Public Disclosure Authorized

FINAL Social Assessment (SA)

Public Disclosure Authorized

For the South Sudan Safety Net Project (SSSNP)

Public Disclosure Authorized 12 December 2018

Public Disclosure Authorized

List of Acronyms

AAHI Action Africa Help International AF Additional Financing BDC Boma Development Committee CSTs Community Supervision Team EMP Environment Management Plan ESMF Environmental and Social Management Plan ESMP Environmental and Social Management plan FGDs Focus Group Discussions GRM Grievance Redress Mechanism IEC Information Education and Communication KII Key Informant Interviews MAFS Ministry of Agriculture and Food Security MDC Municipality Development Committee OSH Occupational Safety and Health PIU Project Implementation Unit IPs Implementing Partners PPE Personal Protection Equipment PWD Persons with Disabilities QCDC Quarter Council Development Committee QCs Quarter Councils SMP Social Management Plan SNSDP Safety Net and Skills Development Project SSSNP South Sudan Safety Nets Project SP Sub-projects SWM Solid Waste Management UNOPS United Nations Office for Project Services Contents

LIST OF ACRONYMS ...... 2 EXECUTIVE SUMMARY ...... 4 INTRODUCTION ...... 6

PROJECT DESCRIPTION ...... 6 PROJECT COMPONENTS ...... 6 OBJECTIVE AND METHODOLOGY OF THE SOCIAL ASSESSMENT (SA) ...... 7 POLICY AND LEGAL FRAMEWORK ...... 9

LEGAL FRAMEWORK OF THE REPUBLIC OF SOUTH SUDAN...... 9 WORLD BANK SAFEGUARD POLICIES ...... 11 UNITED NATIONS SAFEGUARD POLICIES ...... 12 PROJECT MODALITIES ...... 13

KEY IMPLEMENTATION MODALITIES ...... 13 PROJECT LOCATIONS...... 14 PROJECT INSTITUTIONAL ARRANGEMENTS ...... 14 KEY FINDINGS FROM STAKEHOLDER CONSULTATIONS ...... 20 SOCIO-ECONOMIC BACKGROUND OF THE PROJECT AREAS ...... 22 POTENTIAL BENEFITS AND ADVERSE EFFECTS OF THE PROPOSED PROJECT ...... 28

POTENTIAL POSITIVE IMPACTS ...... 28 POTENTIAL ADVERSE SOCIAL IMPACTS ...... 29 ANTICIPATED SOCIAL ISSUES AND PROPOSED MITIGATION MEASURES ...... 33 GRIEVANCE REDRESS MECHANISM ...... ERROR! BOOKMARK NOT DEFINED. ADDRESSING GENDER BASED VIOLENCE ...... 44 MONITORING MECHANISMS ...... 45 REFERENCES ...... 55 ANNEX 1: CONSULTATION MEETINGS ...... 56 ANNEX 2: LAND DONATION CONSENT FORM/LAND USE AGREEMENT ...... 59

EXECUTIVE SUMMARY This Social Assessment has been prepared to guide the implementation of the South Sudan Safety Net Project (SSSNP), financed through a grant by the World Bank, and implemented by UNOPS. The South Sudan Safety Net Project (SSSNP) aims to provide access to income opportunities to selected poor and vulnerable households and strengthen safety net delivery tools. It is hoped that this will strengthen household capacity to better withstand social and economic shocks and stresses, while also supporting increased community interaction and dialogue for enhanced social cohesion. It raises awareness among target communities and local governments through outreach and communication campaigns in an effort to enhance understanding and capacity to implement the project, as well as to avoid unintended consequences through Project implementation. Key objectives of the Social Assessment were to understand the characteristics of different project beneficiaries, determine social impacts of the project activities on the affected vulnerable and disadvantaged populations and develop a Social Management Plan (SMP) with recommended mitigation measures and strategies for addressing negative impacts in the course of the project implementation. The Social Assessment is based on lessons learnt from previous projects, as well as on in-depth stakeholder consultations in the selected project counties, and on literature review. Since a similar project has been implemented in the past, strong lessons can be taken, and concrete risks have been identified based on actual experience. During these consultations, broad community support for social safety net activities by the project has been expressed by the communities. Project activities are expected to have positive impacts, including employment creation and income generation to support youth and women in their livelihoods, and the provision of opportunities and resources to engage in agricultural production, wage and self-employment, and/or other economic activities. However, some project activities (e.g. especially those implemented under the Public Works Component and the targeting for the cash transfer) could potentially result in negative social impacts. Key identified risks in this assessment are health-related risks in regards to spreading of disease and injuries in public work activities, conflict-related risks through contested beneficiary selection or elite capture of the sub-projects, lack of participation of women, youth and vulnerable groups, implementation of child labor, exclusion of those who physically cannot perform work, inadequate design of public works activities failing to take into account specific gender considerations, or by inter-community conflicts over resource distribution (e.g. water, crops), destruction of property through sub-project implementation. In relation to sexual and gender based violence (SGBV) and violence in general, key risks identified are sexual harassment and violence from beneficiaries towards vulnerable community members and beneficiaries, violence between beneficiaries, violence/SGBV from project staff towards beneficiaries and vice versa, as well as cases of domestic violence. Mitigation measures include a strong initial awareness campaign through locally appropriate means (local language, tailored to illiterate recipients etc..) on a variety of issues: beneficiary selection, gender equality and SGBV prevention, zero tolerance on SGBV by project beneficiaries and consequences for SGBV, prevention of child labor, handling of tools, payment modalities, land acquisition, prevention of diseases and their spreading. They also include appropriate initial local assessments, where deemed necessary, on local political economy to prevent elite capture, assessments to identify the most vulnerable populations for cash transfers, assessments of local land conflicts and land use. Further measures for gender equality include affirmative action in membership committees, and the formation of women’s road or water management associations. In order to prevent domestic violence related to project outcomes, sensitization campaigns will be implemented with and through the Boma leaders. In severe cases of SGBV and based on consent by the survivor, linkages to respective service providers and where possible and requested by the survivor, linkages to functioning justice institutions will be established and cases pursued through the appropriate justice institutions; in parallel to measures taken within the project (immediate suspension of workers, release of staff from duty etc.). Health sensitizations will be undertaken to mitigate risks from lack of latrines or public work injuries. Land acquisition procedures are put in place to prevent land conflicts. A strong grievance redress mechanisms (GRM) has been designed based on previous lessons and in view of being able to respond to some of the identified risks. The GRM is embedded in the project’s institutional arrangements and comprises the key steps of a good GRM: assess and clarify, report, acknowledge and follow-up, verify, investigate and act, monitor and evaluate, feedback. In addition, monitoring mechanisms have been developed for all risks and their mitigation measures, which include strong indicators and targets, and which will ensure the implementation of risk mitigation measures. An adaptive management approach will allow for the annual review of risks and mitigation measures and encourage adjustments to the plan where necessary. INTRODUCTION

The South Sudan Safety Net Project (SSSNP) will be implemented in at least ten locations of South Sudan, namely Juba, Bor, Torit, Tonj South, Kapoeta East, Pibor, Gogrial West and three new locations which will be selected at a later stage that are most conflict-affected and formerly held by opposition forces; for which an update or an addendum to this Social Assessment will be provided. The proposed project aims at strengthening household capacity to better withstand social and economic shocks and stresses, while also supporting increased community interaction and dialogue for enhanced social cohesion and unity. Flexibility and the ability to adjust and respond rapidly to changing dynamics are essential where high degrees of political and security uncertainties exist. Rather, geographic areas meeting the design principles below are identified, and criteria for engagement established which guides the selection of target counties at the time of implementation. Such criteria includes a consideration of local data on vulnerabilities, to the extent possible.

Key principles guiding the project design include: (i) ensuring inclusion and fostering equity through geographic balances across ethnic, religious, gender, urban and rural boundaries; (ii) focusing on key proxies for high levels of vulnerabilities, such as food insecurity, impact of conflict, economic hardships, and presence of vulnerable groups such as IDPs, female-headed households, widows, and orphans; (iii) incidents of violence; (iv) considering population density; and (v) accessibility and security. The World Bank is developing a targeting framework based on objective data driven indicators which will be used to select the new areas. It is also important to note that two of the existing locations (Bor and Torit) have also been identified by development partners as critical for support in resilience and recovery dynamics, and efforts will be given to coordinate and leverage on existing resources to provide more integrated package of services ot the people.

Project Description

Project Name South Sudan Safety Net Project (SSSNP) Donor World Bank Amount in USD US$40 MILLION Implementing Partner UNOPS Geographic Coverage At least 10 Counties Across South Sudan Approval Date 29 January 2019 Closing Dates 29 January 2021

Project Components

Component 1: Labor Intensive Public Works “Plus” Interventions This component focuses on scaling up the public works component under the original SNSDP to reach more poor and vulnerable households in existing and new geographic areas, following a “plus” approach. These public works plus activities, i.e. complementary activities include WASH messaging, financial literacy training, early child care and nutrition messaging. Scale-up is based on assessments of conditions on the ground aligned with the criteria for engagement, as described above. It provides income for youth and women from poor households through a seasonal transfer, linked to participation in public works, in order to increase and sustain household assets and smooth consumption during economic hardships. This component will support approximately 55,000 households (about 330,000 individuals).

Component 2: Direct income support This is a new component which provides unconditional cash transfers to vulnerable groups who lack able-bodied members in their households that can participate in public works activities. Experience from the SNSDP shows that the most vulnerable groups are left out of the public works activities, including HH headed by the elderly, people living with severe disabilities, and chronic illness, pregnant and lactating and child-headed households. As such, this component fills a significant gap and ensures that coverage of beneficiaries is more comprehensive than it has been before. Targeting is undertaken at household level, similar to Component 1. This component will support at least 10,000 households (about 60,000 individuals).

Component 3: Strengthening Safety Net Delivery Systems and Project Management This component continues to strengthen safety net delivery and operational systems put in place under the SNSDP, and building on the results achieved and lessons learned from the SNSDP. These include strengthening the targeting mechanism; enhancing the Grievance Redress Mechanism (GRM); improving the payment transfer mechanism; and ensuring the full functionality of the MIS. Intensive community mobilization and stakeholder awareness-building would also be supported under this component to ensure effective implementation of these systems. Lastly, this component would also support project management, coordination and monitoring and evaluation activities.

Objective and Methodology of the Social Assessment (SA)

The Social Assessment (SA) has been conducted in line with the requirements of WB OP 4.10. The vast majority of ethnic groups in South Sudan as well as in the project area are covered by OP 4.10; including the largest groups of Dinka, Murle, and Nuer and excluding only recent immigrants from other countries. The SA aims at understanding the key social and livelihood characteristics of the population to be targeted by the project and assessing the impact of the proposed interventions on the vulnerable and disadvantaged groups, in particular on Indigenous Peoples. Findings shall support on the one hand the assessment of broad community support for project interventions and on the other hand lead to the development of a Social Management Plan that includes mitigation measures and strategies for addressing adverse risks in the course of the project implementation with a focus on all Project components as well as types of sub-projects planned. The assessment was carried out in the seven project areas (Pibor, Bor, Torit, Juba, Gogrial West, Tonj South and Kapoeta East).

