UNITED NATIONS DEVELOPMENT PROGRAMME (UNDP)

Project Title: Peace and Community Cohesion Project Phase II

Implementing Partner: UNDP
Start Date: April 2020 End Date: March 2024 PAC Meeting date: 22 Nov 2019
Brief Description
The Revitalised Agreement on the Resolution of Conflict in the Republic of South Sudan (R-ARCSS) brought renewed
impetus towards stabilizing the fragile situation in the country. Even so, South Sudan continues to face immense political,
institutional, social and economic challenges which include; a) weak infrastructure for peace; b) illegal long-standing
practices like cattle raiding, child and forced marriages and age set youth; c) exclusion of women, youth, minorities and
other special interest groups in peacebuilding initiatives, development and governance; d) proliferation and misuse of
firearms; and e) climate change induced and resource based conflicts. Left unattended, these factors have the potential to
reverse peacebuilding gains, increase fragility; impede healing, trust and confidence building and reconciliation and
undermine implementation of key R-ARCSS milestones like security sector reforms, demobilisation and disarmament
processes and gender equality provisions.
Working in existing and new conflict clusters, the proposed Peace and Community Cohesion Phase II Project (PaCC II) will
support the central and subnational governments and authorities to; a) establish and enhance the capacity of peace
infrastructures to manage conflicts peacefully; b) deepen social, cultural and economic cohesion among communities to
foster healing, reconciliation and peaceful coexistence; c) empower citizens, with added emphasis on women, youth and
other marginalised groups for voice, agency and participation in governance and peacebuilding initiatives and demand
accountability; d) implement legal, policy and civilian frameworks on small arms and light weapons; and e) promote conflict
sensitive access, use and control of natural resources by pastoral and farming communities in targeted conflict clusters.
The proposed PaCC II project builds on lessons learned, successes and strong foundations laid by PaCC I project.
Lessons learned: strengthened infrastructure for peace (I4Ps) facilitate citizens’ search for peace, reconciliation and justice;
strengthening community interdependencies can restore the depleted connectors; trauma triggers interpersonal conflicts
which often spiral into communal conflicts; diversity and inclusivity are key for success and sustainability of peace processes
and productive engagement of youth inspires positive behaviour change.
Successes: Over 335,226 people and indirectly 1,682,124 reached with peacebuilding support; over 271 conflicts mitigated;
80 county peace committees established; over 813 (570 female) people counselled for trauma; increased women’s voice
and participation peace processes; increased social cohesion among previously conflicting communities and enhanced
social cohesion among divided youth.
PaCC I as a strong foundation: PaCC II will codify progressive conflict management practices initiated by PaCC I, strengthen
legal frameworks for infrastructure for peace and enhanced civilian capacities for sustained peace. PaCC II support and
create conducive environment for successful implementation of the R-ARCSS by building peace from the grassroots to the
national level. Guided by UNDP’s community security and cohesion approach, the project will deepen and expand on
ongoing initiatives in current and new conflict clusters.

Contributing Country Programme Document (CPD) Outcome: The South Sudanese population, particularly the most
vulnerable groups, benefit from strengthened peace infrastructures, increased cohesion, reconciliation, trust and and
accountable governance at all levels.
Indicative Output(s):
1. Infrastructures for peace at the central and local levels are enabled to manage conflicts and foster peaceful co-
existence (Gen 2)
2. Communities have structures to encourage trauma healing, reconciliation and reinforce social cohesion (Gen 2)
3. Peace processes are engendered, and conditions of women, youth and minority to participate in decision making
improved (Gen 3)
Total resources required:US$35M

Agreed by: Government Agreed by: UNDP

Name: Hon. Salvatore Garang Mabiordit Name: Dr. Kamil Kamaluddeen
Minister for Finance and Planning Resident Representative
Republic of South Sudan United Nations Development Programme
South Sudan
Signature: Signature:

Date: Date:

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I. CONTEXT AND DEVELOPMENT CHALLENGE
Context
The Revitalized Agreement on the Resolution of the Conflict in South Sudan (R-ARCSS) signed in
September 2018 brought hope of setting South Sudan on the path towards peace and development.
However, South Sudan remains highly fragile and the risks of relapsing into conflict are present and
persistent. Whilst the ceasefire is holding, overall progress on implementation of the peace agreement has
been slow and there is a risk that the positive momentum is stalling, and frustration is creeping in.
Communal violence mainly triggered by access to resources, cattle rustling, and ethnic differences
continue and pose a risk to implementation of the peace agreement and resurgence of fighting.
Consensus has not been reached on the number and boundaries of states and a unified army is yet to be
formed. Reforms and constitutional amendments envisaged to align the Transitional Constitution and the
R-ARCSS have not been completed. There is still optimism for peace and the refugees return which had
been prompted by the signing of the R-ARCSS have waned as signified by an increase in the number of
South Sudanese refugees from 2.1M in October 2018 to 2.3M in July 2019 1.

Development challenges
1.1. Weak infrastructure for peace 2
South Sudan has a weak infrastructure for peace (I4P) which have increasingly failed to detect, prevent and
respond to crises and conflicts in a timely and coordinated manner. Main causes for weak I4Ps are; lack of
political will and weak capacities of mandated institutions 3; weak conflict early warning and response
system; outdated regulatory frameworks4 to deal with national and local conflicts; weakened statutory
and traditional conflict management structures; impunity and absence of accountability mechanism for
addressing insecurity and human rights violations especially for women and children; and lack of trust in
institutions. In South Sudan where peace is an underlying factor towards stability and sustainable
development, it is important to; strengthen I4Ps’ capacity to collect early warning data in real time for
coordinated and timely early response; strengthen capacity of rule of law institutions, local and traditional
authorities and peace committees to prevent and resolve conflicts, address human rights violations and
increase trust in public institutions; coordinate national and community dialogues and consultations, and
technically support restructuring and reconstitution of the South Sudan Peace and Reconciliation
Commission (SSPRC), including development of a national peace building strategy.
The R-ARCSS provides for the formation of the Commission for Truth, Reconciliation and Healing CTRH) as
a “critical part of the peacebuilding process in South Sudan, to spearhead efforts to address the legacy of
conflict, promote peace, national reconciliation and healing.” As this is the first time that the truth
commission is being introduced, public consultations will be instrumental in raising awareness about what
truth-seeking entails and ensure that the CTRH is responsive to local context and priorities.

1 https://data2.unhcr.org/en/situations/southsudan?id=251
2 Infrastructure for peace means a dynamic network of interdependent structures, mechanism, resources, values and skills, which, through dialogue
and consultation , contribute to conflict prevention and peace building in the society
3 The South Sudan Peace and Reconciliation Commission is mandated to provide coordination for the infrastructure for peace.
4 Chapter 1.19 of the R-ARCSS calls for the restructuring and are constitution of the peace commission.
 1.2. Illegal long-standing practices:
1.2.1. Cattle raiding
The main causes of cattle raiding are mobilisation of resources for settling bride prices, prestige associated
with owning more cattle 5; poverty; lack of economic opportunities for youth and lack of accountability for
crimes related to inter-communal violence and cattle rustling. A study by the Intergovernmental Authority
on Development (IGAD) Centre For Pastoral Areas and Livestock Development found that 19,900 cattle
were raided during the period 2018 to 2019 with 397 people killed. Cattle raids are characterised with
destruction of property, deaths, child abduction, forced and child marriages, and psychosocial trauma.
Cattle raiding disincentivise private investment and commercial development of the livestock sector and
perpetuates underdevelopment, poverty, revenge attacks which destabilise communities and undermine
national efforts to bring sustainable peace. Programmatic initiatives like encouraging and supporting
interaction between perpetrating and victim communities, inter-generational dialogues involving youth,
strengthening community security and alternative livelihood options for youth will facilitate mindset shifts
towards peaceful and cohesive intercommunal activities.
1.2.2. Poverty driven child and forced marriages
Child marriage is prevalent in South Sudan with 4 out of 10 girls married before the age of 18. It is highest
in Jonglei State (67%) 6. The Strategic National Action Plan for Ending Child Marriage in South Sudan (2017-
2030) identifies factors that promote child marriages like poverty, conflicts, displacements, social norms
and practices, limited knowledge, and weak application of policies that prohibit child marriages. Forced
and child marriages limit girls’ access to education and skills, resources, social support networks, reduce
mobility and autonomy, ability to advocate for themselves and escape abusive relationships and increases
trauma. Forced marriages, especially related to intercommunal violence is often followed by never ending
cycles of revenge attacks and child abductions. The is an urgent need to enhance community social
cohesion and action against child marriage through awareness raising; strengthening legal and policy
frameworks and commitment on ending child marriage; improving socio-economic empowerment of
community members particularly girls and the women for voice and agency to enable them to stand up
for girls.
1.3. Exclusion of women, youth, minorities and other special interest groups in peace and
governance
Women’s visibility in peace building initiatives remains limited due to negative gender stereotypes,
patriarchy, gender-based violence and lack of economic and livelihood independence. Yet, research shows
that when women are included in the peace processes there is a 20 percent increase in the probability of
an agreement lasting two years, and 35 percent increase in the probability of an agreement lasting at least
15 years 7. Exclusion of youth in skills and economic development has led to high youth unemployment
rates and engagement in criminal activities and rebellion- 70% of the rebel force is made up of youths
between the ages of 16-32 8. The minority groups and especially persons with disabilities and special needs
lack information on their rights and resources to organise and advocate for their inclusion in peace and
development activities. Article 1.4.5 of the R-ARCSS calls for inclusion of the youth in all levels of
government whilst Article 1.4.6 offers opportunities for promoting gender equity, regional representation
and advancing the position of women in the society and increasing their participation in leadership. It is
imperative to build the capacity of women, youth and minority groups at national and subnational level
to ensure inclusiveness in peace process and in decision making, in line with the R-ARCSS. Awareness on
their rights and responsibilities and strengthening their capacities on advocacy and other skills will ensure
these groups have voice and agency.
1.4. Proliferation and misuse of firearms
South Sudanese population is heavily armed with an estimated half a million small arms in wrong hands,
especially civilian population and local armed groups 9. Community insecurity, and the need for self-
protection, presence of armed youth groups, the pervasive practices of cattle raiding, and revenge killings
have given communities impetus to own arms. Arms ownership has fuelled and made local conflicts more

5 UN strategy to end cattle raiding in South Sudan.

6 UN strategy to end cattle raiding in South Sudan

7 Laurel Stone (2015). Women’s Roles in Peace Processes
8 AfDB Strategy for South Sudan
9 Small Arms Survey in 2017
deadly, heightened insecurity as armed men readily use guns for wealth accumulation and sustenance.
Coupled with high levels of trauma, the readily accessed arms have been used to settle even minor
disagreements between individuals, leading to deaths that spiral into family and community conflicts.
Chapter two of the R-ARCSS provides for demilitarisation of the civilian areas including mopping out of
weapons through cantonment of the fighting forces and disarmament, demobilisation and re-integration
(DDR), but these processes are yet to be fully implemented. Whilst the DDR commission is expected to
reduce the number of arms in the fighting forces, voluntary civilian disarmament was not envisaged in the
R-ARCSS. Implementation of the Firearms Act (2016) has not commenced due to the conflict context.
Peacebuilding initiatives focussing on arms reduction programmes, amnesty, peace education, social and
economic empowerment programmes are key to facilitating disarmament of the mindsets and reduce
incentives for gun ownership and misuse among civilians.
1.5. Climate change and resource induced conflicts
The impacts of climate change, including unpredictable and insufficient rainfall, water points drying up
earlier after the raining season, deteriorating pastures, desertification and flooding in some areas, have
increased the pressure and conflict over grazing areas and water points between pastoralists and between
farmers and herders. This has contributed to an increase in livestock-related disputes, including cattle
raids between previously peaceful pastoral communities, increased disputes between agriculturalists and
pastoralists, and an increase in cross-border cattle-related violence. In addition, crimes such as cattle
stealing along the routes have increased as well as gender-based violence and other human rights
violations.
This precarious situation has been aggravated by the creation of new states and counties by the
Transitional Government of National Unity (TGoNU). This has affected distribution of shared resources such
as wetlands, water points, pastures and other resources. As a result, conflict over internal boundaries, as
well as previously shared resources has also increased. This points to the need to work with communities
to explore alternative livelihoods within and outside the livestock sector; support the normalization of the
livestock sector, focus on quality and value rather than on quantity and strengthen traditional institutions
for conflict resolution and the nexus between political conflicts, its actors and cattle-keepers.
II. STRATEGY
Considering the development challenges highlighted above, UNDP proposes to implement a “Peace and
Community Cohesion Phase 2 (PaCC II)” Project. The project, building on achievements, experiences and
lessons from the first phase of the PaCC project aims to contribute towards setting South Sudan on a
pathway to sustainable peace and development through: a) strengthening national and local level I4Ps for
peaceful management of conflicts; b) deepening social, cultural and economic cohesion among
communities to foster healing, reconciliation and peaceful coexistence; c) empowering citizens, with
added emphasis on women, youth and other marginalised groups for voice, agency and participation in
governance and peacebuilding initiatives and demand accountability; d) supporting implementation of
legal, policy and civilian frameworks on small arms and light weapons; and e) promoting conflict sensitive
access, use and control of natural resources by pastoral and farming communities in targeted conflict
clusters.

