stops. Photo #1 in Annex 2 shows the TPM team meeting with the UC in Yambio. To realize this objective, DI trained the committee in administration and management of projects. The training covered topics such as project cycle management, finance and administration, resources mobilization, human resource management, and strategic planning. The committee was also trained in advocacy, basic IT skills and security risk management. Additionally, the committee developed a five-year (2017 – 2020) strategic plan. The committee also drafted financial policy and bylaws for the

UC.

The TPM Team noted a set of operational policies and procedures to guide management of the CEC. In particular, TPM team noted clear terms of reference with rules and regulations for clients. Time allotment for internet users is limited and clearly indicated. There is also a security procedure in place. In this case, TPM team also noted a registration book to track clients but also to prevent and/or trace any abuse or criminal act. All activities of the CEC are conducted in coordination with the DI Juba office. In addition to CSOs, the TPM team observed that teachers, faith-based groups, students, and government officials were the main clients of the CEC services. The TPM team verified

214 (76 female and 138 male) clients for the week of Oct 2, 2017.

Women and men have equitable access to CEC services in Yambio. To realize gender equality, the CEC organized roundtable discussions and wrote concept notes to provide women-specific activities. There is a monthly women’s forum where most participants are women. The location of the

CEC at the YWCA encourages women to come and use CEC resources. Other reasons include promotion of women’s CSOs, e.g., the Self-Help Women Development Association (SWODA). Funding support to CSOs which support women’s initiatives also supports gender access and equity.

Despite equitable access, there are still gender disparities between women and men that affect equal participation of women in the CEC compared to men’s participation. During the week of Oct 2, 2017, the TPM team verified that only 36% of clients were women (76 out of 214). Low literacy levels among women limits their participation. Lack of computer skill also limits women participation. Not all educated women know how to use computers. Time factors also limit women’s participation. Many women in South Sudan have large family responsibilities and duties. Thus, these women spend most of their working at home and caring for their family. Despite the fact that CEC in

Yambio is hosted in YWCA compound, participation of women in CEC is low. To address gender disparities in the CEC in Yambio, CSOs have resolved that to qualify for CEC activity, the organizing

CSO will have to seek 50% participation by females. As seen in photo #2 in annex 2, attached to the internet room is a working space for CSOs. As mentioned earlier, CEC planned monthly women’s forums. These forums aim to raise women’s awareness of human rights issues. In addition, CSOs use these events to inform women that Yambio CEC is open for both women and men. Further, some grants were awarded to women-led CSOs. Women also receive computer literacy trainings. Sessions and activities are either facilitated in local languages, or translation is offered during training or activities.

UC members hold leadership positions influence decisions that affect women’s programs. Further, in the current UC, two women hold management roles (treasurer and information officer).

According to the UC members, monthly roundtable discussions, civil society-state dialogues, and disseminating peace messages through drama and songs are the main CEC activities. Roundtable discussions bring together local authorities and civil society to discuss issues that affect the community. UC members explained that the dialogue is meant to discuss issues and concerns of citizens in Yambio.

Other activities at the CEC include trauma healing. As UC narrated, one interesting program is

“Let Them Talk.” Through this program, voices of young girls are heard. Girls discuss challenges and issues which affect their independence in deciding their destiny in life, such as education and early marriage. This program is organized every Friday during school holidays and once a month during the school term. Besides monthly UC meetings, the UC has developed concept notes for activities involving external actors.

CEC project facilities are clearly branded and marked. The TPM team verified that the CEC site is branded and market as attested by the photos taken at the site. In addition to USAID branding and marking, Yambio CEC uses social media to publish successes of the CEC activities. According to the management of CEC, the successes of the CEC project are publicized through radio, DI website, social media such as WhatsApp, Facebook and online forums to publicize activities and successes of the CEC.

Sustainability

The Yambio CEC is hosted in the compound of Young Women Christian Association

(YWCA). This means Yambio CEC will continue to be in the YWCA after DI support is over, as long as the agreement between the CEC and YWCA is respected.

The CEC has no standalone sustainability plan, but has adopted a sustainability framework.

The framework is part of the overall strategic plan (2017 – 2020), which outlines the main outcomes and measures that need to be taken to assure sustainable operations. The main postulates of the framework are effective income generation, and colocation CSOs.

CEC plans to operate a cafeteria, and introduce internet and computer user fees. As part of this hosting arrangement, the CEC also operates a cafeteria, which, if successful has the potential to be expand its operations through the leasing of additional space and facilities to other CSOs and partners to conduct training.

As of the time when the report was written, the total average cost for running CEC was approximately

17,000 SSP ($1,000). In discussion with the CEC management, the TPM team was told that CECs, as part of their sustainability planning, intend 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, partially because the CEC management didn’t have a clear understanding of phase-out plan from the SUCCESS project.

Interviews with selected community members and beneficiaries validate that the community in Yambio supports CEC activities. Members of the community interviewed believe

CEC activities are good for the community. All eleven (11) beneficiaries participating in the TPM group meeting commended access to online training and other online services, and emphasized that CEC provides a source of reliable and fast internet services. In addition, interviewees declared that the CEC in Yambio serves as a center for linking and coordination of CSO activities. Participants believe that the voices of citizens can now be heard through the center, through forums that bring together CSOs and government. As a result, the relationship between the two has dramatically improved. Women also now have access to use computers.