The assessment was based on two approaches: (i) literature and documentary reviews; and (ii) primary data collection. The documents reviewed included OP 4.10 Social Assessment, SNSDP ESMP and ESMF. Public consultations were held with key stakeholders during field visits. Discussions on SA were held with World Bank staff, UNOPS, and the Ministry of Agriculture and Food Security (PIU). Direct consultations with County officials where the current SNSDP is being implemented and its beneficiaries were carried out between October and November in areas of Torit, Kapoeta and Juba. At the same time, a rapid assessment of mitigation measures for the same project was carried out by the safeguard team (PIU and UNOPS) from the current SNSDP, while in the remaining areas consultative meetings were conducted by PIU staff through field visits from June to November. The PIU shared its reports from the field visits.

Areas visited included Torit, Kapoeta East, Bor, Juba, Gogrial West, Tonj South, and Pibor. Focus group discussions (FGDs) and key informant interviews were conducted as part of the assessment (see Annex 1). Issues discussed included GBV, GRM, challenges and impacts of the project on communities and their recommended actions. The consultative meetings were conducted following the process of free, prior and informed consultation. Separate meetings were held with youth, community members (in separate gender groups) and community leaders/chiefs in each of the areas visited in accordance with OP 4.10. POLICY AND LEGAL FRAMEWORK

This Social Assessment has been conducted to inform the ESMF for the SSSNP to ensure the project fully complies with legislations and procedures in South Sudan and international treaties, as well as with the World Bank and UNOPS environmental and social safeguard policies. As such, relevant environment and social safeguard practices from theoretical and empirical sources from the Republic of South Sudan (RSS), the World Bank and the United Nations were reviewed to understand the implementation processes required to ensure social safeguard compliance. Further details on the relevant legislation and policies can be found below.

Legal Framework of the Republic of South Sudan

The Transitional Constitution of the Republic of South Sudan of 2011 includes numerous provisions that have a bearing on the environment. Article 41 (1) provides that the people of South Sudan shall have a right to a clean and healthy environment; (2) that every person shall have the Obligation to protect the environment for the benefit of present; and (3) that future generations shall have the right to inherit an environment protected for the benefit of present and future generations. Specific measures to ensure the objectives above include: a) Prevention of pollution and ecological degradation; b) Promotion of conservation; and c) Securing of ecologically sustainable development and use of natural resources while promoting rational economic and social development so as to protect the bio-diversity of South Sudan. d) Furthermore, Article 166 (6) expects local governments to involve communities in decision-making in the promotion of a safe and healthy environment.

The Land Act of 2009: One of the key objectives of the Land Act is to promote a land management system, which can protect and preserve the environment and ecology for the sustainable development of South Sudan. It also provides for fair and prompt compensation to any person whose right of occupancy, ownership, or recognized long standing occupancy of customary use of land is revoked or otherwise interfered with by the Government.

The Land Act reinforces the Government’s recognition of customary land tenure: ‘Customary land rights including those held in common shall have equal force and effect in law with freehold or leasehold rights.’ Community land can be allocated to investors as long as investment activity ‘reflects an important interest for the community’ and ‘contributes economically and socially to the development of the local community’. It also requires that state authorities approve land acquisitions above 250 feddans (105 hectares) and create a regulated ceiling on land allocations.

The Land Act requires the Government to consult local communities and consider their views in decisions about community land. The Act also gives pastoralists special protection: ‘No person shall without permission to carry out any activity on the communal grazing land which may prevent or restrict the residents of the traditional communities concerned from exercising their grazing rights’.

The National Land Policy of 2015: The principal aim of the draft National Land Policy (NLP) is to strengthen security of tenure for all citizens without discrimination. The policy emphasizes equitable access to land by all people through a variety of policies and strategies, including the retention of customary tenure systems which provide access to land as a social right in rural areas, and through land programs in urban areas that provide security of tenure to serviced land at reasonable cost. The policy recognises that provision of equitable and secure access to land, is an important component in poverty eradication. Recognizing that women are often denied the opportunity to enjoy land rights and access to land on an equal basis with men, the policy emphasizes the importance of initiating a legal reform and legal action on behalf of women who seek to exercise their land rights. Customary tenure arrangements require legal reform to breakdown existing barriers to women holding rights to land on the basis of equality with men. Specific priority is given to the rights of widows to inherit land and the rights of female-headed households to secure land on an equal basis with men. The policy also recognizes the need to ensure that refugees, IDPs and returnees have secure land rights for future peace and security of the country. The policy supports efforts that facilitate the transition from displacement to a “future of long-lasting peace and sustainable development”

The Food and Agriculture Policy Framework of 2007, of the Ministry of Agriculture, Forestry, Cooperatives and Rural Development emphasizes the need to transform agriculture from traditional/subsistence system to achieve food security through science-based, market oriented, competitive and profitable agricultural system without compromising the sustainability of the natural resources for generations to come. In order to achieve the above, it developed key strategic objectives that include: . Priority policies that quickly boosts agricultural production . Make available agricultural inputs, including credit facility, at affordable cost . Rehabilitate and expand rural infrastructure including feeder roads, markets . Develop and provide research and extension services, and market linkages

The Public Health (Water and Sanitation) Act of 2008: This act emphasizes the prevention of pollution of air and water, and also encourages improvement in sanitation. Key provisions include the protection of the sanitation of environment; it encompasses the measure to address the pollution of water and air. The following are measures geared towards control of pollution of water: a) Measures to prevent pollution of water for consumption. b) Measures destined to prevent pollution of potable water c) Anyone who offers the public water to drink or for human food, and which includes frozen food should ensure that the water conforms to the portability regulations; d) Management and disposal of hazardous wastes; and e) Storage of wastes on the premises of waste generators.

Public Health Act (2008) also provides need protect pollution of water through the enforcement of regulations and measures necessary to combat all elements of pollution and protect the natural level of the environment and public health. Laws and Regulations on Child Labor: South Sudan has ratified some key international conventions concerning Child Labor. Furthermore, Section 12 of the Labor Act and Article 25(3) of the Child Act define the minimum age for labor as 14 years of age. Section 10 of the Labor Act, Article 22(3)(b) of the Child Act and several Articles of the Penal Code prohibit forced labor. Laws on Gender Equality and SGBV: Article 16 of the Transitional Constitution prescribes that women shall be accorded full and equal dignity of the person with men; that they should have equal pay for equal work and other related benefits to men; and that women shall have the right to participate equally in public life. Section 247 of the Penal Code defines sexual intercourse without consent as rape, and defines that a consent cannot be given under the age of 18. It further defines that sexual intercourse by a married couple does not constitute rape.

World Bank Safeguard Policies

The WB’s environmental and social safeguard policies are a cornerstone of its support to sustainable poverty reduction. The objective of these policies is to prevent and mitigate undue harm to people and their environment in the development process. These policies provide guidelines for the Bank and borrower staffs in the identification, preparation, and implementation of programs and projects. The Bank believes that the effectiveness and development impacts of projects and programs it supports have substantially increased as a result of attention to these policies. Safeguard policies also provide a platform for the participation of stakeholders in project design and have been an important instrument for building a sense of ownership among local populations. In essence, the safeguards ensure that environmental and social issues are evaluated in decision- making, help reduce and manage the risks associated with a project or program, and provide a mechanism for consultation and disclosure of information. Indigenous Peoples (OP 4.10): The policy ensures that a project fully respects ‘the dignity, human rights, economies and cultures of Indigenous Peoples’. The World Bank therefore requires engagement in a free, prior and informed consultation, and assurance of broad community support for a Project and its activities. This helps to prevent potentially adverse effects on Indigenous Communities. The vast majority of the South Sudanese population meets the OP 4.10 criteria and therefore the policy is triggered for all the project beneficiaries who belong to different ethnic groups. Due to high volume of seasonal migration and internal displacement caused by economic activities and the recent conflict, respectively, it is difficult to determine at any given time the ethnic groups that are present and dominant in each of the counties, including those targeted by the project. With OP 4.10 applying to basically all beneficiaries except recent immigrants from other countries, the element of an Indigenous Peoples Plan (IPP) was included in the overall project design and a separate IPP is not required.

Physical Cultural Resources (WB, OP 4.11): this policy addresses physical cultural resources, which are defined as movable or immovable objects, sites, structures, groups of structures, and natural features and landscapes that have archaeological, paleontological, historical, architectural, religious, aesthetic, or other cultural significance. Physical cultural resources may be located in urban or rural settings, and may be above or below ground, or under water. Their cultural interest may be at the local, provincial or national level, or within the international community. Chance Find Procedure shall be followed to safeguard physical cultural resources.

Involuntary Resettlement (WB, OP 4.12): this policy (OP/BP 4.12) covers direct economic and social impacts caused by involuntary taking of land. Involuntary resettlement may cause severe hardship, impoverishment and environmental damage unless appropriate measures are taken. OP 4.12 will not be triggered for this project. The project design does not foresee any activities that would result in any impacts requiring resettlement and/or livelihood restoration. Extensive consultations via a CDD approach will ensure that sub-projects will only be implemented on public lands free of individual or collective, non-government use OR land donated voluntarily for the project according to Voluntary Land Donation Guidelines outlined in the ESMF. As individual land ownership and respective land titling is not widely established, the proposed project will consider, for the purpose of the project only, any household using lands prior to disclosed subproject commencement as having legitimate land use rights and such rights have to be donated freely to the project according to the above provisions, if noted land is considered necessary for subproject implementation. The project will ensure respective documentation and for any suggested subproject in contradiction with the above provisions, such subprojects will be considered unsuitable for project support.

United Nations Safeguard Policies

Most recently, the United Nations Environment Management Group (EMG) has developed common safeguards for all UN entities: Moving Towards a Common Approach to Environmental and Social Standards for UN Programming’. The document is currently still in draft form, but is soon to be expected to function as a joint document serving all UN entities. The draft UN standards are by and large aligned to the World Bank safeguard policies.

Pollution Prevention and Resource Efficiency (Thematic Area 8): this policy aims to avoid and minimize adverse effects on human health, promote sustainable and efficient use of resources, and avoidance of hazardous and non-hazardous waste. As mentioned above, certain public works activities related to soil and water conservation and land productivity measures undertaken by SSSNP beneficiaries may require pest management strategies (see SSSNP ESMF).

Indigenous peoples (UN Thematic Area 6): this policy recognizes and promotes the rights of indigenous people including to their land and resources. As most of South Sudan’s population exists of ‘ethnic groups, which is one of the definitions of ‘indigenous people’, this project largely covers ‘indigenous peoples’. To mitigate any negative impacts on indigenous peoples, this project implements meaningful consultation and participation, request free, prior and informed consent, support rights to lands, ensure culturally appropriate benefits, among other measures, as per policy.

PROJECT MODALITIES

Key Implementation Modalities

Targeting arrangements: Targeting in the SSSNP is done through a combination of the following strategies: Geographic targeting: by focusing on the areas where the poorest and most vulnerable people live.

Community-based targeting: using simple and objective criteria to select the poorest households. Two groups of HH will be targeted: a) vulnerable HH with able-bodied members who will engage in public works and b) vulnerable HH without able-bodied members who will be selected for direct income support. The detailed procedures for this will be laid out in the Operations Manual.