2.1 Linkages with the Peace and Community Cohesion Project Phase 1
The Peace and Community Cohesion Project Phase 1 (2017- March 2020) was designed to contribute to
the reduction and mitigation of community level conflict and insecurity by investing in initiatives that
addressed key conflict drivers; and strengthened local infrastructure for peace on one hand while
strengthening social cohesion on the other. Below are key achievements from PaCC I that the new
proposed project will build on.

PaCC 1 key achievements

• The project was able to directly reach 335,226 people and indirectly 1,682,124 people against a
population 3,000,000 in all the five targeted areas.
• 80 counties have functional dialogue mechanisms for conflict around water, land, market and
trade routes.
• Strengthened local mechanisms for peace and conflict resolution through the establishment and
operationalization of 80 county peace committees consisting of 1,078 members (222 female): 271
local disputes resolved by gender inclusive peace committees, local and traditional leaders
trained on documenting procedures, women representation and involvement and dispute
resolution.
• Enhanced communities’ capacities and response mechanisms to psychosocial trauma strengthened.
813 (570 female) community members benefitted from psychosocial counselling.
• Increased women’s voice and participation in national and local peace processes.
• Increased social cohesion among previously conflicting communities in five conflict clusters 10
following successful implementation of social and economic interdependency initiatives.
o 74 social and economic initiatives were implemented at local levels targeting women.
o 66,119 women have improved income and engaged in peace building initiatives.
o 72 youth groups were formed and involved in social and economic activities.
o 77,494 youth benefited from livelihood activities.

10 Aweil, Bentiu, Bor, Rumbek and Torit

Below are key lessons from the evaluation of PaCC I that the new proposed project will build on:

Lesson: Strengthened I4Ps facilitate citizens’ search for peace, reconciliation and
justice. Response: Strengthen national and local I4Ps and support development of
a legal and policy framework on their roles.

Lesson: Strengthening community interdependencies can restore the depleted

connectors. Response: Support social and economic interdependencies as peace
dividends and social connectors.

Lesson: Trauma triggers interpersonal conflicts which often spiral into communal
conflicts. Response: Build communities’ capacity to deal with trauma, heal and
reconcile.

Lesson: Diversity and inclusivity are key for success and sustainability of peace
processes. Response: Build the capacity of women, youth and other marginalised
group for inclusiveness in peace processes.

Lesson: Productive engagement of youth inspires positive behaviour change.

Response: Expand economic empowerment initiatives and implement civilian
disarmament strategy.

Below are key recommendations from the evaluation of PaCC I that the phase II will implement.
• Recommendation 1: Given the positive outcome accrued from the project, this successful model of
reversing conflicts using dialogues and interdependency initiatives as a tool to social cohesion and
peace needs scale up and to be replicated. Response: The project will expand to new additional areas
(Malakal and Gogrial states)
• Recommendation 2: In order to consolidate the gains of PaCC, future programming should consider
a capacity building component for maintenance and repair of PaCC interdependency projects.
Response: Synergy will be sort with the recovery and resilience project to support capacity
strengthening of the infrastructure projects
• Recommendation 3: As part of capacity building, many community members benefited from Training
of Trainers (ToTs) in various thematic areas such as SGBV and psychosocial trainings. The evaluation
recommends planning and facilitation of such cascading mechanisms. Response: The project will
cascade trainings, for psychosocial volunteers to Payam and Boma level in 80 counties.
• Recommendation 4: To effectively deal with SGBV, trauma and other psychosocial issue, it would be
necessary to consider a full-time qualified psychologist at national or cluster level to provide
supervision to these groups and handle the more serious psychosocial problems. Response: a
psychosocial counsellor will be recruited as full time staff to support the relevant project interventions.
• Recommendation 5: SSPRC and BCSSAC have shown genuine commitment to support peace and
social cohesion efforts. At the local level, staff of the commissions played a central role in the
implementation of PaCC project. To ensure sustainability and to consolidate the gains, future
programming should continue collaborating and enhancing their capacity especially creating
awareness on the dangers of Small Arms and Light Weapons (SALW), Conflict Early Warning and
 Response Systems (CEWERS) and IGAD-Conflict Early Warning and Response Networks (CEWARN) and
civilian disarmament strategy on policy control of small arms. Response: The project will support
revitalisation of the SSPRC in line with R-ARCSS as well as support strengthening infrastructure for
peace, including CEWER. As, well, project will support development of civilian disarmament strategy
and community arms reduction efforts.

2.2 Theory of change

The theory underpinning this initiative is that, IF national and local level peace infrastructure are
capacitated and functionalised and peace dividends operationalised, and IF community healing and
reconciliation are fostered, and citizens’ voice, agency and participation enhanced, and IF legal, policy and
civilian frameworks on illegal longstanding practices and civilian disarmament are implemented, THEN the
propensity to fuel conflicts is reduced and potential conflicts are managed in a conciliatory manner and
THEN social cohesion, inclusivity and peaceful coexistence is entrenched, THUS setting the country on a
pathway to sustainable peace and development.
Assumptions
• The political and security situation in targeted locations will remain stable with no foreseeable
shocks that may lead to population displacement from the targeted areas and or undermine
access.
• State governments will cooperate with project stakeholders to an enabling environment for
peacebuilding interventions.
• The current enthusiasms for peace, reconciliation and healing will be sustained and communities
will actively seek opportunities to promote social and economic cohesion.
 UNITED NATIONS DEVELOPMENT PROGRAMME (UNDP)

Improved resilience and peaceful co-existence in and around targeted areas in South Sudan
Impact

The South Sudanese population, particularly the most vulnerable groups, benefit from strengthened peace
Outcome infrastructures, increased cohesion, reconcilaition, trust and accountable governance at all levels.

Communities have structures to encourage Peace processes are engendered, and

Infrastructures for peace at the central trauma healing, reconciliation, violence conditions for women, youth and minority
Outputs and local levels are enabled to manage reduction and reinforce social cohesion participation improved at national and
conflicts and foster peaceful co-existence subnational levels

Opportunities for conflict Improved quality of life for youth,

mitigation created women and minority groups

1.1 Establish and operationalise 120 inclusive county 2.1 Support public awareness and consultations on
and payam level peace committees; CTHR; 3.1 Support implementation of National Action
Activities 1.2 Build capacity of local governments on 2.2 Establish teams of volunteer counsellors in 80 Plan on women peace and security;
tranformational leadership, conflict prevention and counties; 3.2 Build capacity of women, youth and
reconciliation; 2.3 Engage youth and women in social, cultural and minorities in mediation, advocacy and
1.3 Support review of legislation on infrastructures of economic activities; engagement skills;
peace in line with R-ARCSS; 2.4 Provide community-oriented infrastructure 3.3 Support women participation in
1.4 Strengthening of the conflict early warning and 2.5 Organise people to people and reconciliation and trauma healing initiatives;
response (CEWAR) system, in line with IGAD intergenerational dialogues and intercommunal 3.4 Support initiatives and action against child
framework for Conflict Early Warning and Response learning exchanges; marriage;
Mechanism (CEWARN); 2.6 Facilitate transformative and voluntary civilian 3.5 Build capacities of women, youth and
1.5 Support cattle migration conferences, community
re-integration of youth as part of DDR; minority groups for increased participation in
dialogues, mediation and consultations;
2.7 Support initiatives to reduce child abduction governance and peace processes; and
1.6 Support voluntary
State Level civilian
Peace disarmament initiatives
and cattle raiding related violence; and 3.6 Provide socio-economic opportunities to
and peace
Actors Coordination the mind; and
education to disarm
2.8 Undertake media, information and girls and women for voice and agency.
1.7 Support development
forum of policies on climate induced
conficts such as seasonal cattle movement and communication activities for peace journalism.
natural resources competition.

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 UNITED NATIONS DEVELOPMENT PROGRAMME (UNDP)
2.3 Project Strategies
The proposed PaCC II project implementation will be guided by the following strategies:
o Focusing on the central, state and grassroot levels simultaneously: strengthening local
mechanisms for conflict management while supporting development and implementation of
national legal policy frameworks.
o Innovation: Piloting innovative ideas and adapting best practices that have worked elsewhere, for
example the elder’s bench for trauma survivors in Zimbabwe.
o Capacity building: addressing the varying community and institutions’ needs.
2.4 Programming approaches
o Community security and social cohesion approach: empower communities to identify and address
roots of conflicts and to peacefully manage conflicts while strengthening connectors.
o Conflict cluster approach: target groups and stakeholders are selected based on the
interconnectedness of the conflict dynamics in the respective cluster.
o Human rights-based approach: a) non-discrimination: Ensure inclusion of all actors, including the
disadvantaged, b) transparency: Promote access to information as part of the international aid
transparency initiative to avoid compromising peacebuilding efforts, c) Accountability: Strengthen
the civil society for increased voice and accountability. UNDP will comply with requirement of the
UN Human Right Due Diligence Policy.
2.5 Principles
The project will be guided by the following key principles:
• Conflict sensitivity: Ensure that the project is not undermined by the ongoing conflicts and does not
fuel the same by undertaking and continuously updating conflict sensitivity analyses.
• Social and environment safeguards: Cognizant of human rights, gender equality and
environmental considerations for sustainable development, the project will undertake
social and environmental screening procedures to minimize costs and negative impacts to
the environment.
• Inclusivity, gender equality and women’s empowerment: Working towards gender equality, the
project will be guided by the Sustainable Development Goal No 5. Further, cognizant of the
population of youth in South Sudan, the project will include the youth in its interventions for more
inclusive and sustainable solutions to the conflict and developmental challenges.
2.6 Alignment
The proposed project is aligned with:
• Chapter 2, 5 of, and provisions safeguarding gender equality in the Revitalized Agreement for
resolution of Conflict in South Sudan;
• UN Cooperation Framework (UNCF) (2019-2021) and UNDP Country Programme Document (CPD)
Outcome 1- Strengthened peace infrastructures and accountable governance;
• UNDP’s 8 Point Agenda 11
• National Action Plan on United National Security Council Resolution (UNSCR 1325) on Women,
Peace and Security, all the four pillars (prevention, participation, protection and relief and recovery)
and related resolutions.

11
1) Strengthen Women’s Security in Crisis; 2) Advance Gender Justice; 3) Expand Women’s Citizenship, Participation and Leadership; 4) Build Peace
with and for Women; 6) Ensure Gender-Responsive Recovery; and 8) Develop Capacities for Social Change: Work Together to transform society
9
III. RESULTS AND PARTNERSHIPS
The proposed “ Peace and Community Cohesion (PaCC II)” Project aims to contribute towards setting
South Sudan on a pathway to sustainable peace and development through: a) strengthening national and
local level peace infrastructure for peaceful management of conflicts; b) deepening social, cultural and
economic cohesion among communities to foster healing, reconciliation and peaceful coexistence; c)
empowering citizens, with added emphasis on women, youth and other marginalised groups for voice,
agency and participation in governance and peacebuilding initiatives and demand accountability; d)
supporting implementation of legal, policy and civilian frameworks on small arms and light weapons; and
e) promoting conflict sensitive access, use and control of natural resources by pastoral and farming
communities in targeted conflict clusters.
3.1 Expected Results
UNDP South Sudan CPD Outcome: The South Sudanese population, particularly the most vulnerable
groups, benefit from strengthened peace infrastructures, increased cohesion, reconciliation, trust and
accountable governance at all levels.
Project Output 1: Infrastructures for peace at the central and local levels are enabled to manage conflicts
and foster peaceful co-existence
Key activities
1.1 Establish and operationalise 120 inclusive county and payam level peace committees. This will be
through cascading the peace committees structures to Payam and Boma level and establishing and
operationalising peace committees in at least two new clusters;
1.2 Build capacity of local governments on tranformational leadership, conflict prevention and
reconciliation;
1.3 Support review of legislation on infrastructures of peace in line with R-ARCSS;
1.4 Strengthen of the conflict early warning and response (CEWAR) system, in line with IGAD framework
for CEWARN;
1.5 Support cattle migration conferences, community dialogues, mediation and consultations;
1.6 Support voluntary civilian disarmament initiatives and peace education to disarm the mind; and
1.7 Support development of policies on climate induced conficts such as seasonal cattle movement and
competition over natural resources.

Output 2: Communities have structures to encourage trauma healing, reconciliation, violence reduction
and reinforce social cohesion.
Key Activities
2.1 Support public awareness and consultations on the Commission for Truth Healing and Reconciliation;
2.2 Establish teams of volunteer counsellors in 80 counties to support community trauma healing and
reconciliation;
2.3 Engage youth and women in social, cultural and economic activities to deepen relationship and offer
livelihood opportunities;
2.4 Provide community-oriented infrastructure to generate employment, improve local service delivery
and increase social interaction, while at the same investing in exisiting ones to reach more population
and for sustainbility;
2.5 Organise people to people and intergenerational dialogues and intercommunal learning exchanges
to address local peace issues;
2.6 Facilitate transformative and voluntary civilian re-integration as part of DRR and community violence
reduction efforts;
2.7 Support initiatives to reduce child abduction and cattle raiding related violence; and
2.8 Undertake media, information and communication activities for peace journalism.

Output 3: Peace processes are engendered, and conditions of women, youth and minority participation
in decision making improved.
Key Activities
3.1 Support implementation of National Action Plan on women peace and security;
3.2 Build capacity of women, youth and minorities in mediation, advocacy and engagement skills;
3.3 Support women participation in reconciliation and trauma healing initiatives;
3.4 Support initiatives and action against child marriage;
3.5 Build capacities of women, youth and minority groups for increased participation in governance and
peace processes; and
3.6 Provide socio-economic opportunities to girls and women for voice and agency.