Sub-grants Attached to CEC

There are three sub-grantees linked to this CEC. All three sub-grantees use the CEC for project activities. Sub-grantees attached to Yambio CEC are the Young Women Christian Association (YWCA), the Self-Help Women Development Association (SWODA) and the Community Organization for Peer

Educators (COPE). YWCA trains women in computer skills and shares experiences among women.

COPE deals with consultative meetings, while SWODA deals with dialogue and advocacy.

Success and Challenges

Yambio CEC reported two important CSO achievements. First, CSOs invited authorities to discuss issues of civil documentation like passports and driving licenses. The second issue discussed was the new vehicle number plates. Previously, the new number plates were only processed in Juba which requires individuals to travel to Juba for vehicle plate numbers. In both cases, authorities were able to resolve the issues. Both documents are now processed in Yambio.

However, there are challenges facing this CEC. Recurrent breakdown of the generator often interrupts

CEC activities. In addition, there is limited space for holding activities as both the meeting space and the internet cafe share the same space. In the past, insecurity also interrupted CEC activities. Users also complained of the limited number of computers compared to the number of users – there are only 8 computers at the center.

The Center plans to temporary hire, and later buy a backup generator to cover for the breakdown of the center generator. They also plan to conduct dialogue trainings, raise awareness on use of internet, use local language for training, and hold monthly women’s forums to increase awareness on issues affecting women.

Availability and Usage of ARCSS

The Yambio CEC received copies of ARCSS. The current CEC manager in Yambio was not sure of the number of copies received since she was new to the position at the time of this monitoring exercise. However, community interviews verified that the CEC distributed copies of the ARCSS to

CEC beneficiaries. 5000 copies of ARCSS booklets were reportedly distributed to beneficiaries. There were no copies of pictorial ARCSS available in the CEC.

Conclusions

Based on the findings, the TPM Team concludes the following:

The management of CEC in Yambio is well positioned to carry on its management duties, and has the neceessary capacity to run the center based on adopted strategy and policy documents

A separate concrete sustainability plan or resource mobilization remains to be adopted.

Lack of consistent power supply poses a challenge for the overall operation of CEC as well as the sub-grantees using CEC space.

Management of the Civic Engagement Cetner (CEC) in Yambio is well structured and effective. UC members are organized, trained, and ready to assume the management of the Yambio

CEC after DI support stops. With the set of operational policies and procedures to guide management of the CEC, Yambio CEC is on a well-established track.

Additional effort is required to bridge the gap between women and men in accessing CEC services in Yambio. Current efforts such as the introduction of the “Let Them Talk” program targeting young girls discuss is commendable. With 36% of the clients being female, there are still gender disparities between female and male participation, despite efforts to bridge gender gaps through targeted women’s programs. This disparity calls for more efforts to bridge the gender gap in accessing CEC services in Yambio, through more focused emphasis of the utility of CEC. Additional factors affecting the disparity including low literacy levels among women, lack of computer skills, and time factors related to household duties, all limiting women’s participation.

The CEC facility is clearly branded and marked. This is in line with ADS 201 branding and marking requirements for implementing partners. The TPM team took photos at the site to verify branding and marking (see Annex 2: Photo Table)

The Yambio CEC may well continue after DI support ends due to the strategic partnership with the YWCA. However, running costs will pose challenges if the sustainability plan is not achieved.

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 214 users as verified by the TPM team.

Table 1: Financial Analysis of Financial Sustainability of the CEC

Yambio CEC projections

Fee Users/Week Weekly revenues

Monthly revenues

Potential coverage of cost

Min (1h/user) 100 214 21,400 85,600 50%

Max (2h/user) 200 214 42,800 171,200 100%

Yambio CEC has been successful in bringing authorities to discuss important issues of civil documentation like passports and driving licenses initially not available in Yambio. Both documents are now processed in Yambio.

Recommendations

In line with the conclusions, the TPM team recommends the following:

The UC should increase its efforts to narrow the gap between women and men in accessing

CEC services in Yambio. Women should be sensitized to understand that the CEC is for both men and women. This could be done through more focused sensitization and targeted awareness efforts emphasizing the utility of CEC and countering the perception that CEC is designated only for men. CEC may also explore to set aside computer stations designated only for use by women.

While the TPM team recognizes the fact that Yambio CEC may well continue to exist after DI support ends, the cost of running the CEC may still pose a challenge. Therefore, DI should consider budgeting for cost of running the CEC for a set period of time (i.e. 3-6 months), once the new fee for service scheme is introduced and tested. This would ensure a smoother transition to self-sufficiency.

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

Owned

Rented

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.

Vision statement that clearly states what CEC wants to sustain, Written strategic finance plan, Written sustainability document with plan of action, 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

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

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

TPM Team meeting with UC members in Yambio

CSOs working space in side

Yambio CEC

YWCA building allocated to

Yambio CEC inside YWCA compound

ANNEX 3: MAP OF YAMBIO COUNTY