Administrative targeting: this complements the community-targeting through verification of the community-level targeting and coordination with other support to the poor. The various procedures for verification of beneficiaries will also discussed in the Operations Manual. The identification and selection of beneficiaries will be done by the Boma Development Committees (BDC) and Payam Development Committee (PDC), and will be facilitated by UNOPS. Beneficiaries will be identified and selected at the Boma level through the participatory, inclusive and transparent community- based targeting process led by BCD and facilitated by UNOPS. After that verification and validation is undertaken, and followed by biometric registration of the verified and validated beneficiaries. The below process will be used to identify and implement subprojects:

Payment procedures: Each beneficiary will be paid based on the number of workdays allocated and the number of days actually worked. The list of beneficiaries to be paid and the amount to be paid to each will be generated through the MIS based on marked attendance. It is planned under the project that attendance will also be biometric based.

Project Locations

Approximately 57% of interventions will be implemented in urban / semi-urban areas while 43% will be implemented in rural areas. Table below provides more details. Project Areas Projected % of activities Projected % of activities Projected % of activities in in urban areas in semi-urban areas rural areas Bor South 0 100 0 Torit 0 100 0 Kapoeta East 0 0 100 Gogrial West 0 0 100 Tonj South 0 0 100 Juba 100 0 0 Pibor 0 100 0 3 New locations TBA TBA TBA

Project Institutional Arrangements The table below shows the institutional structures of government and local stakeholders, which will underpin the implementation of the project by UNOPS. World Bank will provide technical assistance and implementation support, as needed, as well as supervision of project implementation through supervision missions. UNOPS will therefore be reporting directly to the Bank on all aspects of the project that are beyond the below institutional arrangements. At the national level, a National Advisory Committee (NAC) comprised of Undersecretaries of the relevant ministries would be established to provide policy and strategic guidance and coordination. In addition, a National Technical Committee comprised of the relevant Director Generals and Directors would be formed to provide technical support in implementation of the proposed project. At the local levels, the current structures established under the SNSDP would continue to support daily implementation and coordination. At all levels, the corresponding staff of the UNOPS will engage closely with the government structures to ensure coordination and collaboration in implementation of the proposed project. It is important to note here that in the most conflict-affected and opposition held areas, these local level structures may be constituted differently based on the existing structures and systems on the ground. Further, it has been agreed with the GRSS that assets, including vehicles and motorcycles, acquired under the SNSDP would continue to be used for the implementation of the proposed project. S/N Institution Composition Roles and Responsibilities Name of focal point / o agency team is accountable to

National 1. All relevant • Overall policy and • UNOPS CD will also Advisory Undersecretaries (MoFP, strategic guidance, provide guidance, Committee MoA, MoGCSW, LGB • oversight, accountability based on UNOPS etc ) and policies and 2. National Technical • coordination with other procedures and Committee members government agencies and agreements. 3. The Country Director other development (UNOPS) as the partners; implementer & direct Recipeint NB: Meet quarterly 4. Other development partners, by invitation of the Committee, as appropriate National 1. All relevant DGs and • Support operations of the • UNOPS PM – Technical Directors project responsible for the Committee • Informed on annual day to day 1. Project Manager project progress reports; implementation and (UNOPS) as secretary annual audit reports and management of the 2. audit recommendations; project, including • Facilitate partnerships preparations of the with other stakeholders plans and reports to be shared with the NB: Meet monthly initially but committee, could be bimonthly after • UNOPS PM reports relative stabilisation directly to the UNOPS CD. The UNOPS PM will be supported by the Deputy Project Manager, Public Works Officer, Environmental and Social Safeguards Specialist, Community Mobilisation Officer, M and E Officer and MIS Specialist

2. State 1. All relevant DGs and Directors • Supports integration of • UNOPS TL – Steering 2. UNOPS TL at State level- project plans with overall responsible for the Committee Secretary state and county plans, day to day running and project and management of implementation within the project, at the the State; field level including • Informed on annual work preparations of the plans submitted by plans and reports to UNOPS; the committee • Review and endorse • UNOPS TL is annual project progress accountable to the reports submitted by UNOPS Deputy Counties/ UNOPS. Project Manager • Supports coordination with • Deputy Project other relevant government Manager is agencies and/or partners accountable to the PM

3. County/Mun 1. All relevant Departments • Supports implementation • UNOPS TL is– icipality - UNOPS TL- Secretary of the project at the responsible for the Core Team county/municipality day to day running level; and management of • Facilitates the the project, at the identification and field level, including selection of vulnerable preparations of the Payams/blocks and plans and updates to Bomas/quarter councils; the committee • Facilitates the meetings. identification and • TL takes minutes of selection of vulnerable the discussions and households; is responsible for the • Participate in the recommended identification of sub- actions projects and endorse • UNOPS TL is identified sub-projects at accountable to the the payam and Boma UNOPS Deputy levels; Project Manager • Participate in the • Deputy Project deliberation and Manager will be dissemination of accountable to the targeting criteria; PM • Provide technical support to the Payam Core Team; • Consolidate plans and reports coming from Payams and ensure integration into departmental plans and programs, as necessary; and • Report to the County Executive Director 4. Payam/Bloc 1. All Payam/Block DC • Support Boma and village • UNOPS Commodity k UNOPS Community leaders during beneficiary Mobilisation Developmen Mobilizer - Secretary targeting, and project Assistant, Public - All Technical Team of the identification and Works Assistant and t Committee Payam/Block prioritization; Environmental and • Support UNOPS Social Safeguards in the development of Assistant will all be proposals; accountable to the • Keep records of UNOPS TL beneficiary profiles; • Supports Labour management for efficient and effective use of the available labour force and resources; • Submit process and progress report to the County Executive Director • Ensure sustaining the management of created assets during and after completion; • Ensure the availability of hand tools, inputs industrial goods, etc’ • Consolidate and approve annual Plans of Bomas; • Ensure quality of work output. 5. Boma/Quart 1. B/Q Council DC • Facilitate identification • UNOPS Community er Council Members as members of target beneficiaries Mobilisation Clerk Developmen - UNOPS CM as Secretary and validation by the will be accountable t Committee community; to the UNOPS • Facilitate the Community identification and Mobilisation prioritization of Assistant subprojects; • Supervise the project implementation; • Together with local chief maintain peace and stability; • Monitor the daily attendance and ensure quality of work output; • Keep records of beneficiary profiles; and • Ensure the safe keeping of hand tools, inputs (industrial goods, etc) provided by the project; • Ensure the approved beneficiary list is posted in public places. 6. Boma/Quart • Chair-Elected among the • Supervise the • This level is still the er Council beneficiaries identification and responsibility of the Appeal • Secretary registration of UNOPS Community Committee beneficiaries; Mobilisation Clerk • Receive, record and who will be resolve complaints accountable to the related to project UNOPS Community implementation; Mobilisation • Monitor project Assistant implementation at the project localities. 7. Community Five members per location • The community Supervision supervision team Team members are selected (CSTs) from among beneficiaries; • CST enforces work norms; • Receives and handle complaints; • Guides the implementation of the public works activities; • Oversee implementation progress, oversee measurement of work and payment of wages, and certification of work completion

Picture 1: Institutional National Advisory Committee Arrangements for SSSNP (NAC)

National Technical Committee (NTC)

State Steering Committee (SST)

Municipality /County Core Team U

Block/Payam N Development Committee O (B/PDC) P Quarter Council/Boma S Development Committee (Q/BDC)

Appeal Committee (APC)

Community Supervision Team (CST)

Group Leaders

KEY FINDINGS FROM STAKEHOLDER CONSULTATIONS Extensive meetings and consultations have been carried out throughout project implementation, field visits, rapid social assessment exercises and assessment of mitigation measures with various stakeholder, including beneficiaries, community leaders, government actors, and local project teams (see annex 1). Stakeholders in all the seven areas i.e. Kapoeta East, Torit, Bor, Juba, Pibor, Gogrial West and Tonj South where the SNSDP was implemented were consulted during field visits by PIU and IPs. These consultations were carried out in the month of June, July, August, October and November 2018.

Findings based on interviews with beneficiaries, government actors and project teams included:

. Ethnic conflicts still exist among tribes like Murle, Dinka, Nuer etc.. The conflict is characterized by child abductions, cattle raiding, fighting leading to loss of life, property and displacement of people; . Hunger and starvation still persists and wages earned are used for basic needs like food, clothes, medical care and school fees sometimes but cannot have surplus for investment; . Poor sanitation in the community, only a few latrines are available. The rest of people use open places, which makes the situation worse during rainy seasons; . High disease burden among people that include (Malaria, typhoid, Hepatitis B, HIV/AIDS, TB, and Cholera) malnutrition in children and this is worsened by food and nutrition insecurity. . Inaccessibility to health services due to both physical and non-physical factors. The physical barriers include flooding and poor roads. The non-physical factors include ethnic conflicts and political conflicts that persist; . Low morale of Workers as Government salaries are very low and delay, hence absenteeism and late coming at work; . Lack of irrigation infrastructure to carry out farming during dry seasons. . Land belongs to communities as the Land Act has not been approved and this makes making decisions on land matters complicated; . Orphans and widows in the communities who cannot meet daily basic needs; . High number of cases of GBV (Women consulted reported high cases of gender-based violence that involve early marriages (mostly done to get bride price), polygamous marriages leading to family and child neglect, beating of women by men, rape cases, abduction, kidnapping of women for marriage. . Natural disasters like drought, floods affect agriculture and movement of people.

The findings have been taken into account in project design, but have also pointed out risks, for which mitigation measures have been developed (see below). The main risks addressed include the high conflict potential between communities, high risks of SGBV, health management issues, communal land ownership.

Key recommendations by beneficiaries, government actors and project teams included the following: . Undertake awareness on issues such as drought as a result of climate change. It was reported that the effect of climate change was not being understood by some communities which resulted in the killing of traditional rainmakers in such communities. . Engagement of the youth in the project areas into other sustainable income generating activities helps to reduce on the practice of charcoal burning because this practice is looked at as the easiest way of generating income for the unemployed youths. . Continued sensitization of the farmers about the need to use improved seeds that produce high yields. . Carryout sensitization and awareness on gender-based violence and early marriage. SOCIO-ECONOMIC BACKGROUND OF THE PROJECT AREAS A rapid social assessment will be carried out in new areas which will be identified to help understand the socio-economic context of the project areas and vulnerable groups before implementation commences and results will be integrated either directly in an update of the Social Assessment or an Addendum to it.