3.1 Resources Required to Achieve the Expected Results

The project will be implemented at the national and the local level in close collaboration with the
Government counterparts, other UN agencies, other UNDP projects, Civil Society Organisations (CSOs),
private sector and universities. The following resources will be required for successful implementation:
Personnel: The following are the staffing requirements:
•One Chief Technical Advisor (P5 cost shared) located in Country Office providing strategic
guidance to the Government counterparts, UN agencies and the UNDP leadership on matters of
peace and political context;
• One Project Manager (P4) responsible for managing the project for achievement of results;
• One Peace Building Specialist (P2) to support the project team in the field as well as provide
oversight and quality assurance to the partnership with Civil Society Organisations;
• A Trauma Counselling Analyst (UN International Volunteers) to support reconciliation and healing
efforts;
• A national Peace advisor to work closely with Government counterparts, the Bureau for
Community Security and Small Arms Control (BCSSAC), SSPRC, the Universities and the thinks
tanks;
• A Youth Officer to provide technical support to the project youth initiatives;
• Seven field-based Peace building analysists (5-SB5) and (two IUNV) to support coordination of
work in the seven field offices;
• One Gender analyst (SB4 cost shared) to provide technical support in the gender mainstreaming
and women empowerment and specifically on the implementation of R-ARCSS;
• One Monitoring and Evaluation Officer (IUNV);
• One Finance Specialist (P3 cost-shared) to be co-located in the country office;
• Finance Associate (SB4) to provide financial support to the Finance Specialist as well as manage
grants with CSOs and other partners;
• One Administrative Associate (SB4) to provide administrative support to the seven field offices;
• One Quality Assurances Associate (SB4) to support with spots check and Harmonised Cash Transfer
(HACT) and capacity assessments;
• One Travel/Logistic Associate (SB4) to provide logistical support related to travels; and
• Nine project drivers (SB2) eight in the field offices and one in Juba.
The project will be supported by all relevant units within the Country Office. These include Human
Resources, Finance, Procurement, Common Services, Communications, Programme Oversight and
Partnerships Support, Information and Communication Technology (ICT) units. In addition, project
implementation will be supported by UNDP Public Administration Advisors and Specialists located in the
Regional Service Centre and Headquarters.

3.2 Partnership and coordination for project delivery

To ensure coordinated approach, collaborative advantage of partners, synergy to avoid duplication, the
project will work with; targeted communities; key government institutions; academia and research
institutions; UN entities like United Nations Mission in South Sudan (UNMISS), United Nations Educational,
Scientific and Cultural Organization (UNESCO), UN Women, International Organization for Migration (IOM)
and United Nations Food and Agriculture Organization (FAO); international, national and local Non-
Governmental Organisations (NGOs); and bilateral and multilateral partners and funding agencies. The
project will collaborate with UNDP’s existing projects – i.e. Access to Justice and Rule of Law (A2J), Recovery
and Resilience; Public Financial Management, Youth Empowerment and Employment Project (YEEP) and
the Global Fund. The collaborations allow for experience sharing among projects, cost sharing and
reduced transaction costs.
 Target groups Strategy to ensure stakeholder are engaged
1. Conflict affected communities including women, youth, Community consultations in the design of
children and vulnerable groups (persons with disability, specific interventions; affirmative action/ to
young girls, children, minority groups). ensure participation of especially the
vulnerable; targeted interventions e.g. for
women, cattle camps youth etc.
2. NGOs, Civil society, community based and faith-based Capacity building in thematic areas, NGO
institutions including youth and women groups, peace management; provide low value grants to
committees, council of traditional authorities’ leaders enable them work with local communities;
(COTAL) women mediators; Psychosocial support involve them in assessments. Facilitate their
volunteers e.t.c. work.
3. National mandated institutions (SSPRC, BCSSAC, pre-ad Capacity building, advocacy for policies and
transitional institutions- CTRH- Ministries dealing with laws; direct engagement.
Gender and Youth) state authorities (chiefs,
commissioners and state administrators of peace and
justice).
4. Higher learning and research institutions, and the private Research to link policy and practice; capacity
sector engaged as capacity supplier. building; policy dialogue; private-public
partnership for the case of the private sector;
learning and innovation.
5. Other International NGOs working in the field of peace Coordinate to avoid duplication. They could
building (Nonviolence Peace Force, Whitaker Foundation, also be engaged to build capacity of national
Search for Common Ground e.t.c). CSOs in the thematic areas related to
peacebuilding.
6. Development partners, UN agencies Such as UN Women, Collaboration and partnership; advocacy and
and think tanks, regional bodies (IGAD, Reconstituted learning.
Joint Monitoring and Evaluation Commission (R-JMEC).
Other potentially affected groups Strategy for engagement
7 Business community, entrepreneurs and private sector. Social and environment impact assessments
as well as skills, knowledge and experience
exchange.

The project complements ongoing initiatives implemented at the subnational level within the Partnership
for Recovery and Resilience (PfRR) framework with support from other development partners. The project
will be implemented over a period of four years.

3.3 Risks and Assumptions

Risk description Type of risk Impact Mitigation Measures
Escalation of armed Political Impede project Establish relations with local actors.
violence and conflict implementation which Regular contextual analysis of
(national or in project areas) may further marginalize project areas.
key constituencies.
Politicisation of the peace Political Undermines legitimacy Engage senior political players,
and reconciliation agenda and credibility of peace collaborate with UNMISS Political
and reconciliation efforts Affairs Division (PAD) and Civil
Affairs Division (CAD) on political
interventions.
Capacity of Operational Slow implementation Provision of technical advisory
national and local and/or ownership of support, peer-to-peer mentoring.
stakeholders and planned activities due to Develop Standard Operation
implementing limited capacities of Procedures (SOPs) that incentivize
partners national and local collaborative working relationships
counterparts and skills exchange.
 Availability of funding to Financial Block/delay the delivery. Regular communication with
see activities to completion Decreases the credibility Donors avoids duplication and
of UNDP among Donors strengthen partnership.
and Government
counterparts.

3.4 South-South and Triangular Cooperation (SSC/TrC)

In line with the United Nations guidelines on South to South and Triangular Cooperation (SSC/TrC), the
project will establish links and exchanges with countries from the south with best practices that can be
replicated in South Sudan, namely Rwanda, Ethiopia, Zimbabwe and Kenya regarding development of
legal, policy and civilian frameworks on the local structures for peace (peace committees); reconciliation
healing and community based restorative justice and trauma and psychosocial management. Through
triangular cooperation, the project will benefit from the financial and technical support, experience and
technical know-how of multilateral and developed-country partners.

3.5 Knowledge
The following main knowledge products will be produced by the project:
i. Policy briefs, advisories and draft policy documents on thematic areas.
ii. Social Cohesion and Reconciliation (SCORE) Index to measure social cohesion and reconciliation
as two indicators of peace in South Sudan.
iii. Conflict sensitivity analyses will be conducted during the project’s lifespan.
iv. Gender equality and SGBV analyses will be undertaken to promote gender equality, women
empowerment and address structural gender issues.
v. Thematic papers, strategy and issues brief will be produced on need basis.
vi. Lessons learnt and impact stories from community engagements.

3.6 Sustainability
Effective implementation of the proposed initiatives prepares the ground for realisation of peace, cohesion
and reconciliation in the country, which are imperative for sustainable development. By focusing on
developing capacities of individuals, communities, systems and institutions for peace and
transformational leadership, these will remain in place after the end of the project. Training of local peace
infrastructures and entrenching lessons learned from other countries as part of the institutional
strengthening ensure the existence of critical mass of peacebuilding trainers and service delivery cadres
who will sustain service delivery beyond the project. By nurturing a culture of dialogue among
communities, government and citizens, the project will contribute towards enhancing trust among
citizens and leadership, an attribute which is key for sustaining peace during and after the transitional
period. Community-oriented infrastructure initiatives will outlive project duration as they will remain in
use. Through strengthening the peace infrastructure in the country, the national capacities for early
warning and coordination of response will be in place. By strengthening structures and platforms for
trauma healing and reconciliation amongst communities, relapse into conflict is reduced, the cycle of
conflict is broken, and communities contribute to peacebuilding efforts, leading to more sustained
solutions and social cohesion.

3.7 Cross Cutting Issues

3.7.1 Gender mainstreaming
The R-ARCSS comes with opportunities for increased participation of women in decision making positions,
an initiative on the implementation of the (35%) quota, inclusive of women and girls with disabilities and
nominations by parties as part of engendering institutional reforms effort (R-ARCSS Article 1.4.6). In line
with Beijing Platform for Action 12, Convention on the Elimination of All forms of Discrimination against
Women and other human rights treaties, 2030 development agenda (Goal 5), UN Security Council
Resolution 1325, UNDP’s Gender Equality Strategy (2018-2021) and 8 Point Agenda, UNCF and CPD, and
the South Sudan National Gender Policy; the project, in synergy with UN Women and relevant ministries,
will support mainstreaming Gender Equality and Women Empowerment in targeted public institutions, as
follows:
• Support to the national gender coordination mechanisms through the Ministry of Gender, Child
and Social Welfare (MGCSW) to: improve its gender coordination role in the public sector; build
relationships between the government and CSOs for the development and implementation of
gender sensitive national policies, plan, and civil service reform; and support implementation of
the national gender policy.
• Support institutional reform and capacity development in selected government agencies to
increase their capacity in addressing relevant gender equality issues (gender gaps, review of
policies, community outreach, etc).
• Ensuring the integration of gender sensitive results and indicators in policies and
programme/project analysis and performance measure including relevant research and analytical
skills development.
• Empower women and girls to effectively engage in different processes including in decision
making levels.

3.7.2 Environmental Considerations

To mitigate negative impact on the environment, all small-scale infrastructure projects will be referred to
the UNDP office responsible for green energy for assessment and recommendations. The project engineer
will ensure adherence to international standards including the use of green energy (solar panels especially)
and locally sourced renewable materials where feasible. Further, the project will support use of local
materials as well as recycling materials where proved. For instance, in some of the interdependency
projects, the community the PaCC supports utilises wild fruits, seeds and materials, further enhancing the
normal operations of ecosystems. The support to the peace committees uses environmentally friendly
materials like bicycles. The project is also supporting resolution of conflict related to climate change such
as conflicts related to competition over scarce resources and seasonal movement of cattle during dry
season. The project will continue to encourage local communities to plant trees as part of environment
conservation in areas of operation as well as garbage collection.

12The Beijing Platform for Action, 1995

IV. PROJECT MANAGEMENT
3.1 Cost Efficiency and Effectiveness
The project adopts the 3-E framework (Figure 5) 13–economy, efficiency, effectiveness and cost-
effectiveness. In this regard, the project will undertake the following measures to maximize value for
money:
•
Leveraging partnerships and comparative capacities/expertise: Work with key strategic partners
- government institutions, UNMISS, UN agencies, I/NGOs/CSOs and the private sector where
relevant to achieve common peacebuilding and development outcomes.
• Competitive procurement processes: selection of the offer, which presents the optimum
combination of life-cycle costs and benefits, which meet the needs of beneficiaries.
• Investing in up-front planning, documentation and evidence-based programming: evidenced-
based planning to allocate and target resources strategically and efficiently.
Figure 5: Value-for-Money 3-E Framework

3.2 Project Management

The project will be implemented directly by UNDP using the Direct Implementation Modality (DIM). UNDP
will engage and collaborate with third-party implementers in delivering the project - academia, CSOs,
government departments, private sector and UN agencies. The project will be implemented in seven
conflict clusters (including existing five) with field coordination offices in Bor, Wau, Aweil, Bentiu, Malakal,
Torit and Rumbek. The offices are co-shared in the UN compounds where common services are shared.
A dedicated Project Manager under the guidance of the UNDP Deputy Resident Representative (Head of
Programmes), will directly oversee technical implementation of the project. The Project Manager will be
responsible for the day to day implementation of the project. Other UNDP units such as Procurement,
Finance, Communications, Common Services, Information and Communication Technology, Human
Resources, and Programme Oversight and Partnership Support will support efficient and effective project
delivery and oversight, including coordination of project audit and evaluations which will be conducted
once during the life of the project. The project will benefit from a wealth of technical and managerial
expertise from the UNDP South Sudan, regional and HQ offices.