Demography: According to the disputed results of the 2007 Population and Housing Census of Sudan, South Sudan has a total population of 8,260,490 with an average household size of 6.3. South Sudan has a slightly higher male population (about 52 %) versus females (about 48 %). In terms of ethnic composition, there are many ethnic groups in South Sudan of which the Dinka, Nuer, Murle, Mundari, Toposa in Kapoeta and Boya are the main agro-pastoralist groups, which dominate in the selected project areas. The table below shows the population statistics of the 2008 population census and 2017 projection for the project areas. Table 1: Population statistics for the project areas 2008 Project Areas Population Population Gender Census 2008 Projection 2017-07-01 Male Male Female Female <16 ≥ 16 <16 ≥ 16

Bor South 221,106 305,328 55,763 60,423 48,593 56,327

Torit 99,740 153,314 25,681 24,963 23,119 25,977 Kapoeta East 163,997 252,271 43,577 37,443 39,854 43,123

Gogrial West 243,921 346370 59,930 57,064 59,776 67,151

Tonj South 86,592 122,816 22,514 20,835 21,333 21,910 Juba 372,413 525,953 79,390 126,284 72,233 94,506

Pibor 148,475 204,176 39,328 36,690 35,534 36,923

3 new TBA TBA TBA TBA TBA TBA counties

Socio-Economic Status: Like in most areas of South Sudan, project areas’ livelihoods are concentrated in low productive, unpaid agriculture and pastoralist activities. Infrastructure is virtually non-existent in these areas. There is also a low level of income and purchasing power, which together with disruption associated with conflict and very limited infrastructure, has constrained economic activity and market development. There are high levels of vulnerability arising from two decades of civil war, which has made it hard for a sizeable proportion of the population to meet their livelihood needs without relying on humanitarian assistance. Inadequate

transport infrastructure poses a major problem for movement of people and commodities within project areas and between states. The conditions of most of the main roads, especially in the wet season, hinder transportation of goods and people. High transportation cost is a disincentive to farmers in potential surplus production areas for expanding production. In areas like Kapoeta East it is very difficult to carry out any activity during the wet season due to floods of seasonal rivers that hinder movement of people. Lessons from the SNSDP show that the poor state of roads makes it worse and turning it into a major challenge in Kapoeta East and the rest of areas. There are many cases of people drowning in those rivers during wet season in Kapoeta. Poor households form the majority of the population in the project areas. Project areas are nearly bereft of access to basic services, and the capacities of local governments to perform their functions is extremely low because of insufficient powers, lack of resources, lack of infrastructure, internal conflicts, political instabilities and geographical isolation from centres of services.

Ethnicities as per project location

S/No Location Dominant ethnic group Minority 1 Bor Dinka (the indigenous and most Acholi, Bari speakers mainly engaged with Aid dominant) agencies as staffs and business men.

2 Torit Lotuko (dominant group with the Acholi, Okoya, Madi, Bari speakers, Didinga, sub-dialect of Lopit, Lango, Toposa, Boya, Katebo, Dinka and Nuer Dongotono, Imurok, Bira and Orioma )

3 Kapoeta East Toposa Boya and Didinga

4 Gogrial Dinka Sudanese e.g Darfurians 5 Pibor Murle Anyuak, Jie Kachipo 6 Tonj Dinka Bongo and Jur-chol 7 Juba Bari speakers All the other ethnicities in South Sudan and immigrants from neighboring countries 3 new locations TBA TBA

Cultural Background: As listed above, there are a variety of ethnic communities in the project areas, most of them have an agro-pastoralist subsistence background. The largest groups among them are the Dinka and Nuer. The Dinka are speakers of a Nilotic language and consist of a variety of ethnic groups. They live on traditional agriculture and pastoralism, including mainly cattle husbandry next to the cultivation of food and cash crops. Dinka social structure can be characterized through many inter-linked clans rather than a hierarchical political structure. The Nuer ethnic group speaks a language of the Nilo-Saharan family, and mainly herd cattle for their subsistence, many members of the group still live a semi-nomadic lifestyle. The Murle people are smaller in numbers, and mainly inhabit parts of Jonglei State. They are also Nilo-Saharan speakers, whose subsistence is traditionally based on pastoralism. The Toposa people reside mainly in the Greater Kapoeta region, and are traditionally cattle herders. Toposa is a Nilotic language. The Bongo usually stay scattered far away from each other because they belief someone may cast what

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they perceive as witchcrafts on their children. They only come together when someone dies within the household and mourning period last for seven (7) days. Kapoeta East is inhibited with many tribes from across South Sudan being that it was one of the area where active combat did not take place during the liberation war hence a safe place for the settlement of the civilians. However, the majority of the people in the area are the native people of the land, the Toposa with few tribes like the Dindinga, Dinka, Acholi, Madi, Lotuko, Peri and the Lango that are found only in the centres of Narus and Nadapal, all the diverse cultures are living in harmony for more than 20 years with no record of tribal conflict in the area since the Toposa are very welcoming and accommodating people. Torit county is predominantly inhabited by the Lotuko who belong to the Nilotic ethnic groups (further internally distinguished into other dialects including Lopit, Dongotono, Imurok, Bira and Orioma) which constitutes 97.3% of the population in Torit. The other remaining proportion is constituted by Langi and Pari who are also natural inhabitants in Torit. Other tribes from all over South Sudan (Acholi, Okoya, Madi, bari speakers, Didinga, Toposa, Boya, Katebo, Dinka and Nuer etc.) are also represented currently in very small numbers. Cultural practices are traditional and male dominant with a traditional youth group known as “monye-miji” mostly in charge of security of the area and a highly respected traditional chief responsible for traditional matters in the area. There is a culture of violence which mainly occurs around the same tribe (Otuho) and is caused by cattle rustling, an ingrained culture of violence and revenge killings. There are little cases of cattle raiding in Imurok and Ifwotu where communities are mostly agriculturalists Bor is a bit unique when compared to the other counties. The dominant tribe is Dinka who are majorly nomadic cattle keepers, followed by the Acholi who are more into retail business and crop farming. Other groups of people are from neighbouring countries like Uganda, Ethiopia, Kenya and Eritrea who are more into whole sale business and accommodation facilities Gender Issues: South Sudan’s women have been severely affected by the ongoing conflict physically, psychologically and economically, with sexual violence having been deployed as a key strategy in war and ongoing conflicts. However, women have also been instrumental in being involved in mostly local peacebuilding initiatives. Most ethnic groups in South Sudan are patrilineal and patriarchal adhering to strict gender divisions and roles. The implementation of local justice norms and mechanisms does not cater for women’s individual rights to be respected. Sexual violence generally in South Sudan is an extremely serious issue. Women and children are targeted with sexual assaults, and are often abducted in cattle raids and local conflicts. Women’s involvement in political decision-making spheres is still very limited, and economically they mostly engage in vulnerable employment or in unpaid work. In most communities, women are not allowed to inherit anything (including land) if the husband dies but instead, they will be inherited by any male person from the Husband family. The widow can also be inherited by any male relative without her consent. Forced marriage is commonly practiced in the community and girls have no right to choose a person of her choice. In Pibor, girls are even chosen for marriage at an early age (as young as 5 years). There are always gender bias in the community where women are not allowed to speak or talk in the community meetings or during marriage negotiation or decision making in bride price. Both men and women keep or own livestock. However, men tend to own big animals such as cattle while women and children keeps small animals such as goats, sheep and poultry. In Kapoeta East for example, gender differences are huge with segregation being very high based on gender, division of labour among men and women where most of the household

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work, farming, construction of house is for women while men’s responsibility is to look after the livestock and task with the responsibility of protecting the community and the animals. Social Stratification in Communities: In general most if not all ethnic groups in South Sudan are patrilineal and patriarchal adhering to strict gender divisions and roles and hence majority of the decisions are made by men. However, for the SNSDP project beneficiaries, majority of the HH heads were female (74%) and hence women had the decision making power (48%), followed by joint decision (34%. e.g. wife and husband, mother and son etc.) with only 18% having been done by men. This is according to post distribution monitoring results. Local leaders specifically chiefs tend to command a lot of respect and power and hence can influence how things are done in their jurisdiction. This includes issues to do with acceptance of programs or projects into the area, land allocations, resolving of issues, sub projects selection and of course targeting of beneficiaries. This is the reason why institutional structures to manage all the project processes are key as well as having a robust grievance mechanism, careful and detailed project sensitisation and mobilisation. Their inclusion will however be critical for the success of any project. Community inter/intra conflicts: Inter communal fights are very common in most places in South Sudan. There are communities who have been traditional rivals for many decades. For example, people fight over cattle and or women. Revenge killings are common in the community where disputes are settled through barrel of guns. In additional, for example Tonj communities have been fighting communities in Gok for many generations over cattle rustling in swampy areas. Meanwhile, other communities of Luo and Bongo are peaceful and only engage in fights when provoked. In Kapoeta, animal wealth remained the major source of conflict. Cattle raiding is common form of conflict where the Turkana from Kenya cross to raid cattle in Kapoeta east and the Toposa equally cross to raid cattle in Turkana land, the cattle raiding is also common between the Toposa and the Murle of Boma state. High payment of bride price in terms of number of cattle a man can pay in order to marry is one of the major deriving factor in cattle raiding as the youths who do not have cattle will opt to raid cattle in the hope of marrying. In Pibor there is rampant conflict due to age group fighting among the same communities, fighting due to cattle raiding and fighting due to fornication and age rites. Formal and informal power dynamics: All the locations in South Sudan have both the formal and informal governance structures. Each county is headed by the Commissioner who is appointed by the Governor. The County is divided into Payams which are headed by Payam Administrators that are appointed by Commissioner in consultation with local government. Under Payams are the Bomas which are headed by Boma Administrators who are appointed by Executive Director but report to Payam Administrator. The same structures are replicated in municipalities/towns, for example Bor town which is structured from the Governor of the state (and the deputy governor), his cabinet ministries, the Mayor of Bor town, the Quarter Councils head chiefs and the block chiefs. Every payam is governed by a payam administrator and supported by departmental heads of all the relevant intuitions; including education, health, housing and physical infrastructure, agriculture fisheries and animal resources, among others. Traditional authority (informal structures) run parallel alongside the formal governance structures. The chief and sub-chiefs head their clans. They settle disputes between communities and within the clan. They collect hut taxes on behalf of government since they are direct to communities. And hence are very critical in any activity which happens within their area.

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There are instances were communities may have more power than the formal structures. For example in Tonj South community especially, the cattle keepers are heavily armed; more than Government organized forces, making it for law enforcement agent very difficult to handle criminal cases or even respond to any fighting taking place in the community Health and Nutrition: There are significant challenges in the health sector experienced in almost all areas in South Sudan. Some of these challenges include crippled health infrastructures, nearly collapsed public health system, inadequate qualified health professionals, drug stock outs, and insecurities. Poor hygiene conditions also continue to negatively impact the health situation in communities where SNSDP is implemented. Through FGDs, some community members in Bor and Kapoeta East reported that none of the population in their village used latrines. Open defecation directly contaminates drinking water sources posing a health threat to communities especially during wet seasons. Malaria continues to be the primary health concern among the communities followed by pneumonia, typhoid, and malnutrition, UTIs, STDs and Hepatitis B - mostly reported in Bor. Diarrhoea, measles and respiratory infections are the most common childhood diseases in most of the communities, childhood illnesses are highly correlated to acute malnutrition. Agriculture: More than 95 percent of households in project areas are categorized as subsistence- level rain-fed farmers cultivating small areas using simple manual agriculture implements. The common cultivation practice is to clear an area and grow the crops for a number of years (can be up to 15 years) with limited crop rotation. After this period, the land is abandoned and a new area is cleared, with the individual family moving to the new area. No fertilizer is applied, but in the plots close to the house and close to the cattle camps, manure and household waste is added to the soil. Productivity in the rainy season is low and extremely limited in the dry season without access to water for irrigation, hence reason for food shortages and hunger in households. During times of poor food availability, people in some areas like Tonj and Kapoeta East depend on wild fruits and tree leaves as important sources of food in addition to the occasional slaughter of cattle. Milk production dips at the end of the dry season. Main crops grown include maize, sorghum, finger millet, cassava, sweet potato, sesame and groundnuts. Fruit trees include mangoes, oranges, pineapple and citrus. Vegetables include onion, okra, amaranths, cabbage, carrot and cucumber. In general, agricultural production in project areas is still poor mainly affected by poor seed supply, timing and methods of weeding, use of inputs, pest and disease and security challenges at local level. All areas depend on farming or animal husbandry for their livelihoods. Land Ownership and Use in rural areas fall under the customary law. The right to use land is linked to the customary kinship structure in which land is communal, and every member of the community has an accessional right to use land. Procedures to acquire land for cultivation varies and largely depends on the customary norms of the area, but in many cases the paramount Chief/Headman recommends the applicant to the community for permission to use a certain portion. State of education: Project areas similar to most parts of South Sudan are characterised by a limited number of schools, poor school location relative to most homesteads, lack of teachers and a culture that discourages girls from attending school. These factors combined, to a large extent are responsible for the low school enrolment and high numbers of school dropouts. Early marriages