13. www.undp.org/content/dam/sudan/docs/.../Annex%209%20VfM%20Principles.docx
RESULTS FRAMEWORK14

National priority: Consolidate peace: return the displaced, enforce the law, silence the guns; Stabilize and revitalize the national economy
Intended Outcome as stated in the UNCF: Strengthened peace infrastructures and accountable governance at the national, state and local levels
Applicable Output(s) from the UNDP Strategic Plan: Strengthen resilience to shocks and crises.
Outcome indicators as stated in the Country Programme Document (CPD) Results and Resources Framework: Indicator 1.1. Percentage of individual respondents with confidence in peace
and security disaggregated by gender. Baseline: 47.4% (46.6% male and 48.7% female); Target: 60% (58% male and 62% female)
Output indicators as stated in the Country Programme Document (CPD) including baseline and targets:
Output 1.1. Strengthened communities and local-level institutions capacity to foster peaceful coexistence, management of resource-based conflicts and community cohesion;
Indicator 1.1.1. Number of local-level agreements for conflict prevention and promotion of social cohesion under implementation. Baseline:4; Target: 12
Indicator 1.1.2. Number of national infrastructures for peace established or strengthened, with UNDP support. Baseline: 4; Target: 12
Project title and Atlas Project Number: Peace and Community Cohesion in South Sudan: Phase II
EXPECTED OUTPUTS OUTPUT INDICATORS 15 DATA BASELINE TARGETS (by frequency of data collection) DATA COLLECTION
SOURCE METHODS & RISKS
Value Year Year Year Year Year Final
1 2 3 4

Output 1: 1.1 No of counties with functional Peace 80 2019 100 121 141 200 200 Primary (survey, key
Infrastructures for peace Committees informant interview, focus
at the central and local group discussion,
1.2 Number of local government officers with 35 2019 70 160 200 250 300
levels are enabled to case/success stories and
increased skills on transformational leadership, Periodic,
manage conflicts and reconciliation and conflict management
Observation) and
foster peaceful co- M&E and secondary data review
final (reports,
existence 1.3. Proportion of reported conflict cases that 70% 2019
are responded to evaluation 72% 74% 78% 81% 89% meeting minutes and the
Reports like)
Output 2: Communities 2.1 Number of people receiving psychosocial 98 2019 128 158 188 218 248
have structures to support from trained volunteer counsellors Risks
encourage trauma Timeliness and quality of
healing, reconciliation, 2.2 Percentage of cattle related conflicts that 5% 2019 10% 16% 22% 30% 40% primary data may be
violence reduction and are successfully resolved through traditional compromised due to
reinforce social cohesion conflict resolution institutions access reason
at all levels 2.3 Number of people benefited from 25,723 2019 30,718 41,007 51,296 61,585 66,730
community interdependency initiatives
2.4 Number of youths involving in peace 1345 2019 1614 2152 2690 3228 3497
building activities through youth initiative
interventions

16
Output 3: Peace 3.1: Number of women trained on mediation, 0 2019 100 200 300 400 500
processes are public speaking and engagement skills,
engendered, and engaged in local and national peacebuilding
conditions for women, work
youth and minority 3.2 Number of youth and persons with disability
participation improved at 148 2019 214 247 280 313 346
trained on mediation, public speaking and
national and subnational engaged in local and national peacebuilding
levels.
3.3: Number of states with a formal state 0 2019 1 1 1 1 5
resolution/commitment with funded action plan
to end child marriage

V. MULTI-YEAR WORK PLAN 1617 EXCEL

Planned Budget by Year

EXPECTED 2020
PLANNED ACTIVITIES 2024 (until Total budget REMARKS
OUTPUTS (from 2021 2022 2023 Budget Description
march)
march)
1.1 Establish and 500,000 500,000 500,000 200,000 75700 Training, Workshops and 2,200,000 Training of Peace
Output 1: operationalise 92 inclusive 500,000 Confer; 721000 Contractual Service committees; provision
Infrastructures county level peace companies; 71600 Travel; 61300 of basic materials and
for peace at the committees; Salary & Post Adj Cst-IP Staff coordination (
central and local 71600 Travel; 72500 Supplies including costs for a
levels are peacebuilding analyst
enabled to P2)
manage conflicts
and foster state level training of
1.2 Build capacity of local
peaceful co- government officials
governments on 200,000 200,000 150,000 50,000 750,000
existence 150,000 72600 Grants;71600 Travel; 75700 on leadership and
transformational
Training, Workshops and Confer; conflict resolution

14 UNDP publishes its project information (indicators, baselines, targets and results) to meet the International Aid Transparency Initiative (IATI) standards. Make sure that indicators are S.M.A.R.T. (Specific, Measurable, Attainable,

Relevant and Time-bound), provide accurate baselines and targets underpinned by reliable evidence and data, and avoid acronyms so that external audience clearly understand the results of the project.
15
It is recommended that projects use output indicators from the Strategic Plan IRRF, as relevant, in addition to project-specific results indicators. Indicators should be disaggregated by sex or for other targeted groups where relevant.
16
Cost definitions and classifications for programme and development effectiveness costs to be charged to the project are defined in the Executive Board decision DP/2010/32
17Changes to a project budget affecting the scope (outputs), completion date, or total estimated project costs require a formal budget revision that must be signed by the project board. In other cases, the UNDP programme manager
alone may sign the revision provided the other signatories have no objection. This procedure may be applied for example when the purpose of the revision is only to re-phase activities among years.
 leadership, reconciliation
and conflict prevention;

LOA;721000 Contractual Service LOA to Government

1.3 Support review of
companies; 75700 Training, counter parts and
legislation on
400,00 500,000 450,000 250,000 Workshops and Confer;61300 1,600,000 CSOs including CTA to
infrastructures of peace in 400,000
Salary & Post Adj Cst-IP Staff; 72600 provide technical
line with R-ARCSS ;
Grants advise.
1.4 Strengthening of the training, equipment
conflict early warning and and data collection
71400 Contractual Individuals;
response (CEWAR) system, 300,000 250,000 250,000 100,000 1,200,000 and one IUNV to
300,000 LOA; 715000 UN Volunteers
in line with IGAD support
framework for CEWARN; communication
1.5 Support cattle 75700 Training, Workshops and Conferences
migration conferences, Confer; 72600 Contractual services organization, JBPC
community dialogues, 300,000 300,000 200,000 100,000 company; 71600 Travel; 72500 1,200,000 monitoring and cost of
300,000
mediation and Supplies SB5 ( national field
consultations; coordinator - Aweil)
1.6 Support voluntary Sensitization and
civilian disarmament LOA;72600 Grants;75700 Training, piloting integration of
initiatives and peace 350,000 350,000 250,000 100,000 Workshops and Confer; 71600 1,350,000 youth including a SB5
300,000
education to disarm the Travel staff ( national officer-
mind; Rumbek)
1.7 Support development Grants to CSOs for
of a national and or state 72600 Grants; 71600 Travel; 75700 advocacy, consultants
250,000 250,000 200,000 100,000 950,000
specific policies on cattle 150,000 Training, Workshops and Confer to provide technical
migration and raiding. support;
Sub-Total for Output 1 1,900,000 2,350,000 900,000 9,250,000
2,100,000 2,000,000
2.1 Support public Training, facilitating
awareness and 75700 Training, Workshops and including a P2
400,000 400,000 200,000 200,000 1,450,000
consultations on the 250,000 Confer;71600 Travel; Psychosocial
CTHR; counsellor
workshops and SB5
2.2 Establish teams of staff ( national officer-
72100 Contractual services-
volunteer counsellors in Bor)and incentive (
individual; 75700 Training,
Output 2: 80 counties to support 300,000 300,000 500,000 100,000 1,500,000 communication and
300,000 Workshops and Confer ;72600
Strengthened community trauma transport to
Grants
structures to healing and reconciliation; community
encourage volunteers)
trauma healing, 2.3 Engage youth and
Grants to CSOs and
reconciliation women in social, cultural 72100 Contractual services-
SB5 staff( National
and reinforce and economic activities to individual; 75700 Training,
750,000 800,000 750,000 150,000 3,100,000 officer- torit) and
social cohesion deepen relationship and 650,000 Workshops and Confer ;72600
capacity building
at all levels offer alternatives to Grants
opportunities
violent practices;
2.4 Provide community-
oriented infrastructure to community peace
generate employment, center, boreholes,
500,000 300,000 300,000 50,000 1,650,000
improve local service 500,000 72100 Contractual services- community market (
delivery and increase individual;71600 Travel; 72100 Project engineer)
social interaction; Contractual Services-Companies
 2.5 Organise people to
people and
intergenerational
Conference and travel
dialogues and 220,000 300,000 180,000 50,000 970,000
220,000 Including driver
intercommunal learning 72600 Contractual services
exchanges to address company;71600 Travel;75700
local peace issues; Training, Workshops and Confer
2.6 Facilitate
transformative and One SB5 ( national
71600 Travel; 72600 Grants;71400
voluntary civilian re- 300,000 300,000 250,000 100,000 1,250,000 officer Malakal) and
300,000 Contractual Individuals
integration of youth as CSO grants
part of DDR;
75700 Training, Workshops and
2.7 Support initiatives to
Confer; 71600 Travel; 72600
reduce child abduction CSO grants Including;
350,000 300,000 300,000 100,000 Contractual services 1,450,000
and cattle raiding related 400,000 one driver
company;71400 Contractual
violence;
Individuals
75700 Training, Workshops and
2.8 Undertake media,
Confer; 71600 Travel; 72600
information and CSO grants Including
300,000 200,000 300,000 100,000 Contractual services 1,100,000
communication activities 200,000 one driver
company;71400 Contractual
for peace.
Individuals
Sub-Total for Output 2 3,120,000 2,900,000 850,000 12,470,000
2,820,000 2,780,000
3.1 Support training of women
implementation of peace mediators and
National Action Plan on 200,000 200,000 200,000 100,000 72600 Grants; 71600 Travel; 900,000 advocacy working with
200,000
women peace and 72100Contractual Services- Min Gender and Child
security; Companies welfare
3.2 Build capacity of
women, youth and 71600 Travel;72500 Supplies;75700
Individual mentorship
minorities in mediation, 200,000 200,000 200,000 80,000 Training, Workshops and Confer; 830,000
150,000 through workshops
advocacy and 72100Contractual Services-
engagement skills; Companies
Output 3:Peace 3.3 Support women CSO grants and
71400 Contractual
processes are participation in facilitation of support
200,000 200,000 150,000 150,000 Individuals;71600 Travel; 900,000
engendered, and reconciliation and trauma 200,000 and (1SB5 - Gender
72600 Grants
conditions of healing initiatives; analyst)
women’s 72600 Grants; 71600 Travel; CSO grant, dialogues,
participation in 72100Contractual Services- community
decision making 3.4 Support initiatives and 280,000 280,000 280,000 100,000 Companies 1,220,000 consultations (SB5
280,000
improved. action against child National officer
marriage; Kwajok)
3.5 Build capacities of
women, youth and CSO grants; and
72600 Grants ;75700 Training,
minority groups for national level
200,000 150,000 150,000 50,000 Workshops and Confer;71600 700,000
increased participation in 150,000 engagement
Travel
governance and peace contractual services)
processes;
72600 Grants; 71600 Travel; CSO grants and
3.6 Provide socio- 250,000 250,000 200,000 91,344 72100Contractual Services- 1,041,344 training of youth and
250,000
economic opportunities Companies women
 to girls and women for
voice and agency.

Sub-Total for Output 3 1,330,000 1,280,000 571,344 5,591,344

1,230,000 1,180,000
Sub total for all Outputs 6,350,000 6,530,000 2,321,344 27,311,344
6,150,000 5,960,000 -
Project Manager; 40% PM and finance
426,265 426,265 426,265 106,562 61300 Salary & Post Adj Cst-IP Staff 1,705,058
finance specialist; 319,700 specialist
Contractual individual -
admin staff SB4 ( travel
Logistic and asset
and field support,
associate; admin 144,190 144,190 144,190 35,650 71400 Contractual Individuals 576,349
108,130 admins and assets;
associate; finance
finance associate)
associate 2 drivers
Information technology
equipment including field 40,000 40,000 20,000 10,000 72800 Information Technology 130,000
20,000
security equipment Equipment
Efficient and Supplies ( Juba and field
30,000 30,000 30,000 30,000 150,000
effective offices) 30,000 72500 Supplies
management of Rental and Maintenance
6 field offices in
the project of equipment in the field (
Malakal, Bentiu, Bor,
internet, office spaces,
170,000 170,000 170,000 40,000 730,000 Torit,Rumbek, Kwajok
accommodation of 180,000
including purchase of
international staff; vehicle 73400 Rental & Main. of Other
3 vehicles)
maintenance) Equip
Equipment and furniture 40,000 30,000 30,000 10,000 72200 Equipment and Furniture 160,000
50,000
Audio visual a& print and 74200 Audio Visual & Print Prod
40,000 30,000 30,000 30,000 170,000
production 40,000 Costs
Travel to the field 45,000 45,000 45,000 23,000 198,000
40,000 71600 Travel
Sub total for Project Management 935,455 915,455 285,212 3,819,407
787,830 895,455 -
Project oversight and Including annual
190,500 195,900 178,800 69,640 - 819,340
communication 184,500 reviews; midterm
Project
Project evaluation and evaluation and final
Oversight and
auditing evaluation, audit,
Communication 60,000 20,000 20,000 60,000 160,000
project board
meetings and reviews
Sub total for Project Oversight and
250,500 215,900 129,640 979,340
Communication 184,500 198,800 -

Subtotal for all Outputs 7,122,330 7,535,955 7,661,355 7,054,255 2,736,197 - 32,110,092
General Management Support - GMS (8%) 602,876 612,908 564,340 218,896 75100 Facilities & Administration 2,568,807
569,786
RCO Coordination Levy - (1%) 75,360 76,614 70,543 27,362 75100 Facilities & Administration 321,101
71,223
TOTAL 8,214,191 8,350,877 2,982,454 35,000,000
7,763,340 7,689,138 -
VI. MONITORING AND EVALUATION

In accordance with UNDP’s programming policies and procedures, the project will be monitored through the
following monitoring and evaluation plans:

Monitoring Plan
Monitoring
Purpose Frequency Expected Action
Activity
Progress data against the results indicators in Quarterly, or in Slower than expected
Track results the RRF will be collected and analysed to the frequency progress will be addressed
progress assess the progress of the project in required for by project management.
achieving the agreed outputs. each indicator.
Identify specific risks that may threaten Risks are identified by
achievement of intended results. Identify and project management and
monitor risk management actions using a risk actions are taken to manage
Monitor and log. This includes monitoring measures and risk. The risk log is actively
Quarterly
Manage Risk plans that may have been required as per maintained to keep track of
UNDP’s Social and Environmental Standards. identified risks and actions
Audits will be conducted in accordance with taken.
UNDP’s audit policy to manage financial risk.
Knowledge, good practices and lessons will Relevant lessons are
be captured regularly, as well as actively captured by the project
Learn At least annually
sourced from other projects and partners and team and used to inform
integrated back into the project. management decisions.
Areas of strength and
The quality of the project will be assessed
Annual weakness will be reviewed
against UNDP’s quality standards to identify
Project by project management and
project strengths and weaknesses and to Annually
Quality used to inform decisions to
inform management decision making to
Assurance improve project
improve the project.
performance.
Performance data, risks,
Review and Internal review of data and evidence from all lessons and quality will be
Make Course monitoring actions to inform decision At least annually discussed by the project
Corrections making. board and used to make
course corrections.
A progress report will be presented to the
Project Board and key stakeholders,
consisting of progress data showing the
Annually, and at
results achieved against pre-defined annual
Project the end of the
targets at the output level, the annual project
Report project (final
quality rating summary, an updated risk long
report)
with mitigation measures, and any
evaluation or review reports prepared over
the period.
The project’s governance mechanism (i.e.,
project board) will hold regular project
reviews to assess the performance of the Any quality concerns or
project and review the Multi-Year Work Plan slower than expected
Project Specify progress should be
to ensure realistic budgeting over the life of
Review frequency (i.e., discussed by the project
the project. In the project’s final year, the
(Project at least board and management
Project Board shall hold an end-of project
Board) annually) actions agreed to address
review to capture lessons learned and discuss
opportunities for scaling up and to socialize the issues identified.
project results and lessons learned with
relevant audiences.