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where girls bear children at a tender age are also seen as a major challenge to education. However, significant efforts by the Government and NGOs (War Child Holland, War Child Canada, Act for Humanity, Child Fund Korea, UNICEF, WFP among others) have been directed towards improving education in these areas by focusing on primary education, girls’ education, teacher training and institutional development. Rainfall, Humidity and Temperature: The climate across the project areas - like any location in South Sudan- is hot with seasonal rainfall influenced by the annual shift of the Inter-Tropical Convergence Zone. All the areas experience two main seasons i.e. wet and dry. The wet season begins at the end of April and ends at the end of November, followed by dry season. Some areas like Bor, Pibor and Gogrial experience seasonal flooding during wet seasons typically between August and October each year which is attributed to their location along the Nile. Temperatures do not vary greatly with the season at any location; the most significant climatic variables are rainfall and the length of the dry season. Kapoeta East is among areas that receive little rainfall throughout the year with average annual temperature of 26.1 °C and 657 mm of precipitation falls annually. Other areas have average annual temperature range of 24.7 °C to 28.9 °C and annual rainfall of 891 mm to 967 mm. Soils: Like the case in most parts of the country, project areas’ soils can be divided geographically into two categories. There are the clay soils of the central region, and the laterite soils of the south. Less extensive and widely separated, but of major economic importance, is a third group consisting of alluvial soils found along the lower reaches of the White Nile and Blue Nile rivers. The project areas are endowed with rich black cotton soil, fine sandy soil patches and clay. Different locations where the project is being implemented show concentrations of the main soil types. For instance, the black cotton, clay and loam soils are predominantly found in Bor, Gogrial West, Tonj and Pibor with sandy soils in some parts. Hydrology: South Sudan is drained by the Nile and its main tributary, the White Nile (Al Bahr al Abyad). The longest river in the world, the Nile flows for 6,737 kilometers from its farthest headwaters in central Africa to the Mediterranean. The importance of the Nile has already been recognized in biblical times; for centuries the river has been a lifeline for Sudan and now South Sudan. The White Nile flows north from central Africa, draining Lake Victoria and the highland regions of Uganda, Rwanda, and Burundi. At Bor, the great swamp of the Nile, As Sudd begins. The river has no well-defined channel here; the water flows slowly through a labyrinth of small spillways and lakes choked with papyrus and reeds. The White Nile has several substantial tributaries that drain southern Sudan. In the southwest, the Bahr al Ghazal drains a basin larger in area than France.

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POTENTIAL BENEFITS AND ADVERSE EFFECTS OF THE PROPOSED PROJECT While some of the described ethnic groups in the project areas, as described above, are larger in numbers than others, all of them fit at least some of the criteria defining ‘Indigenous People’ in the World Bank and United Nations Safeguard policies. Therefore, no particular stakeholders or beneficiaries can be singled out. Adverse effects are therefore not expected in relation to characteristics of a particular ethnic group, but are rather determined by issues such as gender, or power structures in the communities between and within ethnic groups. In particular, lessons from the previous project have shown that vulnerability inside communities can affect whether people can participate in and benefit from public works activities. This project therefore targets those who are most vulnerable and supports them with cash transfers. This section presents an analysis of the potential benefits and adverse effects of the project to the communities. It is assessed that the potential positive impacts of the project outweigh the negative impacts.

Potential Positive Impacts

. The project builds skills and institutions that can encourage low-skill wage jobs in the future and create the basis for the future job-creation in the private sector; . In addition, the it can contribute to strengthening both central and local government capacity to deliver social protection services and improve the conditions of the poorest, moving away from NGO-led implementation and delivery of social protection services to strong involvement of the Government as the leading actor in designing and providing such services; . The project can serve as a useful bridge between the humanitarian and development efforts and contributes to the graduation of the most vulnerable individuals and communities from aid dependency to self-sufficiency; . Strengthening local level cohesion and fostering social unity through greater interaction and dialogue among diverse ethnicities in a community, utilizing participation in public works as a safe and neutral platform for bringing community members together; . Spill-off benefits like capital to start small businesses (e.g. salon, kiosk) using savings for cash transfer and improved capacity to meet household essential needs like food, medical bills and school fees; . Increased hope to meet essentials among vulnerable groups especially child-headed households, elderly and people with disabilities (PWDs); . It is expected that improved community assets lead to better natural resource management, thereby contributing to climate adaptation this would also promote food security and livelihoods opportunities through group-based small scale agricultural activities; . Capacity building through soft skills and life skills training, promotion of savings groups, expansion of the financial literacy and WASH trainings, nutrition and early childhood development messaging, and psychosocial support, among others; . Reduced criminality because people who used to be idle are involved in productive work.

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Potential Adverse Social Impacts

Occupational Safety and Health: through the improper use of personal protective equipment (PPE) and human error, injuries, loss of man hours, infections, and increased medical bills can occur. It is crucial to provide appropriate PPE, as well as continuous reminders on how to use PPE, how to use signage, and to provide continuous and strong supervision.

Social Ills: There are a significant number of social ills related risks, most of all beneficiary exclusion, which can lead to conflict; the obtaining of money under false pretense from beneficiaries by leaders; delayed payments leading to complaints and conflict; the destruction of property (such as crops) through slashing desilting of drainage channels; as well as issues of sexual harassment, GBV, including rape through impacts of the projects on gender dynamics and roles inside the household, but also through the large gathering of workers that can endanger the women of the locality. Most of these risks can be mitigated through clear communication of beneficiary selection and other project approaches and strategies, in locally appropriate ways; as well as through clear communication and implementation of a refined GRM and through a separate GBV mechanism (see below).

Encroachment on private and public land: The opening up/rehabilitation of rural feeder and urban roads, rehabilitation of school fences, and the establishment of compost sites may lead to encroachment or trespassing on privately used land. Such subprojects will only be feasible if land can be donated voluntarily as outlined above. Public works activities may also lead to chance archaeological or cultural finds, which beneficiaries or community members may want to appropriate for themselves. In such a case, a Chance Find Procedure shall be followed. Greater detail on this issue is provided in Chapter 3 (3.2.5) as well as in Annex VI.

Land conflicts: Small-scale farming and agriculture activities, hand-dug wells, and water pans/haffir require land that is possibly claimed or owned by someone. However, given the communal ownership of the land tenure system in South Sudan, where local landlords and chiefs have the final say on voluntary land acquisition for community activities, the beneficiaries/community consult with the landlords and chiefs for the allocation of the land for the activities as well as for consent of all households currently using the land. It is furthermore not planned to take individual land for agricultural purposes, as they are implemented on communal land, allocated by the chiefs and for which consent by all current land users has been obtained. Furthermore, for the voluntary granting of the land, both, the World Bank and UNOPS require a Voluntary Land Donation guidelines to be followed. A consent form has to be signed by all donors and users of the land (see annex 2). The guidelines will be implemented by the Boma Development Committee, facilitated by UNOPS during the selection of public works subprojects. This approach has been successful in the previous project and will be strengthened by the new operations, ensuring consent of all stakeholders, including individual user households.

Equity Issues: In irrigation schemes, equity issues may occur over decisions on where water travels down, who receives water first and who receives it last. In regards to water harvesting and hand-dug wells, questions may arise who benefits from access to water. New access to water can create unwanted beneficiaries, where some benefit from charging for water. This is avoided by implementing water projects on communal land, allocated by the Chief. The water will be

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accessible by all community members who live permanently or temporarily in the catchment of the well; i.e. arrangements will also be made with pastoralists who would cross the area regularly.

Elite capture: The project runs risk of undeserving beneficiaries as a result of influence by powerful members of society, which can lead to intra-communal and inter-communal conflict. Given the high conflict potential in most areas of South Sudan, elite capture of funds injected through external programs are a significant risk. This can be mitigated through solid conflict analysis and political economy analysis of each location that is newly selected for project implementation, through clear geographic and beneficiary selection guidelines that are communicated in appropriate ways to different social groups (including illiterate populations etc..); and well-communicated GRM that circumvent reporting lines through local elites. Equally, all land donated will require consent by all user households.

Ethnicity of project staff: - The project team is comprised of a mixture of both international and local staff. A few key positions like Project Manager and Project Support Officer are manned by international staff while the rest of the positions are manned by local staff. Due to the fact that a balance had to be reached between literacy/merit and acceptance (having staff from the counties/communities) a mixture of staff was recruited both from outside and from within the counties. For example, the team leaders, majority were recruited from outside the counties with a few recruited from the counties. For the officer positions (public works, environmental safeguards and M and E) these were equally mixed with 50% recruited from the locations and 50% from outside. For the Community mobilization officer, the community mobilization assistants, drivers, cleaners etc., all these were recruited from the specific communities are the project was being implemented. In short, the project has staff from madi, muru, dinka, zande, lotuko, Acholi, kuku, nuer and kwawa tribes. As much as this helped in getting acceptance as well as communication with beneficiaries since staff will be from the same locations. There are some isolated challenges of communication breakdown since South Sudan has diverse languages. The project mitigated this by use of the local Arabic as well as the stakeholders, committees which were formed.

Exclusion of nomadic pastoralists into the program components 1 and 2 (i.e. how can households who move regularly be integrated into the program). Relation between PW activity selection and pastoralism: describe. Learning from the experience of the current project, it was noted that majority of the communities in South Sudan are pastoralists. However, it is critical to note that as much as they are pastoralists, it’s only the men who move to the cattle camps in search of either grazing or water points. Women sometimes follow to collect meat or milk at some point coming back after a few days. The cattle camps are usually done during the dry season when both water and grazing land become scarce. To ensure participation and inclusion of the pastoralist communities’ proper mobilization on the project is done as well as aligning the project to their needs. This includes selection of the women who will always be home as beneficiaries, keep monthly cycles at 15 days to allow for the movement even for the women who may need to go to the cattle camps at some point. During mobilization, the issue of alternates will have to be made clear since this will be critical to reduce absenteeism on both works and payments. The project will also encourage subprojects which are aligned to the livelihood of the communities, in this case livestock rearing where water points like water pans can be done to cater for the water needs of the animals.

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Potential for conflicts: where public works activities bring together people from different ethnic groups or different social units, there is a possibility to conflict. This will be addressed through initial conflict analysis in each region prior to targeting and PW selection. Conflict analysis will result in recommendations on how to mitigate potential conflicts, e.g. through the identification of the relevant local power holders that can be integrated in peacemaking or conflict prevention (which may differ from region to region).

Destruction of / attacks on PW sites: Through the current project it was noted that it will be key to have strong ownership of the sub projects. This is achieved through robust community mass mobilization and strong involvement of the community at all levels on the selection of subprojects. Once this is achieved the risk of destruction or attack of subprojects is minimized or eliminated. Also, the fact that all the PW are community projects, the is very minimum risk of attack or destruction.