Evaluation Plan 18
Evaluation Title Planned Completion Date Cost and Source of Funding

18 Optional, if needed
22
 Mid-Term Evaluation March 2022 Funding partners, UNDP

Final Evaluation December 2024 Funding partners, UNDP

VII. GOVERNANCE AND MANAGEMENT ARRANGEMENTS

Project Organisation Structure

Project Board (Governance Mechanism)

Senior Beneficiary Executive Senior Supplier
[SSPRC, BCSSAC [ UNDP Resident [Donors, UNDP]
Academic Institution and Representative]
think Tank, CSOs]

Project Assurance
PMSU CTA
Project Manager

Project Support
Field Coordination Team Technical Team
Finance Specialist (P3) cost
CTA- P5 (cost shared)
shared)
2 IUNV Peacebuilding Peacebuilding Specialist (P2)
Finance Associate (SB4)
Specialist Counselling Psychologist/
Field coordination Associate
7 National Peacebuilding (IUNV)
(SB4)
Officers (SB5) Youth Officer (IUNV)
One Travel, Administration,
National Conflict Advisor Monitoring and Evaluation
One Procurement and
Specialist (IUNV)
Logistics (SB4)
CSO quality assurance
9 Drivers (SB2)
associate (cost shared)
Gender Analyst (cost shared)
VIII. LEGAL CONTEXT

This project document shall be the instrument referred to as such in Article 1 of the Standard Basic Assistance
Agreement between the Government of (country) and UNDP, signed on (date). All references in the SBAA to
“Executing Agency” shall be deemed to refer to “Implementing Partner.”

This project will be implemented by [name of entity] (“Implementing Partner”) in accordance with its financial
regulations, rules, practices and procedures only to the extent that they do not contravene the principles of the
Financial Regulations and Rules of UNDP. Where the financial governance of an Implementing Partner does not
provide the required guidance to ensure best value for money, fairness, integrity, transparency, and effective
international competition, the financial governance of UNDP shall apply.

IX. RISK MANAGEMENT

1. UNDP as the Implementing Partner will comply with the policies, procedures and practices of the United Nations
Security Management System (UNSMS.)

2. UNDP as the Implementing Partner will undertake all reasonable efforts to ensure that none of the [project
funds]19 [UNDP funds received pursuant to the Project Document]20 are used to provide support to individuals
or entities associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not
appear on the list maintained by the Security Council Committee established pursuant to resolution 1267 (1999).
The list can be accessed via http://www.un.org/sc/committees/1267/aq_sanctions_list.shtml. This provision
must be included in all sub-contracts or sub-agreements entered into under this Project Document.

3. Social and environmental sustainability will be enhanced through application of the UNDP Social and
Environmental Standards (http://www.undp.org/ses) and related Accountability Mechanism
(http://www.undp.org/secu-srm).

4. UNDP as the Implementing Partner will: (a) conduct project and programme-related activities in a manner
consistent with the UNDP Social and Environmental Standards, (b) implement any management or mitigation
plan prepared for the project or programme to comply with such standards, and (c) engage in a constructive and
timely manner to address any concerns and complaints raised through the Accountability Mechanism. UNDP
will seek to ensure that communities and other project stakeholders are informed of and have access to the
Accountability Mechanism.

5. All signatories to the Project Document shall cooperate in good faith with any exercise to evaluate any
programme or project-related commitments or compliance with the UNDP Social and Environmental Standards.
This includes providing access to project sites, relevant personnel, information, and documentation.

6. UNDP as the Implementing Partner will ensure that the following obligations are binding on each responsible
party, subcontractor and sub-recipient:

a. Consistent with the Article III of the SBAA, the responsibility for the safety and security of each
responsible party, subcontractor and sub-recipient and its personnel and property, and of UNDP’s
property in such responsible party’s, subcontractor’s and sub-recipient’s custody, rests with such
responsible party, subcontractor and sub-recipient. To this end, each responsible party,
subcontractor and sub-recipient shall:
i. put in place an appropriate security plan and maintain the security plan, taking into
account the security situation in the country where the project is being carried;
ii. assume all risks and liabilities related to such responsible party’s, subcontractor’s and sub-
recipient’s security, and the full implementation of the security plan.

b. UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to
the plan when necessary. Failure to maintain and implement an appropriate security plan as
required hereunder shall be deemed a breach of the responsible party’s, subcontractor’s and sub-
recipient’s obligations under this Project Document.

19
To be used where UNDP is the Implementing Partner
20 To be used where the UN, a UN fund/programme or a specialized agency is the Implementing Partner
24
c. Each responsible party, subcontractor and sub-recipient will take appropriate steps to prevent
misuse of funds, fraud or corruption, by its officials, consultants, subcontractors and sub-recipients
in implementing the project or programme or using the UNDP funds. It will ensure that its financial
management, anti-corruption and anti-fraud policies are in place and enforced for all funding
received from or through UNDP.

d. The requirements of the following documents, then in force at the time of signature of the Project
Document, apply to each responsible party, subcontractor and sub-recipient: (a) UNDP Policy on
Fraud and other Corrupt Practices and (b) UNDP Office of Audit and Investigations Investigation
Guidelines. Each responsible party, subcontractor and sub-recipient agrees to the requirements of
the above documents, which are an integral part of this Project Document and are available online
at www.undp.org.

e. In the event that an investigation is required, UNDP will conduct investigations relating to any
aspect of UNDP programmes and projects. Each responsible party, subcontractor and sub-recipient
will provide its full cooperation, including making available personnel, relevant documentation,
and granting access to its (and its consultants’, subcontractors’ and sub-recipients’) premises, for
such purposes at reasonable times and on reasonable conditions as may be required for the
purpose of an investigation. Should there be a limitation in meeting this obligation, UNDP shall
consult with it to find a solution.

f. Each responsible party, subcontractor and sub-recipient will promptly inform UNDP as the
Implementing Partner in case of any incidence of inappropriate use of funds, or credible allegation
of fraud or corruption with due confidentiality.

Where it becomes aware that a UNDP project or activity, in whole or in part, is the focus of
investigation for alleged fraud/corruption, each responsible party, subcontractor and sub-recipient
will inform the UNDP Resident Representative/Head of Office, who will promptly inform UNDP’s
Office of Audit and Investigations (OAI). It will provide regular updates to the head of UNDP in the
country and OAI of the status of, and actions relating to, such investigation.

g. UNDP will be entitled to a refund from the responsible party, subcontractor or sub-recipient of any
funds provided that have been used inappropriately, including through fraud or corruption, or
otherwise paid other than in accordance with the terms and conditions of this Project Document.
Such amount may be deducted by UNDP from any payment due to the responsible party,
subcontractor or sub-recipient under this or any other agreement. Recovery of such amount by
UNDP shall not diminish or curtail any responsible party’s, subcontractor’s or sub-recipient’s
obligations under this Project Document.

Note: The term “Project Document” as used in this clause shall be deemed to include any relevant
subsidiary agreement further to the Project Document, including those with responsible parties,
subcontractors and sub-recipients.

h. Each contract issued by the responsible party, subcontractor or sub-recipient in connection with
this Project Document shall include a provision representing that no fees, gratuities, rebates, gifts,
commissions or other payments, other than those shown in the proposal, have been given,
received, or promised in connection with the selection process or in contract execution, and that
the recipient of funds from it shall cooperate with any and all investigations and post-payment
audits.

i. Should UNDP refer to the relevant national authorities for appropriate legal action any alleged
wrongdoing relating to the project or programme, the Government will ensure that the relevant
national authorities shall actively investigate the same and take appropriate legal action against all
individuals found to have participated in the wrongdoing, recover and return any recovered funds
to UNDP.

j. Each responsible party, subcontractor and sub-recipient shall ensure that all of its obligations set
forth under this section entitled “Risk Management” are passed on to its subcontractors and sub-
recipients and that all the clauses under this section entitled “Risk Management Standard Clauses”
are adequately reflected, mutatis mutandis, in all its sub-contracts or sub-agreements entered into
further to this Project Document.
 X. ANNEXES:

1. Project Quality Assurance Report

2. Social and Environmental Screening Template [English][French][Spanish], including additional Social and
Environmental Assessments or Management Plans as relevant. (NOTE: The SES Screening is not required for
projects in which UNDP is Administrative Agent only and/or projects comprised solely of reports,
coordination of events, trainings, workshops, meetings, conferences, preparation of communication
materials, strengthening capacities of partners to participate in international negotiations and conferences,
partnership coordination and management of networks, or global/regional projects with no country level
activities).

3. Risk Analysis. Use the standard Risk Log template. Please refer to the Deliverable Description of the Risk Log
for instructions

4. Capacity Assessment: Results of capacity assessments of Implementing Partner (including HACT Micro
Assessment)

5. Project Board Terms of Reference and TORs of key management positions.

Annex 1: Project Quality Assurance Report

PROJECT QA ASSESSMENT: DESIGN AND

APPRAISAL
OVERALL PROJECT
NEEDS IMPROVEMENT
EXEMPLARY (5) HIGHLY SATISFACTORY (4) SATISFACTORY (3) INADEQUATE (1)
(2)
   

At least four criteria All criteria are rated At least six criteria are At least three criteria One or more criteria
are rated Exemplary, Satisfactory or higher, and rated Satisfactory or are rated Satisfactory are rated Inadequate,
and all criteria are at least four criteria are higher, and only one or higher, and only or five or more criteria
rated High or rated High or Exemplary. may be rated Needs four criteria may be are rated Needs
Exemplary. Improvement. The rated Needs Improvement.
Principled criterion Improvement.
must be rated
Satisfactory or above.
DECISION
• APPROVE – the project is of sufficient quality to be approved in its current form. Any management actions must be addressed in a
timely manner.
• APPROVE WITH QUALIFICATIONS – the project has issues that must be addressed before the project document can be approved.
Any management actions must be addressed in a timely manner.
• DISAPPROVE – the project has significant issues that should prevent the project from being approved as drafted.

RATING CRITERIA
 For all questions, select the option that best reflects the project

STRATEGIC
3 2
1. Does the project specify how it will contribute to higher level change through linkage to the programme’s Theory of
Change? 1
• 3: The project is clearly linked to the programme’s theory of change. It has an explicit change pathway that Evidence
explains how the project will contribute to outcome level change and why the project’s strategy will likely lead to Pg..
this change. This analysis is backed by credible evidence of what works effectively in this context and includes
assumptions and risks.
• 2: The project is clearly linked to the programme’s theory of change. It has a change pathway that explains how
the project will contribute to outcome-level change and why the project strategy will likely lead to this change.
• 1: The project document may describe in generic terms how the project will contribute to development results,
without an explicit link to the programme’s theory of change.
*Note: Projects not contributing to a programme must have a project-specific Theory of Change. See alternative question under
the lightbulb for these cases.

The project has a clear theory of change, which links it to higher level UNDP SP outcomes. The project’s Theory of Change
outlines clear strategic pathways that underpin the higher-level results and that link the country level CPD results with
UNDP SP Outcome 1: Advance poverty eradication in all its forms and dimensions. The project’s Theory of Change is
outlined on page 6 of the project document.
3 2
2. Is the project aligned with the UNDP Strategic Plan?
1
• 3: The project responds to at least one of the development settings as specified in the Strategic Plan 21 and adapts
Evidence
at least one Signature Solution 22. The project’s RRF includes all the relevant SP output indicators. (all must be
true)
• 2: The project responds to at least one of the development settings as specified in the Strategic Plan4. The
project’s RRF includes at least one SP output indicator, if relevant. (both must be true)
• 1: The project responds to a partner’s identified need, but this need falls outside of the UNDP Strategic Plan. Also
select this option if none of the relevant SP indicators are included in the RRF.

The project is aligned with UNDP SP Outcome 1: (Advance poverty eradication in all its forms and dimensions) and UNDP
SP Output 3.2.1 (National capacities strengthened for reintegration, reconciliation, peaceful management of conflict and
prevention of violent extremism in response to national policies and priorities).
3. Is the project linked to the programme outputs? (i.e., UNDAF Results Group Workplan/CPD, RPD or Strategic Plan Ye No
IRRF for global projects/strategic interventions not part of a programme) s
The project is aligned to the following key documents.
1. United Nations Cooperation Framework (UNCF) 2019-2021: Outcome 1: The South Sudanese population,
particularly the most vulnerable groups, benefit from strengthened peace infrastructures and accountable
governance and Output 1.3 Mechanisms for conflict management, community security and social cohesion
strengthened
2. Country CPD: UNCF outcome 1: Strengthened peace infrastructures and accountable governance at the national,
state and local level and CPD Output 1.1. Strengthened communities and local-level institutions capacity to foster
peaceful coexistence, management of resource-based conflicts and community cohesion.
3. UNDP SP Outcome 1: (Advance poverty eradication in all its forms and dimensions) and UNDP SP Output 3.2.1
(National capacities strengthened for reintegration, reconciliation, peaceful management of conflict and
prevention of violent extremism in response to national policies and priorities).

RELEVANT
3 2
4. Does the project target groups leave furthest behind?
1
• 3: The target groups are clearly specified, prioritising discriminated, and marginalized groups left furthest behind,
identified through a rigorous process based on evidence. Evidence
• 2: The target groups are clearly specified, prioritizing groups left furthest behind.
• 1: The target groups are not clearly specified.
*Note: Management Action must be taken for a score of 1. Projects that build institutional capacity should still identify targeted
groups to justify support

21 The three development settings in UNDP’s 2018-2021 Strategic Plan are: a) Eradicate poverty in all its forms and dimensions; b) Accelerate

structural transformations for sustainable development; and c) Build resilience to shocks and crises
22
The six Signature Solutions of UNDP’s 2018-2021 Strategic Plan are: a) Keeping people out of poverty; b) Strengthen effective, inclusive and
accountable governance; c) Enhance national prevention and recovery capacities for resilient societies; d) Promote nature based solutions for a
sustainable planet; e) Close the energy gap; and f) Strengthen gender equality and the empowerment of women and girls.
The Peace and Community Cohesion project (PaCC) II project will target communities that have suffered violent inter
communal conflicts to enhance peace and foster peaceful coexistence between communities. It will build on past PaCC I
lessons learned to ensure peace processes are engendered, and conditions of women, youth and minority to participate in
decision making improved (Gen 3) as described in the project document on page 2

3 2
5. Have knowledge, good practices, and past lessons learned of UNDP and others informed the project design?
1
• 3: Knowledge and lessons learned backed by credible evidence from sources such as evaluation, corporate Evidence
policies/strategies, and/or monitoring have been explicitly used, with appropriate referencing, to justify the
approach used by the project.
• 2: The project design mentions knowledge and lessons learned backed by evidence/sources, but have not been
used to justify the approach selected.
• 1: There is little, or no mention of knowledge and lessons learned informing the project design. Any references
made are anecdotal and not backed by evidence.
*Note: Management Action or strong management justification must be given for a score of 1
The proposed PaCC II project is grounded and deeply rooted on lessons learned, successes and strong foundations laid by
PaCC I project. The proposed PaCC II project draws from PaCC I project in strengthened infrastructure that facilitates
citizens’ search for peace, reconciliation and justice; strengthening community interdependencies. On the other hand, it
draws from PaCC I success stories of nurturing peace and coexistence through community peace committees. The success
stories and lessons learned are outlined in detains on page 1 of the project document.

3 2
6. Does UNDP have a clear advantage to engage in the role envisioned by the project vis-à-vis national/regional/global
1
partners and other actors?
Evidence
• 3: An analysis has been conducted on the role of other partners in the area where the project intends to work,
and credible evidence supports the proposed engagement of UNDP and partners through the project, including
identification of potential funding partners. It is clear how results achieved by partners will complement the
project’s intended results and a communication strategy is in place to communicate results and raise visibility vis-
à-vis key partners. Options for south-south and triangular cooperation have been considered, as appropriate. (all
must be true)
• 2: Some analysis has been conducted on the role of other partners in the area where the project intends to work,
and relatively limited evidence supports the proposed engagement of and division of labour between UNDP and
partners through the project, with unclear funding and communications strategies or plans.
• 1: No clear analysis has been conducted on the role of other partners in the area that the project intends to work.
There is risk that the project overlaps and/or does not coordinate with partners’ interventions in this area.
Options for south-south and triangular cooperation have not been considered, despite its potential relevance.
*Note: Management Action or strong management justification must be given for a score of 1
The PaCC project will leverage and on UNDP’s partnerships and comparative capacities/expertise: Work with key strategic
partners - government institutions, UNMISS, UN agencies, I/NGOs/CSOs and the private sector where relevant to achieve
common peacebuilding and development outcomes.

PRINCIPLED
7. Does the project apply a human rights-based approach? 3 2
• 3: The project is guided by human rights and incorporates the principles of accountability, meaningful 1
participation, and non-discrimination in the project’s strategy. The project upholds the relevant international and Evidence
national laws and standards. Any potential adverse impacts on enjoyment of human rights were rigorously
identified and assessed as relevant, with appropriate mitigation and management measures incorporated into
project design and budget. (all must be true)
• 2: The project is guided by human rights by prioritizing accountability, meaningful participation and non-
discrimination. Potential adverse impacts on enjoyment of human rights were identified and assessed as relevant,
and appropriate mitigation and management measures incorporated into the project design and budget. (both
must be true)
• 1: No evidence that the project is guided by human rights. Limited or no evidence that potential adverse impacts
on enjoyment of human rights were considered.
*Note: Management action or strong management justification must be given for a score of 1

The project adopts human rights-based approach as described on page 9 of the attached project document: a) non-
discrimination: Ensure inclusion of all actors, including the disadvantaged, b) transparency: Promote access to information
as part of the international aid transparency initiative to avoid compromising peacebuilding efforts, c) Accountability:
Strengthen the civil society for increased voice and accountability. UNDP will comply with requirement of the UN Human
Right Due Diligence Policy.
 3 2
8. Does the project use gender analysis in the project design?
1
• 3: A participatory gender analysis has been conducted and results from this gender analysis inform the Evidence
development challenge, strategy and expected results sections of the project document. Outputs and indicators
of the results framework include explicit references to gender equality, and specific indicators measure and
monitor results to ensure women are fully benefitting from the project. (all must be true)
• 2: A basic gender analysis has been carried out and results from this analysis are scattered (i.e., fragmented and
not consistent) across the development challenge and strategy sections of the project document. The results
framework may include some gender sensitive outputs and/or activities, but gender inequalities are not
consistently integrated across each output. (all must be true)
• 1: The project design may or may not mention information and/or data on the differential impact of the project’s
development situation on gender relations, women and men, but the gender inequalities have not been clearly
identified and reflected in the project document.
*Note: Management Action or strong management justification must be given for a score of 1

The project applies gender equality, gender inclusivity and gender equality as its core principles for reaching women and
other most vulnerable groups as in page 9 of the project document. The project has also adopted the principles of the
international instruments for gender equality and equity as outlined in the project document on page 15. It takes
cognizance of the profound role of women as peace makers and seeks to strengthen and deepen their participation in
the Revitalised Agreement on the Resolution of Conflict in South Sudan (R-ARCSS) as well as the yet to be formed
Transitional Government of National Unity (page 15 of the project document).
3 2
9. Did the project support the resilience and sustainability of societies and/or ecosystems?
1
• 3: Credible evidence that the project addresses sustainability and resilience dimensions of development
Evidence
challenges, which are integrated in the project strategy and design. The project reflects the interconnections
between the social, economic and environmental dimensions of sustainable development. Relevant shocks,
hazards and adverse social and environmental impacts have been identified and rigorously assessed with
appropriate management and mitigation measures incorporated into project design and budget. (all must be
true).
• 2: The project design integrates sustainability and resilience dimensions of development challenges. Relevant
shocks, hazards and adverse social and environmental impacts have been identified and assessed, and relevant
management and mitigation measures incorporated into project design and budget. (both must be true)
• 1: Sustainability and resilience dimensions and impacts were not adequately considered.
*Note: Management action or strong management justification must be given for a score of 1
The project has considered sustainability by focusing on developing capacities of individuals, communities, systems and
institutions for peace and transformational leadership, these will remain in place after the end of the project as elaborated
on page 15 of the project document. The project promotes positive environment conservation practices.
Ye
10. Has the Social and Environmental Screening Procedure (SESP) been conducted to identify potential No
s
social and environmental impacts and risks? The SESP is not required for projects in which UNDP is
Administrative Agent only and/or projects comprised solely of reports, coordination of events, trainings,
workshops, meetings, conferences and/or communication materials and information dissemination. [if yes, upload
the completed checklist. If SESP is not required, provide the reason for the exemption in the evidence section.] SESP
Not
Although social and environmental screening procedures has been conducted as a best practice, (as it’s not required) the Required
project has put in place environmental considerations (page 16) to ensure that all project activities adopt environmental
friendly principles

MANAGEMENT & MONITORING

3 2
11. Does the project have a strong results framework?
1
• 3: The project’s selection of outputs and activities are at an appropriate level. Outputs are accompanied by
Evidence
SMART, results-oriented indicators that measure the key expected development changes, each with credible data
sources and populated baselines and targets, including gender sensitive, target group focused, sex-disaggregated
indicators where appropriate. (all must be true)
• 2: The project’s selection of outputs and activities are at an appropriate level. Outputs are accompanied by
SMART, results-oriented indicators, but baselines, targets and data sources may not yet be fully specified. Some
use of target group focused, sex-disaggregated indicators, as appropriate. (all must be true)
• 1: The project’s selection of outputs and activities are not at an appropriate level; outputs are not accompanied
by SMART, results-oriented indicators that measure the expected change and have not been populated with
baselines and targets; data sources are not specified, and/or no gender sensitive, sex-disaggregation of
indicators. (if any is true)
*Note: Management Action or strong management justification must be given for a score of 1

The project has a strong results framework with clear outcome, outputs, indicators, results, targets, timelines and
baselines. On the other hand, PaCC has a strong M&E plan that will be applied to track performance indicators.
Monitoring and Evaluation mechanisms have been articulated on page 26 of the project document.
12. Is the project’s governance mechanism clearly defined in the project document, including composition 3 2
of the project board?
1
• 3: The project’s governance mechanism is fully defined. Individuals have been specified for each position in the
governance mechanism (especially all members of the project board.) Project Board members have agreed on Evidence
their roles and responsibilities as specified in the terms of reference. The ToR of the project board has been
attached to the project document. (all must be true).
• 2: The project’s governance mechanism is defined; specific institutions are noted as holding key governance roles,
but individuals may not have been specified yet. The project document lists the most important responsibilities of
the project board, project director/manager and quality assurance roles. (all must be true)
• 1: The project’s governance mechanism is loosely defined in the project document, only mentioning key roles
that will need to be filled at a later date. No information on the responsibilities of key positions in the governance
mechanism is provided.
*Note: Management Action or strong management justification must be given for a score of 1
The project has a Project Board that will provide oversight functions during the implementation and the entire project life cycle.
This is described on page 27 of the project document. The Board TOR are also provided as an annexure.
3 2
13. Have the project risks been identified with clear plans stated to manage and mitigate each risk?
• 3: Project risks related to the achievement of results are fully described in the project risk log, based on 1
comprehensive analysis drawing on the programme’s theory of change, Social and Environmental Standards and Evidence
screening, situation analysis, capacity assessments and other analysis such as funding potential and reputational
risk. Risks have been identified through a consultative process with key internal and external stakeholders. Clear
and complete plan in place to manage and mitigate each risk, reflected in project budgeting and monitoring
plans. (both must be true)
• 2: Project risks related to the achievement of results are identified in the initial project risk log based on a
minimum level of analysis and consultation, with mitigation measures identified for each risk.
• 1: Some risks may be identified in the initial project risk log, but no evidence of consultation or analysis and no
clear risk mitigation measures identified. This option is also selected if risks are not clearly identified and/or no
initial risk log is included with the project document.
*Note: Management Action must be taken for a score of 1
The project has identified potential risks that have the potential to act as bottlenecks against achieving results. Risks monitoring
and mitigation strategies are described on page 26 of the project document as part of the monitoring mechanisms and strategies.
Further to that risk management strategies have been described on page 28 of the project document. A risk log is also provided
as an annexure.

EFFICIENT
14. Have specific measures for ensuring cost-efficient use of resources been explicitly mentioned as part of the project
design? This can include, for example: i) using the theory of change analysis to explore different options of achieving
the maximum results with the resources available; ii) using a portfolio management approach to improve cost
effectiveness through synergies with other interventions; iii) through joint operations (e.g., monitoring or
procurement) with other partners; iv) sharing resources or coordinating delivery with other projects, v) using
innovative approaches and technologies to reduce the cost of service delivery or other types of interventions. Ye
No
s
(Note: Evidence of at least one measure must be provided to answer yes for this question) (1)
(3)
To ensure efficiency and cost effectiveness the project adopts the 3-E framework (Figure 5)23–economy, efficiency,
effectiveness and cost-effectiveness. In this regard, the project will undertake the following measures to maximize value for
money. Will leverage partnerships and comparative capacities/expertise; Competitive procurement processes and Investing in
up-front planning, documentation and evidence-based programming to ensure value for money.