Grievances of non-beneficiaries: as entire communities will be sensitized in project modalities and GRM, everyone, including non-beneficiaries of sub-projects, can address their grievances through the GRM. This is particularly important as those excluded as beneficiaries may be aggrieved.

Lack of understanding of beneficiaries’ entitlements: in order to prevent grievances that originate in a lack of understanding of entitlements and project selection modalities / beneficiary selection modalities, the project will implement a solid awareness and sensitization campaign through locally appropriate means (including local languages and media that are accessible by everyone and that have a broad reach).

Beneficiaries miss out on full collection of entitlements under Component 1and 2: One of the key project processes are the mass mobilization as well as the continuous awareness raising on the different project issues. Included in those processes are a clear plan and mechanisms on who beneficiaries will be paid after each cycle. The project has also included the ability of beneficiaries to have alternates so that in the event that the beneficiary is not available the registered alternate can collect money on their behalf. The project also does reconciliations after each payment after which clean up payments are done for those beneficiaries who may have missed the payment. In the event that the biometric payment fails completely, exceptions for paying outside of the system are considered although this will be the last resort. This is however done to ensure that the beneficiaries receive their full entitlement.

Increased number of people coming into the area: spread of communicable and waterborne diseases: All public work activities entail bringing together many people from different villages, which may enhance the spread of communicable diseases. In order to counter the various types of communicable and waterborne diseases, community members are educated over the importance of washing their hands before eating food, drinking of clean and safe water, and practicing of personal hygiene on and off site. Community members are also sensitized over HIV/AIDS preventive measures (i.e. use of condoms, including female condoms), safer sex education, and the need to treat any sexually transmitted infections in early stages as well as the need of undertaking HIV testing and counselling.

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It is important to note that the project does not encourage migration of people from one area to another, which helps minimizing the influx of people who may be infected with communicable diseases, and thereby reduces the chance of cases of new diseases within the project area. In addition to communicable diseases, opening up of urban drainage channels and burrow pits, as well as digging hand dug wells may also lead to increased cases of waterborne diseases. In an effort to mitigate possibilities of waterborne diseases, murram sites are restored, all shallow and hand dug wells be covered and stagnant water within construction sites are meticulously drained.

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Anticipated social issues and proposed mitigation measures1 A detailed implementation plan for the mitigation measures will be developed as part of the Project’s Operations Manual.

Nature of Impacts Activities for the Proposed mitigation Responsibility Costs impact measures

Injuries, loss of Improper use or lack 1. Provide appropriate PPE UNOPS, Group $30,000 man hours, of PPE and human (planning) leaders, BDC, infections, error 2. Provide continuous reminders PDC increased medical to use PPE and use of signage bills (implementation) 3. Continuous supervision (implementation)

Beneficiary Beneficiary, 4. Awareness campaign on UNOPS, Group $96,618.5 exclusion, subprojects selection selection criteria (planning) leaders, BDC, 7 grievances of non- and implementation 5. Implementation of transparent PDC beneficiaries, lack selection process of understanding (implementation) of beneficiary 6. Conduct Political Economy entitlements, Analysis (PEA) prior to beneficiaries miss entering new project locations out on full to understand and avoid collection of possible elite capture entitlements (planning)

Lack of Public works activities 7. Gender equality awareness UNOPS, CCT, $10,000 participation of through training, based on PDC, BDC women, youths general training manual and people with developed by SSNP disabilities (planning) (PWD) and other 8. Affirmative action in vulnerable groups membership committees (implementation)

Child labor Public works activities 9. Awareness campaign on child UNOPS, CCT, $1,006,34 rights PDC, BDC 2.77 10. Work badges to be carried during public works activities, stating beneficiary name, household, village, and age

1 It is important to note that while awareness campaigns are included as mitigation measures under multiple risks, it is not expected that campaigns would be undertaken separately for each risk. Rather, appropriate messages related to each risk would be combined during an awareness campaign. The cost in these instances relate to the other mitigation activities envisioned. In addition, for risks that are to be addressed through the Direct Income Support (i.e. child labor which will be mitigated by providing cash to child headed households), the transfer amount has also been included.

Nature of Impacts Activities for the Proposed mitigation Responsibility Costs impact measures

Inclusion of child headed HH under direct income support

Increased burden Public works 11. Gender equality awareness UNOPS, CCT, $11,000 of care on women through training, based on PDC, BDC as men are general training manual reluctant about developed by SSSNP work since (planning) women get wages Physical inability Public works 12. Work with local chiefs and UNOPS, CCT, $1,006,34 of PWDs, elderly county officials to identify and PDC, BDC, 2.77 and women to reach PWDs, widows and selection engage in public orphans through direct cash committees work transfers (planning)

Society’s denial of Public works 13. Awareness raising and UNOPS, CCT $5,000 women to take on inclusion of women in leadership committees responsibilities.

Obtaining money Beneficiary selection 14. Awareness campaign on UNOPS, $10,000 by false pretense and work days selection criteria (planning) selection from beneficiaries computation 15. Implementation of transparent committees by leaders selection process (Leaders taking (implementation) advantage of the beneficiaries and promising favors with payment economic) Loss of tools Storage of tools and 16. Successful communication / Group leaders, $10,000 beneficiary selection awareness of clear guidelines BDC, PDC (planning) 17. Consistent and effective supervision (implementation) Destruction of Slashing desilting of 18. Minimize or avoid unless with UNOPS $5,000 property such as drainage channels and explicit permission in writing crops desilting (implementation) Sexual Sharing of tasks, 19. PW signing off on work Group leaders, $50,000 harassment and people gathered for norms / ethical conduct, BDC, PDC violence from PW public works confirming reception of employees information towards 20. Strong vulnerable communication/mobilization beneficiaries / around zero tolerance to community sexual violence (planning) members

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Nature of Impacts Activities for the Proposed mitigation Responsibility Costs impact measures

21. Potential closure of all activities based on assessment on the ground 22. Anonymous reporting modality directly to UNOPS (implementation) 23. Linkage to service providers and functioning justice authorities or institutions for redress (implementation) based on request/consent by the survivor. Violence from Public works activities 24. PW signing off on adherence Group leaders, $11,000 PW beneficiaries to ethical code of conduct with BDC, PDC against each other implementing partner in their (specifically by respective location group leaders) (implementation) 25. Strong communication of zero tolerance to sexual violence (planning) 26. Suspension of PW from activities after ground assessment (implementation) 27. Anonymous reporting modality directly to UNOPS (implementation) 28. Linkage to functioning justice authorities or institutions for redress (implementation) Violence from Public works 29. Adherence to ethical code of UNOPS $10,000 project staff conduct (implementation) as towards part of staff contracts beneficiaries and 30. Strong communication of zero communities and tolerance to sexual violence vice versa (planning) 31. Immediate removal of staff based on assessment on the ground 32. Anonymous reporting modality directly to UNOPS (implementation) 33. Linkage to functioning justice authorities or institutions for redress (implementation)

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Nature of Impacts Activities for the Proposed mitigation Responsibility Costs impact measures

Domestic violence Utilization of money 34. Boma-level awareness raising UNOPS $30,000 earned from the of potential of domestic project, time women conflicts (planning) may spend outside of 35. Training of Boma HH away from their representatives to respond to usual duties can lead domestic issues in a non- to domestic conflict gender biased manner (planning); training provided by IPs based on training manual developed by SSSNP 36. Linkage to service providers and functioning justice authorities or institutions for redress (implementation) based on request and consent by survivors. Delayed payment payment 37. Timely payment UNOPS $10,000 leading to 38. Communication / awareness complaints and campaign of payment conflict mechanisms (planning) 39. Submission of reports to Money Transfer Agent, Implementing Agency and World Bank (implementation) Land grievances Road works, cleaning 40. Awareness campaign on how UNOPS, PDC, $9,000 and conflicts of public places and land is acquired (planning) BDC farming. 41. Conduct assessment of land conflicts and inclusive land use opportunities (planning) 42. Proper acquisition of land following guidelines (implementation)

43. Consultations of beneficiaries and communities with landlords and chiefs for the allocation of land (planning) 44. Signing of lands consent document following voluntary granting of land (planning) Equity issues Water wells 45. Implement water projects on UNOPS. PDC, $80,000 around water communal land, allocated by BDC the Chief (planning) 46. Ensure that water is accessible by all community members who live in the catchment of the well (planning)

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Nature of Impacts Activities for the Proposed mitigation Responsibility Costs impact measures

Conflicts during Agricultural sub- 47. Put in place procedures of UNOPS, BDC, $5,000 sharing of projects food sharing (to be developed PDC produce after by implementing partners) and harvesting communicate to beneficiaries before they start on work (planning) Spread of diseases Group work, many 48. Sensitization on preventing UNOPS, Group $11,000 people gathering one common diseases (planning) leaders location Low latrine Public works 49. Sensitize communities on the UNOPS $11,000 coverage importance of safe human waste disposal (planning) and other WASH issues 50. Partner with the County Government to develop a comprehensive WASH master plan (planning) Ethnicity of All components 51. Ensure that project staff UNOPS $5,000 project staff speaks local languages (planning)

Exclusion of Public works and cash 52. Registration of women who UNOPS, BDC $11,000 nomadic transfers will be at home since they do pastoralists into not go to cattle camps. Proper the program sensitization and inclusion of sub projects which are linked to this livelihood activity like water pans Conflict at public Public works 53. implement initial conflict UNOPS and CCT $20,000 works sites due to analysis prior to project different social implementation (planning) groups 54. identify and work closely with local power holders who have the capacity to prevent or solve conflict – identified through the conflict analysis (implementation) Public works 55. Proper mobilization and UNOPS, CCT $11,000 Destruction of sensitization. Selection of and attacks on community owned projects PW sites

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GRIEVANCE REDRESS MECHANISM World Bank research has shown that it is key to give stakeholders a voice, address grievances as early as possible, that there is no ‘one size fits all’, and that no reported grievances does not mean that no grievance exists (World Bank, RAI KN 19). This is why tailored grievance redress mechanisms are crucial for most projects. Grievance redress mechanisms (GRM) refer to institutions, instruments, methods and processes by which a resolution to a grievance is sought and provided. The GRMs provide an effective avenue for expressing concerns and providing redress for communities. Grievances and disputes may arise at several stages of project planning and implementation or may be a result of conflicts between groups affected by the project.

Through the previous project, a grievance redress mechanism has been implemented, with structures that start from the group level to the Quarter councils, Payams and community support teams at county, state and national levels. It has provided the beneficiaries a platform for airing their views and has helped reducing grievances that would have otherwise escalated given the large number of people involved and the high levels of vulnerability and ethnic tension. However, during consultations there was a general feeling of helplessness among the beneficiaries with regards to channeling grievances and their complaints for redress through the appeals committee (APC). A section of beneficiaries felt not helped by the appeals committee. Beneficiaries complained about lack of action on their issues. Also, the distance to the appeals committee offices to report their grievances was considered a key hindrance to accessing redress.

Recommendations to strengthen the GRM therefore include:

 Engage a consultant to provide enhancement of the Grievance Redress Mechanism  In order for APC to function, provide lunch and transport every month;  Enable the APC to sit every month and if necessary move to the communities instead of communities always looking for them;  Provide APCs with skills of handling cases ;  Having engagements of only women groups in order to ensure that they freely express themselves;  Establishment of focal points within beneficiary communities to identify and respond to issues of gender-based violence (GBV) and other issues; trained by UNOPS so as to ensure that they are fully equipped to execute their duties.  Provide toll free lines at UNOPS for beneficiaries to report any grievances;  MIS to include mechanisms to do monthly analysis of GRM (% of grievances received, resolved, referred and pending);  A forum at state level, e.g. a task force or an already existing technical committee that is given the mandate to handle grievances;  On a quarterly basis provide transport and lunch for field visits; The equivalent of the Social Protection Unit in the Ministry of Gender, Child and Social Welfare (MGCSW) which has been established, staffed and equipped;  UNOPS shall have functional Memorandum of Understanding with the states and counties in which they operate, which would stipulate the undertakings of the state and UNOPS;  Among the undertakings of the states is the provision of security and enabling environment for the staff of UNOPS;

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 There should be a mechanism to monitor the compliance to the MoUs by the National Government. It is recommended that the above points are incorporated in the enhancement of the GRM, as envisioned under the project, prior to sub-project activities. Throughout the project lifecycle, a continuing enhancement based on lessons learned by the GRM should be implemented. GBV issues, however, should be separated out and handled through a different mechanism (see below).

Generic elements of a GRM should contain the following:

Acknowledge Verify, Assess and Monitor and Report and Follow Investigate Feedback Clarify Evaluate Up and Act

Given the country context, the project design, and lessons learnt, some general principles for the re- design of GRM emerge. For example, the provision of multiple grievance channels allows an aggrieved party to select the most efficient institution; and accessibility and timely response of APCs is crucial, circumvent partial stakeholders, ability to bypass channels that are not responsive. Furthermore, the GRM should be rapid, confidential, independent, transparent, and protect witnesses and complainants.

For the first stage of the GRM value chain, it will be important to provide sufficient information on project modalities through awareness campaigns, as well as access to technical assistance for those who are aggrieved to help them understand whether their grievance is appropriate and provide advice on the adequate address. Information campaigns should be launched via radio in order to respond to high illiteracy rates. Following that, a grievance report should address different institutions, and means of reporting should allow multiple challenges - oral, via letters, drop boxes or a phone call. Once the grievance is received, it should be acknowledged by the respective institution and a decision has to be taken whether it is to be processed locally or not. It then needs to be investigated by the adequate institution; a decision on sanctions and punishments to be taken; and an appeals mechanism provided. Feedback of the investigation and its results to the complainant are key in order to stop a grievance.

GBV issues and their proposed handling are mentioned in the below diagram, but their handling is separated out and does not follow the proposed GRM flow.

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Diagram of Proposed Feedback and Grievance Redress Mechanisms

Step of GRM Function Actors Comments

Assess and Mechanism available For Project Beneficiaries: Prerequisite is a thorough information campaign for Clarify to help aggrieved communities and Project Staff on modalities of project, person assess if - Elected focal person / secretary of appeals committee project priorities and budgets. grievance is - The Secretary APCs should ask if the complainant has already warranted. complained directly to the implicated committee or institution and if not should encourage the complainant to do so before lodging the grievance with the QAC

- Clear communication / information provided by the SSSNP

For Project of Govt. Staff: - SSSNP Program Manager Reporting Depending on the • Most grievances and complaints will be received and recorded by By being able to report directly to the State Level project type of grievance and the elected focal person/ secretary of the appeals committee; team or the PIU, a complainant has the option to choose the person aggrieved between alternative addresses. – institutions receive • If other members of the QAC are approached by community reports of grievances. members they should ask the member to make sure they direct Grievances that relate to government, but not directly to their grievance to the focal person to ensure that it is recorded the project can be passed to the respective government properly. However, if there are good reasons not to report to the office with copy to the project (SSSNP PMT). focal person, the grievance should be reported to the State level project team or UNOPS project management team (PMT). The telephone number for the GBV hotline will be adequately distributed at the local level, with a focus on • Any GBV or sexual harassment complaints should be directly reaching the most vulnerable populations and all reported to the SSSNP Project Manager or the UNOPS Country women. Director without disclosure of confidential, private information of the survivor or details on the case which could lead to the Grievance mechanisms will be introduced through identification of the survivor. A specific telephone hotline will be awareness campaigns in the beginning of project put in place for this purpose, administered by UNOPS Country implementation, and posters in the communities will Office HR person. Further details on GBV see below. provide access information throughout the life span of the project • Complaints and grievances can be submitted in writing or if the complainant cannot write he or she can make it orally. If it is done orally, the focal person must record this complaint in writing and read it back out to person lodging the complaint or grievance

Complaints from Govt. or Project Staff:

- PMT or UNOPS Country Director Acknowledge Rapid • The Appeal Committee should meet either periodically or as Grievances reported that relate to community dynamics and Follow-Up acknowledgement required to discuss and decide how to address the complaints and outside project procedures, should not simply be passed and follow-up are grievances received. At the meeting the focal person should back. Complainant may have deliberately circumvented important in order to present the grievance to the Committee for review and action; ‘traditional’ conflict resolution institutions. If conflict prevent conflicts. The management is required to address the grievance, officer who received • At the meeting the focal person should present the grievance to project structures (committees and PMT) should the Committee for review and action. The appeal committee cooperate with neutral personalities facilitate the the grievance has to should check whether the complaint is a perception only or formation of a ‘Special Baraza’ (group of neutral and decide where it whether there is a case of real unfairness and inconsistency in the respected individuals that will manage the conflict). should be handled. implementation of the project and decide on the authority to Special Barazas have the advantage that grievances are Some grievances which the appeal should be directed for redress; solved locally where possible, using local structures, but should be solved still circumventing those social structures that may be locally, while others • Depending on the type of grievance, it should be directed to the part of the grievance. They can be given powers to must not. appropriate channels. For example, while transparency issues, recommend punishment. Members should be selected elite capture issues, or issues of beneficiary exclusion should be on ad hoc basis to avoid individuals manipulating the handled by the project, the committee should also involve local members. leaders to handle possible conflict in the community. The Appeals Committee may be supported in meeting • If the committee assesses the grievance cannot be resolved at the space, transport and food costs by the project, as Quarter Council level, the APC should forward the case to the appropriate BDC, and MCT and seek solution.

• Local solutions can be found for: - Intra community disputes over project sites or decision-making processes; - local disputes that do not concern violations of project; - disputes that arise after project completion.

• Non- local redress: (where project staff or local government officers are involved, or where accusations of fraud and corruption are made)

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- UNOPS PMT: Grievances reported to focal point are registered and forwarded to the committee for investigation; - Government: Grievances regarding the government and not the project should go through government channels; Verify, Once grievance - Appeal Committee investigates and acts upon grievances that it Investigation officers of the appeals committee have to Investigate and reports have been does not pass on. act rapidly and have the capacity to set sanctions and Act forwarded to the - UNOPS PMT: Project Manager investigates and acts upon a punishments; appropriate address grievance report. Reports from project beneficiaries or from within project govt. staff that have been passed to the PMT are investigated by Investigations are described, logged, and filed with the structures, grievances the Project Manager. results / outcomes of the case; need to be verified, investigated and acted - Appeals: Appeals against decisions of the Appeals Committee are Complaints are treated confidentially. Complainants and up. filed directly at the PMT. Appeals against decisions taken at the witnesses are protected; PMT can be filed with the UNOPS Country Director. Decisions are transmitted in a transparent manner. - In cases of GBV that have been reported to the hotline, PMT and The target time for responses to grievances should not UNOPS Country Office will jointly investigate if agreed on by exceed 48 hours the survivor and led by a respective GBV Focal Persons to be included by UNOPS. A zero-tolerance policy towards sexual harassment will prevail. Where project staff is involved, disciplinary measures have to be taken. Harassment and GBV actions by beneficiaries and other stakeholders will lead to immediate suspension from any project activities or benefits. Legal measures have to be considered. Further details see below. Monitoring and Grievance reports, Filing of Data: Feedback case logs and investigation results - Focal person / appeals committee forward their data on are registered and grievances to the UNOPS PMT; filed by the respective - The M&E Officer in the PMT will file the case; cases relevant to officers. possible alterations of project design/implementation will be forwarded by the M&E Officer to the relevant programme office Feedback is provided with copy to the Project Manager; to the complainant - The M&E Assistant will flag key issues that require project and all aggrieved adjustment with the Project Management Team. parties against every - The Project Management Team will hold meetings when required complaint received, in to discuss alterations to project design, based on the M&E order to inform on the Assistance analysis of the grievance reports. Adjustments will be results of the undertaken in a timely manner. investigation and - Government: Data on government related grievances that has show that the been passed to government is shared with the respective Ministry. 42 | Page

grievances were handled. - SGBV cases reported through the hotline will be treated with confidentiality directly by PMT and the UNOPS Country Project Manager and will be filed at the UNOPS Country Office by the Data on grievances HR Officer, as well as by the PMT. should be used to refine - Feedback: Depending on the confidentiality of the case, results project/processes. can be posted on project notice boards, or can be transmitted through the local project staff or other adequate means – with copy to the relevant government Ministry

REMARK: Further details, strengthening of the system, and respective capacity building on GBV mitigation will be provided by the WB’s GBV task force experts.

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ADDRESSING GENDER BASED VIOLENCE As noted above, South Sudan shows a high incidence of sexual and gender-based violence (SGBV) and widespread impunity for SGBV offenses. Conflict-Related Sexual Violence (CRSV) remains a common tool used by all sides in the conflict, impacting not only women targeted by the violence, but also households and entire communities where these women reside. A large number of women report cases of rape, sexual assault, domestic violence, forced and early marriage, as well as sexual exploitation and abuse. SGBV affects mostly women, and girls but also men and boys. SGBV destroys family and community cohesion and undermines processes of reintegration and rehabilitation, impoverishing women and their families. The high prevalence of SGBV in the country heightens the risk of HIV for survivors. Access to health and counselling services for victims of rape and other forms of gender-based violence are extremely limited. The Project may indirectly have some positive effects on the occurrence of SGBV, as it provides better infrastructure and therefore lessens the risks of exposure to risks. The economic support provided by the Project may further contribute to lessen the levels of violence in communities and households. However, it is not expected that the Project is equipped to change this situation considerably in a positive way, and it will be essential that project activities are not further aggravating it. Key risk situations encompass targeting of project activities by conflict parties, sexual harassment by co-workers in PW activities, inter-communal conflicts resulting from joined PW activities, as well as impacts of the projects on gender dynamics and roles inside the household, potentially triggering SGBV. Risks will be addressed by (a) awareness raising campaigns prior and throughout subproject implementation, (b) community consultations including FGDs with women, and (c) Codes of Conduct for PW participants as outlined above. As a first step, the project will coordinate with the UNICEF’s Health and Child Protection Program and work throughout the project to improve the referral system, with progress noted in the quarterly progress reports. The Project will further pilot the training of GBV focal and referral persons; thereby taking into consideration principles of a survivor-centered approach and with active involvement and advice by international SGBV experts. The standard GRM committees are not considered appropriate to address SGBV cases; in case grievances related to SGBV are addressed to them, they will have to immediately refer the case to the noted UNOPS hotline without investigating the case. While incidents shall be reported to the UNOPS Country Director and the World Bank, reporting on SGBV cases shall be done (a) without disclosing details on the survivor(s) and (b) without details on the case from which it may be possible to identify the survivor. Follow-up activities shall be conducted by SGBV experts, who are able to identify and mitigate indirect consequences to the survivor(s) like stigmata and social exclusion, revenge, etc. The Project will engage throughout the project lifecycle with WB and development partners GBV experts to further enhance understanding of interlinkages between this development project and SGBV and incorporate lessons-learned (amongst others from the planned WB GBV portfolio review) to mitigate noted risks and enhance opportunities to reduce the overall prevalence of SGBV in the project areas. MONITORING MECHANISMS The below list shows the monitoring mechanisms for all risks and their mitigation measures. Follow-up consultations will be undertaken by the UNOPS PMT on an annual basis, in which all project regions will be visited and risks will be reassessed through consultations with the GRM mechanisms and the project teams in the regions. Through adaptive management, the project will adjust the risk management where required. UNOPS will be reporting results to World Bank and to the different institutional structures set for the project.as well as to the different key Ministries e.g. MAFS etc.