3 2
15. Is the budget justified and supported with valid estimates?
1
• 3: The project’s budget is at the activity level with funding sources and is specified for the duration of the project Evidence
period in a multi-year budget. Realistic resource mobilisation plans are in place to fill unfunded components.
Costs are supported with valid estimates using benchmarks from similar projects or activities. Cost implications
from inflation and foreign exchange exposure have been estimated and incorporated in the budget. Adequate
costs for monitoring, evaluation, communications and security have been incorporated.
• 2: The project’s budget is at the activity level with funding sources, when possible, and is specified for the
duration of the project in a multi-year budget, but no funding plan is in place. Costs are supported with valid
estimates based on prevailing rates.
• 1: The project’s budget is not specified at the activity level, and/or may not be captured in a multi-year budget.

23. www.undp.org/content/dam/sudan/docs/.../Annex%209%20VfM%20Principles.docx
The budget is justified, and where materials can be procured locally the project has adopted local market rates to estimate the
budget. Budget descriptions have been provided with clear explanations and justifications to further clarify and justify the budget
estimates as on page 20 of the project document.

16. Is the Country Office/Regional Hub/Global Project fully recovering the costs involved with project implementation? 3 2
• 3: The budget fully covers all project costs that are attributable to the project, including programme
management and development effectiveness services related to strategic country programme planning, quality 1
assurance, pipeline development, policy advocacy services, finance, procurement, human resources,
Evidence
administration, issuance of contracts, security, travel, assets, general services, information and communications
based on full costing in accordance with prevailing UNDP policies (i.e., UPL, LPL.)
• 2: The budget covers significant project costs that are attributable to the project based on prevailing UNDP
policies (i.e., UPL, LPL) as relevant.
• 1: The budget does not adequately cover project costs that are attributable to the project, and UNDP is cross-
subsidizing the project.
*Note: Management Action must be given for a score of 1. The budget must be revised to fully reflect the costs of implementation
before the project commences.

EFFECTIVE
17. Have targeted groups been engaged in the design of the project? 3 2
• 3: Credible evidence that all targeted groups, prioritising discriminated and marginalized populations that will be 1
involved in or affected by the project, have been actively engaged in the design of the project. The project has an Evidence
explicit strategy to identify, engage and ensure the meaningful participation of target groups as stakeholders
throughout the project, including through monitoring and decision-making (e.g., representation on the project
board, inclusion in samples for evaluations, etc.)
• 2: Some evidence that key targeted groups have been consulted in the design of the project.
• 1: No evidence of engagement with targeted groups during project design.

The project target groups have been fully engaged in the design and planning of the PaCC II project. Through existing local
level and state level peace infrastructures established during PaCC I the target groups were engaged through their
representatives who provided valuable inputs to the project scope, implementation modalities and monitoring mechanisms. This
gives the PaCC II project high potential for sustainability. Consultation with CSOs, Government counter parts and communities
through peace committee was undertaken.

18. Does the project plan for adaptation and course correction if regular monitoring activities, evaluation,
and lesson learned demonstrate there are better approaches to achieve the intended results and/or
circumstances change during implementation? Ye
No
s
The project design is grounded on the principle of flexibility in the implementation process. The project will rely on regular (1)
(3)
monitoring processes and feedbacks to the management for decision making and adjustment to implementation process to
enhance efficiency and achievement of planned results within required timelines.

19. The gender marker for all project outputs are scored at GEN2 or GEN3, indicating that gender has Ye
No
been fully mainstreamed into all project outputs at a minimum. s
(1)
(3)
*Note: Management Action or strong management justification must be given for a score of “no”
Evidence
The PaCC II project has been fully mainstreamed will all gender markers scored at 2 and above as indicated in the body of the
project document.

SUSTAINABILITY & NATIONAL OWNERSHIP

3 2
20. Have national/regional/global partners led, or proactively engaged in, the design of the project?
1
• 3: National partners (or regional/global partners for regional and global projects) have full ownership of the
Evidence
project and led the process of the development of the project jointly with UNDP.
• 2: The project has been developed by UNDP in close consultation with national/regional/global partners.
• 1: The project has been developed by UNDP with limited or no engagement with national partners.

The project was developed in consultation with national partners, and UNDP Regional Bureau for Africa as well
development partners
3 2
21. Are key institutions and systems identified, and is there a strategy for strengthening specific/
1
comprehensive capacities based on capacity assessments conducted?
Evidence
• 3: The project has a strategy for strengthening specific capacities of national institutions and/or actors based on a
completed capacity assessment. This strategy includes an approach to regularly monitor national capacities using
clear indicators and rigorous methods of data collection and adjust the strategy to strengthen national capacities
accordingly.
• 2: A capacity assessment has been completed. There are plans to develop a strategy to strengthen specific
capacities of national institutions and/or actors based on the results of the capacity assessment.
• 1: Capacity assessments have not been carried out.
The project proposes to develop capacities for key institutions such as the South Sudan Peace and Reconciliation
Commission, the Bureau for Community Security and Small Arms following capacity assessment and needs identified, as
well as requirement of the Revitalised Peace Agreement on the Revitalisation of Key Institutions

22. Is there is a clear strategy embedded in the project specifying how the project will use national
systems (i.e., procurement, monitoring, evaluations, etc.,) to the extent possible?
After capacity and risks assessment are conducted, and they are found to be within UNDP policy guidelines, UNDP may Ye
No
sign Letters of Agreement with national compliant who will be able to use their procurement process in project s
(1)
implementation. The project will engage national technical expertise in the monitoring and evaluation processes to work (3)
with other non-south Sudanese expertise that will be brought on board, further contributing the transfer and exchange
of knowledge and skills.

23. Is there a clear transition arrangement/ phase-out plan developed with key stakeholders in order to
sustain or scale up results (including resource mobilisation and communications strategy)?
Ye
The project will continue to work with local partners, further strengthening ownership of the completed interventions No
s
jointly implemented with the partners. As part of engaging the local partners, institutional strengthening will be factored (1)
(3)
as part of contributing to the existing capacities of the partners to continue with the project beyond the partnership
with PaCC II.
ANNEX 2. SOCIAL AND ENVIRONMENTAL SCREENING TEMPLATE

The completed template, which constitutes the Social and Environmental Screening Report, must be included as an annex to the
Project Document. Please refer to the Social and Environmental Screening Procedure and Toolkit for guidance on how to answer the
6 questions.

Project Information

Project Information
1. Project Title Peace and Community Cohesion Project (II)
2. Project Number
3. Location (Global/Region/Country) South Sudan

Part A. Integrating Overarching Principles to Strengthen Social and Environmental Sustainability

QUESTION 1: How Does the Project Integrate the Overarching Principles in order to Strengthen Social and Environmental
Sustainability?
Briefly describe in the space below how the Project mainstreams the human-rights based approach
The PACC integrate the human rights principles in all the project cycle phases, including assessment and analysis, planning and design (including setting of goals,
objectives and strategies); implementation, reporting, monitoring and evaluation. Among these human rights principles are: universality and inalienability; indivisibility;
inter-dependence and inter-relatedness; non-discrimination and equality; participation and inclusion; accountability and the rule of law. In this case, people of South
Sudan are recognized as key actors in their own development, rather than passive recipients of commodities and services and thus, participation is both a means
and a goal in the PACC project. The project ensures that all the project intervention strategies are empowering, not disempowering, and this is monitored through the
project implementation. Before the project start and on continuous basis, project and context analysis including conflict analysis include all the stakeholders. To a
great extent, the development process of the project is locally owned through CSOs engagement and consultations with the community. In terms of implementation,
both top-down and bottom-up approaches are used in synergy at all levels. In addition, the project has measurable goals and targets that are also human right based.
Strategic partnerships is also developed and sustained throughout the implementation.

Briefly describe in the space below how the Project is likely to improve gender equality and women’s empowerment

The PaCC project will conduct gender analysis in order bring to light the experiences of men and women during conflict and peace, assess needs, and show how
gender relations change during and due to conflict and peace as well as the perspectives of men and women in addressing the problems affecting the community.

33
We have already identified some of the concerns such as sexual and gender-based violence, the continuation of this form of violence in post conflict setting can have
lasting, harmful effects on the other sectors in peacebuilding and fuel the cycle of conflict. E.g. It hampers girls from attending school, and women from owning
businesses and properties. In addition, men tend to dominate the formal roles in peace building processes. Such roles include peacekeeping, peace negotiators and
politicians. Majority of women do not have a voice in local and national decision-making processes. However, women do play an important- though largely not
recognized- role in peace building. The underlying assumption is that women involved in these processes will help design a lasting peace that will be advantageous
to the women empowerment, inclusion and protection of women. These will involve including women in decision making processes and empowering them as decision
makers in all areas of peacebuilding.

Briefly describe in the space below how the Project mainstreams environmental sustainability

The Project will conduct environmental impact assessment to ensure that infrastructural and other activities are undertaken with due concern to the environment.
Consultation with the community who are beneficiaries will be primary to this project. In addition, the project will collaborate with UNDP environment and livelihood
for support in the impact assessment. Decision will be made whether to continue with the project activity based on the assessment. The project will endeavor to use
locally available resources and use green energy (like solar panels) in order to promote the environment. Where the project is deemed to have minimal impact on the
environment, effort will be made to remedial the situation. This could be planting trees or engaging in conservation activities as well as recycling to reduce the carbon
footprint.

Part B. Identifying and Managing Social and Environmental Risks

QUESTION 2: What are the QUESTION 3: What is the level of QUESTION 6: What social and
Potential Social and significance of the potential social and environmental assessment and
Environmental Risks? environmental risks? management measures have been
Note: Describe briefly potential social Note: Respond to Questions 4 and 5 below before conducted and/or are required to address
and environmental risks identified in proceeding to Question 6 potential risks (for Risks with Moderate and
Attachment 1 – Risk Screening High Significance)?
Checklist (based on any “Yes”
responses). If no risks have been
identified in Attachment 1 then note
“No Risks Identified” and skip to
Question 4 and Select “Low Risk”.
Questions 5 and 6 not required for Low
Risk Projects.
Risk Description Impact Significan Comments Description of assessment and management
and ce measures as reflected in the Project design. If ESIA
Probabilit (Low, or SESA is required note that the assessment should
y (1-5) Moderate, consider all potential impacts and risks.
High)
Risk 1: ….. I= No risks identified Not Applicable
 P=
I=
Risk 2: ….
P=
I=
Risk 3: ….
P=
[add additional rows as needed]
QUESTION 4: What is the overall Project risk categorization?

Select one (see SESP for guidance) Comments

Low Risk X Prior to any intervention, the project consults the
Community
It’s a software intervention e.g. community dialogues,
trainings
Moderate Risk ☐
☐
High Risk

QUESTION 5: Based on the identified risks

and risk categorization, what requirements of
the SES are relevant?
Check all that apply Comments
Principle 1: Human Rights ☐x
☐x
Principle 2: Gender Equality and Women’s
Empowerment

☐
1. Biodiversity Conservation and Natural
Resource Management
2. Climate Change Mitigation and Adaptation ☐
☐
3. Community Health, Safety and Working
Conditions
4. Cultural Heritage ☐
5. Displacement and Resettlement ☐
6. Indigenous Peoples ☐
7. Pollution Prevention and Resource Efficiency ☐x
 Final Sign Off

Signature Date Description

QA Assessor UNDP staff member responsible for the Project, typically a UNDP Programme Officer.
Final signature confirms they have “checked” to ensure that the SESP is adequately
conducted.
QA Approver UNDP senior manager, typically the UNDP Deputy Resident Representative (DRR),
Resident Representative (RR), Deputy Resident Representative (DRR), or Resident
Representative (RR). The QA Approver cannot also be the QA Assessor. Final signature
confirms they have “cleared” the SESP prior to submittal to the PAC.
PAC Chair UNDP chair of the PAC. In some cases, PAC Chair may also be the QA Approver. Final
signature confirms that the SESP was considered as part of the project appraisal and
considered in recommendations of the PAC.
SESP Attachment 1. Social and Environmental Risk Screening
Checklist

Checklist Potential Social and Environmental Risks

Answer
Principles 1: Human Rights (Yes/No
)

1. Could the Project lead to adverse impacts on enjoyment of the human rights (civil, political, No
economic, social or cultural) of the affected population and particularly of marginalized groups?
2. Is there a likelihood that the Project would have inequitable or discriminatory adverse impacts on No
affected populations, particularly people living in poverty or marginalized or excluded individuals or
groups? 24
3. Could the Project potentially restrict availability, quality of and access to resources or basic services, No
in particular to marginalized individuals or groups?
4. Is there a likelihood that the Project would exclude any potentially affected stakeholders, in particular No
marginalized groups, from fully participating in decisions that may affect them?
5. Is there a risk that duty-bearers do not have the capacity to meet their obligations in the Project? Yes

6. Is there a risk that rights-holders do not have the capacity to claim their rights? Yes

7. Have local communities or individuals, given the opportunity, raised human rights concerns No
regarding the Project during the stakeholder engagement process?
8. Is there a risk that the Project would exacerbate conflicts among and/or the risk of violence to project- No
affected communities and individuals?