Risk Proposed mitigation Measurable and verifiable Targets Means of Responsible person / Time frame measures indicators verification reporting to

Injuries, loss of man 1. Provide appropriate . % of PPE provided 80% . Field visits . UNOPS and Quarterly hours, infections, PPE . % of people using PPE 80% . Review of Government increased medical 2. Provide continuous . Records of injuries reports reminders to use bills registered yes PPE and use of . signage % of signage in place 3. Continuous . % of briefing sessions on 100% supervision OSH. 100% Beneficiary 4. Awareness . No. of briefing sessions . Review of UNOPS, Local leaders. Quarterly exclusion, campaign on on selection criteria reports grievances of non- selection criteria . Field visits 5. Implementation of beneficiaries, lack of understanding of transparent beneficiary selection process 6. Conduct Political entitlements, Economy Analysis beneficiaries miss (PEA) prior to out on full collection entering new of entitlements project locations to understand and

Risk Proposed mitigation Measurable and verifiable Targets Means of Responsible person / Time frame measures indicators verification reporting to

avoid possible elite capture Lack of participation 7. Gender equality % of women registered as 50% Beneficiary lists, UNOPS Quarterly of women, youths awareness through project beneficiaries Project reports, and people with training committee lists disabilities (PWD) 8. Affirmative action % of women in project and other vulnerable in membership groups committees committees 20% Child Labor 9. Awareness Records of briefing meetings Project reports, GRM UNOPS Continuously campaign on work norms and child labor reports 10. Make people wear badges with names No. of child labor cases to enable identification of reported wrong person No. of child headed HH registered for direct income support Increased burden of 11. Gender equality No. of awareness raising 6 per location Project reports UNOPS Bi annually care on women as awareness through sessions conducted (Aligned to number men are reluctant training (planning) of cycles/months of about work since support which is 6) women get wages Physical inability of 12. Work with local % of HH headed 50% Beneficiary lists, UNOPS Bi Annually PWDs, elderly and chiefs and county PWD/child headed HH project reports women to engage in officials to identify registered for direct public work and reach PWDs, income support widows and orphans through cash transfers Society’s denial of 13. Awareness raising % of women in project 30% Project reports, and UNOPS Quarterly women to take on and having a quota committees committees lists

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Risk Proposed mitigation Measurable and verifiable Targets Means of Responsible person / Time frame measures indicators verification reporting to

leadership for women in responsibilities committees

Obtaining money by 14. Awareness No. of awareness raising 6 per location Project reports UNOPS Bi-annually false pretense from campaign on sessions conducted beneficiaries by selection criteria leaders 15. Implementation of (Leaders taking transparent advantage of the selection process beneficiaries and promising favors with payment economic) Loss of tools 16. Successful % of tools collected at the 80% Public works reports UNOPS Annually communication / end of the project and tools collection awareness of clear and handover reports guidelines 17. Consistent and effective supervision Destruction of 18. Minimize or avoid property such as unless with explicit crops permission in writing Sexual harassment 19. PW signing off on No. of briefing conducted 6 per location Project reports. GRM UNOPS Continuously and violence against work norms / on GBV and Zero reports from PW employee ethical conduct, tolerance policy to towards vulnerable confirming violence beneficiaries / reception of community members information 20. Strong communication/mo

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Risk Proposed mitigation Measurable and verifiable Targets Means of Responsible person / Time frame measures indicators verification reporting to

bilization around zero tolerance to sexual violence 21. Potential closure of all activities based on assessment on the ground 22. Anonymous reporting modality directly to PIU 23. Linkage to functioning justice authorities or institutions for redress

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Risk Proposed mitigation Measurable and verifiable Targets Means of Responsible person / Time frame measures indicators verification reporting to

Violence from PW 24. PW signing off on No. of briefing conducted 6 per locations Project reports, GRM UNOPS Continuously employees against adherence to ethical on GBV and Zero reports each other code of conduct tolerance policy to (specifically by 25. Strong violence group leaders) communication of zero tolerance to sexual violence 26. Suspension of PW from activities after ground assessment 27. Anonymous reporting modality directly to UNOPS 28. Linkage to functioning justice authorities or institutions for redress

Violence from 29. Adherence to No. of briefing conducted 6 per location Project reports and UNOPS Continuously project staff towards ethical code of on GBV and Zero GRM reports beneficiaries and conduct as part of tolerance policy to communities staff contracts violence 30. Strong communication of zero tolerance to sexual violence 31. Immediate removal of staff based on assessment on the ground

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Risk Proposed mitigation Measurable and verifiable Targets Means of Responsible person / Time frame measures indicators verification reporting to

32. Anonymous reporting modality directly to UNOPS 33. Linkage to functioning justice authorities or institutions for redress Domestic violence 34. Boma-level No. of briefing conducted 6 per location Project reports and UNOPS Bi annually awareness raising of on GBV and Zero GRM reports potential of tolerance policy to domestic conflicts violence (planning) 35. Training of Boma representatives to No of reports NA respond to domestic issues in a non- gender biased manner (planning) 36. Linkage to functioning justice authorities or institutions for redress

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Risk Proposed mitigation Measurable and verifiable Targets Means of Responsible person / Time frame measures indicators verification reporting to

Delayed 37. Timely payment 40. % of payments . . Review of UNOPS monthly payment leading to 38. Communication / received on time reports complaints and awareness 41. No. of cases recorded . Field visits conflict campaign of on payments . FGDs payment mechanisms Records of briefings on 39. Submission of payments. reports to Money Transfer Agent, Implementing Agency and World Bank Land 40. Awareness No of awareness raising 6 per location Project reports and UNOPS monthly grievances and campaign on how sessions completed land conflicts land is acquised No. of land consent forms consent forms 41. Conduct assessment of land conflicts and inclusive land use opportunities 42. Proper acquisition of land following guidelines 43. Consultations of beneficiaries and communities with landlords and chiefs for the allocation of land (planning) 44. Signing of lands consent document following voluntary granting of land

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Risk Proposed mitigation Measurable and verifiable Targets Means of Responsible person / Time frame measures indicators verification reporting to

Equity 45. Implement water No. of awareness raising 6 per location Project reports, GRM UNOPS Bi annually issues around water projects on session conducted reports communal land, allocated by the No. of cases recorded Chief 46. Ensure that water is through the GRM accessible by all community members who live in the catchment of the well Conflicts during 47. Put in place No. of Community by law Project reports and BDC, Group leaders, monthly sharing of produce procedures of food developed for Agricultural copies of community UNOPS after harvesting sharing and projects by laws communicate to beneficiaries before they start on work Undeservin 48. Transparency of No. of sensitization and 6 per location Beneficiary lists, UNOPS Bi annually g beneficiaries as a selection criteria / awareness meetings held with verification reports result of influence by awareness local leaders. powerful members of campaign society 49. Conduct Political Economy Analysis % of PEAs conducted (PEA) prior to entering new project locations to understand and avoid possible elite capture Spread of 50. Sensitization on No. of awareness raising 6 per location Project reports UNOPS monthly diseases preventing common sessions diseases

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Risk Proposed mitigation Measurable and verifiable Targets Means of Responsible person / Time frame measures indicators verification reporting to

Low latrine 51. sensitize No. of awareness raising 6 per location Project reports UNOPS Bi annually coverage communities on the sessions importance of safe human waste disposal 52. empower the communities to adopt best health promotion practices with regards to safe human waste disposal 53. partner with the County Government to develop a comprehensive WASH master plan

Ethnicity 54. Ensure % of staff recruited from 60% Staffing lists, UNOPS Bi annually of project staff that project staff the county recruitment reports speaks local languages (planning) Exclusion 55. Registration of % of beneficiaries who 10% Registration data and UNOPS Annually of nomadic women who will be are nomadic pastoralists reports pastoralists into the at home since they program do not go to cattle camps. Proper sensitization and inclusion of sub projects which are linked to this 53 | Page

Risk Proposed mitigation Measurable and verifiable Targets Means of Responsible person / Time frame measures indicators verification reporting to

livelihood activity like water pans

Conflict at 56. implement initial % of committees trained 80% Training reports UNOPS Annually public works sites conflict analysis on conflict resolution. due to different prior to project social groups implementation (planning) 57. identify and work closely with local power holders who have the capacity to prevent or solve conflict – identified through the conflict analysis (implementation) Destruction 58. Proper Number of awareness 6 per location Project reports UNOPS Annually of and attacks on PW mobilization and sessions done sites sensitization. Selection of community owned projects

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REFERENCES

Harrison M.N. and Jackson J.K. 1958. Ecological classification of the vegetation of the Sudan. Forests Bulletin No.2 (New Series). Forests Department, Khartoum. Japan International Cooperation Agency (JICA), Country Gender Profile, Republic of South Sudan, Final Report, March 2017

South Sudan South Sudan Safety Net Project (SSSNP) Environment and Social Framework South Sudan South Sudan Safety Net Project (SSSNP) Appraisal Document USIP 2011: Gender and State building in South Sudan. United States Institute of Peace, Special Report 298, Dec, 2011.

UNOPS, Safety Nets and Skills Development Project (SNSDP) Various Reports

World Bank 1999b. Bank Procedures 4.01; Environmental Assessment. World Bank, Washington D.C. World Bank, Grievance Redress Mechanisms, Responsible Agricultural Investment, Knowledge into Action Notes 19

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Annex 1: Consultation Meetings

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Community meetings separated in gender in Kapoeta East

Consultative meetings in Torit

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Annex 2: Land donation consent form/Land use agreement

The following agreement has been made on...... day of...... ………. between ...... , resident of ...... (the Use Right Owner or short Owner) and ……………………………………………….(the Recipient).

1. That the Owner holds the transferable right of the land/structure/other asset located at ...... …………………………………………………………………………….

2. That the Owner testifies that the land/structure is not subject to other claims.

3. That the Owner hereby grants to the Recipient this asset for the construction and development of ...... for the benefit of the villagers and the public at large.

4. That the Owner will not claim any compensation against the grant of this asset.

5. That the Recipient agrees to accept this grant of asset for the purposes mentioned.

6. That the Recipient shall construct and develop the ……………………………and take all possible precautions to avoid damage to adjacent land/structure/other assets.

7. That both parties agree that the…………………………………so constructed/developed shall be public premises.

8. That the process and the outcome of this transaction is in line with the SSSNP’s Voluntary Land Donation Guideline as annexed to this agreement and made aware of to the Owner.

9. That the provisions of this agreement will come into force from the date of signing of this deed. ______Signature of the Owner Signature of the Recipient

Witnesses: 1. ______2. ______(Signature, name and address)

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