Principle 2: Gender Equality and Women’s Empowerment

1. Is there a likelihood that the proposed Project would have adverse impacts on gender equality and/or No
the situation of women and girls?
2. Would the Project potentially reproduce discriminations against women based on gender, especially No
regarding participation in design and implementation or access to opportunities and benefits?
3. Have women’s groups/leaders raised gender equality concerns regarding the Project during the Yes
stakeholder engagement process and has this been included in the overall Project proposal and in
the risk assessment?
4. Would the Project potentially limit women’s ability to use, develop and protect natural resources, No
taking into account different roles and positions of women and men in accessing environmental
goods and services?
For example, activities that could lead to natural resources degradation or depletion in communities
who depend on these resources for their livelihoods and well being

Principle 3: Environmental Sustainability: Screening questions regarding environmental risks are

encompassed by the specific Standard-related questions below

Standard 1: Biodiversity Conservation and Sustainable Natural Resource Management

1.1 Would the Project potentially cause adverse impacts to habitats (e.g. modified, natural, and critical No
habitats) and/or ecosystems and ecosystem services?

For example, through habitat loss, conversion or degradation, fragmentation, hydrological changes
1.2 Are any Project activities proposed within or adjacent to critical habitats and/or environmentally No
sensitive areas, including legally protected areas (e.g. nature reserve, national park), areas
proposed for protection, or recognized as such by authoritative sources and/or indigenous peoples
or local communities?

24Prohibited grounds of discrimination include race, ethnicity, gender, age, language, disability, sexual orientation, religion, political or other opinion,
national or social or geographical origin, property, birth or other status including as an indigenous person or as a member of a minority. References
to “women and men” or similar is understood to include women and men, boys and girls, and other groups discriminated against based on their
gender identities, such as transgender people and transsexuals.
37
 1.3 Does the Project involve changes to the use of lands and resources that may have adverse impacts No
on habitats, ecosystems, and/or livelihoods? (Note: if restrictions and/or limitations of access to
lands would apply, refer to Standard 5)
1.4 Would Project activities pose risks to endangered species? No

1.5 Would the Project pose a risk of introducing invasive alien species? No

1.6 Does the Project involve harvesting of natural forests, plantation development, or reforestation? No

1.7 Does the Project involve the production and/or harvesting of fish populations or other aquatic No
species?
1.8 Does the Project involve significant extraction, diversion or containment of surface or ground water? No
For example, construction of dams, reservoirs, river basin developments, groundwater extraction
1.9 Does the Project involve utilization of genetic resources? (e.g. collection and/or harvesting, No
commercial development)
1.10 Would the Project generate potential adverse transboundary or global environmental concerns? No
1.11 Would the Project result in secondary or consequential development activities which could lead to No
adverse social and environmental effects, or would it generate cumulative impacts with other known
existing or planned activities in the area?
For example, a new road through forested lands will generate direct environmental and social
impacts (e.g. felling of trees, earthworks, potential relocation of inhabitants). The new road may also
facilitate encroachment on lands by illegal settlers or generate unplanned commercial development
along the route, potentially in sensitive areas. These are indirect, secondary, or induced impacts
that need to be considered. Also, if similar developments in the same forested area are planned,
then cumulative impacts of multiple activities (even if not part of the same Project) need to be
considered.

Standard 2: Climate Change Mitigation and Adaptation

2.1 Will the proposed Project result in significant 25 greenhouse gas emissions or may exacerbate No
climate change?
2.2 Would the potential outcomes of the Project be sensitive or vulnerable to potential impacts of climate No
change?
2.3 Is the proposed Project likely to directly or indirectly increase social and environmental vulnerability No
to climate change now or in the future (also known as maladaptive practices)?
For example, changes to land use planning may encourage further development of floodplains,
potentially increasing the population’s vulnerability to climate change, specifically flooding

Standard 3: Community Health, Safety and Working Conditions

3.1 Would elements of Project construction, operation, or decommissioning pose potential safety risks No
to local communities?
3.2 Would the Project pose potential risks to community health and safety due to the transport, storage, No
and use and/or disposal of hazardous or dangerous materials (e.g. explosives, fuel and other
chemicals during construction and operation)?
3.3 Does the Project involve large-scale infrastructure development (e.g. dams, roads, buildings)? No
3.4 Would failure of structural elements of the Project pose risks to communities? (e.g. collapse of Yes
buildings or infrastructure)
3.5 Would the proposed Project be susceptible to or lead to increased vulnerability to earthquakes, No
subsidence, landslides, erosion, flooding or extreme climatic conditions?
3.6 Would the Project result in potential increased health risks (e.g. from water-borne or other vector- No
borne diseases or communicable infections such as HIV/AIDS)?
3.7 Does the Project pose potential risks and vulnerabilities related to occupational health and safety No
due to physical, chemical, biological, and radiological hazards during Project construction,
operation, or decommissioning?
3.8 Does the Project involve support for employment or livelihoods that may fail to comply with national No
and international labor standards (i.e. principles and standards of ILO fundamental conventions)?

25In regards to CO2, ‘significant emissions’ corresponds generally to more than 25,000 tons per year (from both direct and indirect sources). [The
Guidance Note on Climate Change Mitigation and Adaptation provides additional information on GHG emissions.]
 3.9 Does the Project engage security personnel that may pose a potential risk to health and safety of No
communities and/or individuals (e.g. due to a lack of adequate training or accountability)?

Standard 4: Cultural Heritage

4.1 Will the proposed Project result in interventions that would potentially adversely impact sites, No
structures, or objects with historical, cultural, artistic, traditional or religious values or intangible forms
of culture (e.g. knowledge, innovations, practices)? (Note: Projects intended to protect and conserve
Cultural Heritage may also have inadvertent adverse impacts)
4.2 Does the Project propose utilizing tangible and/or intangible forms of cultural heritage for commercial No
or other purposes?

Standard 5: Displacement and Resettlement

5.1 Would the Project potentially involve temporary or permanent and full or partial physical No
displacement?
5.2 Would the Project possibly result in economic displacement (e.g. loss of assets or access to No
resources due to land acquisition or access restrictions – even in the absence of physical
relocation)?
5.3 Is there a risk that the Project would lead to forced evictions? 26 No
5.4 Would the proposed Project possibly affect land tenure arrangements and/or community based No
property rights/customary rights to land, territories and/or resources?

Standard 6: Indigenous Peoples

6.1 Are indigenous peoples present in the Project area (including Project area of influence)? Yes
6.2 Is it likely that the Project or portions of the Project will be located on lands and territories claimed No
by indigenous peoples?
6.3 Would the proposed Project potentially affect the human rights, lands, natural resources, territories, No
and traditional livelihoods of indigenous peoples (regardless of whether indigenous peoples possess
the legal titles to such areas, whether the Project is located within or outside of the lands and
territories inhabited by the affected peoples, or whether the indigenous peoples are recognized as
indigenous peoples by the country in question)?
If the answer to the screening question 6.3 is “yes” the potential risk impacts are considered
potentially severe and/or critical and the Project would be categorized as either Moderate or High
Risk.
6.4 Has there been an absence of culturally appropriate consultations carried out with the objective of No
achieving FPIC on matters that may affect the rights and interests, lands, resources, territories and
traditional livelihoods of the indigenous peoples concerned?
6.5 Does the proposed Project involve the utilization and/or commercial development of natural No
resources on lands and territories claimed by indigenous peoples?
6.6 Is there a potential for forced eviction or the whole or partial physical or economic displacement of No
indigenous peoples, including through access restrictions to lands, territories, and resources?
6.7 Would the Project adversely affect the development priorities of indigenous peoples as defined by No
them?
6.8 Would the Project potentially affect the physical and cultural survival of indigenous peoples? No
6.9 Would the Project potentially affect the Cultural Heritage of indigenous peoples, including through No
the commercialization or use of their traditional knowledge and practices?

Standard 7: Pollution Prevention and Resource Efficiency

7.1 Would the Project potentially result in the release of pollutants to the environment due to routine or No
non-routine circumstances with the potential for adverse local, regional, and/or transboundary
impacts?
7.2 Would the proposed Project potentially result in the generation of waste (both hazardous and non- No
hazardous)?

26 Forced evictions include acts and/or omissions involving the coerced or involuntary displacement of individuals, groups, or communities from

homes and/or lands and common property resources that were occupied or depended upon, thus eliminating the ability of an individual, group, or
community to reside or work in a particular dwelling, residence, or location without the provision of, and access to, appropriate forms of legal or
other protections.
7.3 Will the proposed Project potentially involve the manufacture, trade, release, and/or use of No
hazardous chemicals and/or materials? Does the Project propose use of chemicals or materials
subject to international bans or phase-outs?
For example, DDT, PCBs and other chemicals listed in international conventions such as the
Stockholm Conventions on Persistent Organic Pollutants or the Montreal Protocol
7.4 Will the proposed Project involve the application of pesticides that may have a negative effect on No
the environment or human health?
7.5 Does the Project include activities that require significant consumption of raw materials, energy, No
and/or water?
 ANNEX 2: OFFLINE PROJECT RISK REGISTER/ANALYSIS
A. Offline Project Risk Register (NOTE: Project Risk Register to be created and maintained in Atlas where possible)

Project Title: Peace and Community Cohesion Project Phase II Project Number: Date: April 2020 – March 2024
# Event Cause Impact(s) Risk Category Impact and Likelihood Risk Treatment / Risk Risk Valid
= Risk Level Management Measures Owner From/To

1 Capacity of Weak Slow implementation Operational Impact = 2 • Proper capacity Judy April 2020 –
national and Government/state and/or ownership of Likelihood= 2 assessment for the CSO Wakahiu, March 2024
local institutions, nascent planned activities due • Continuous capacity PaCC
stakeholders CSOs and lack of to limited capacities of Risk level = low building Project
and regular funding for national and local • Provision of technical Manager
implementing capacity development counterparts advisory support, peer-to-
peer mentoring.
partners
• Develop Standard
Operation Procedures
(SOPs) that incentivize
collaborative working
relationships and skills
exchange.
• Routine and result
monitoring to take on time
corrective action
2 Politicisation As the politics is Undermines legitimacy Political Impact= 4 • Continuous engagement Chrysantus April 2020 –
of the peace based on ethnic lines, and credibility of peace Likelihood= 3 and involvement of key Ayangafac March 2024
and all involved in politics and reconciliation stakeholders in the project CTA
reconciliation are keen to use the efforts cycle;
agenda peace agenda to their Risk Level = moderate • Respect UNDP and UN
advantage policies on neutrality
• UNDP to use access to
senior government
partners through CTAs to
exert its influence
wherever possible.
UNDP to liaise closely
with UNMISS CAD and

41
 PAD to stay abreast of key
political developments.
3 Escalation of Deterioration of the Impede access and Environmental Impact = 4 • Closely monitor the Dr. Yath, April 2020 –
armed political and security operations in specific Likelihood = 2 situation National March 2024
violence situation in targeted locations/ or in the • Strengthen early warning Conflict
conflicts project area country (depending on Risk Level = medium and early response Advisor
intensity/scale/geograp system
hical areas) and may • Continuous conflict
further narrow the assessment and inform
space for peace and project planning and
reconciliation implementation to align
with the context
• Develop alternative
interventions jointly with
the local stakeholders;
ensure adequate support
to UNDP field teams to
facilitate remote
management.
Lack of Agencies and This will create Strategic Impact = 2 • Take initiative to organize Judy April 2020 –
coordination organization are busy duplication of effort and Likelihood = 1 stakeholder’s engagement Wakahiu, March 2024
and with their own impede the result the platforms PaCC
communicatio schedule. In addition, could have been reach Risk Level= Low • Actively participate in the Project
n among shortage of funds and with collective effort existing coordination Manager
forms
project human resources
• Regular coordination
parties and
among parties
stakeholders /strengthening partnership
with Gov't counterparts
. Availability Unable to raise fund Block/delay the Financial Impact = 3 • Compliance with donor Judy April 2020 –
of funding to as planned and delivery. Decreases Likelihood= 1 guidelines and Wakahiu, March 2024
see activities escalation on the cost the credibility of UNDP requirements PaCC
to completion of items and services among Donors and Risk level= low • Regular communication Project
that project requires Government with Donors avoids Manager
duplication and strengthen
counterparts
partnership;
• Strategic use of UNDP
own resources for catalytic
effect.
Annex 5: Project Board Terms of Reference and TORs of key management positions

Project Board Terms of Reference

Project Board Roles

a. Project director (also called executive): Represents project ownership and chairs the group. The director is
normally the national counterpart for nationally implemented projects but can also be from UNDP.
b. Development partners (also called supplier): Individuals or groups representing the interests of the parties
concerned that provide funding and/or technical expertise to the project. This typically includes
implementing partners, UNDP and donors.
c. Beneficiary representative: Individuals or groups representing the interests of those who will ultimately
benefit from the project. Their primary function within the board is to ensure the realization of project results
from the perspective of project beneficiaries. Often civil society representative(s) can fulfil this role.
d. Project assurance: Project assurance is the responsibility of each project board member; however, UNDP
has a distinct assurance role for all UNDP projects in carrying out objective and independent project
oversight and monitoring functions. Project assurance has to be independent of the project manager. A
UNDP programme or monitoring and evaluation officer typically holds the project assurance role on behalf
of UNDP. For GEF- and GCF-financed projects, project assurance is undertaken as per the requirements of
the vertical funds, and these services are covered by the fee provided by the vertical fund.

Project Board ToRs: Generic

• Provide overall guidance and direction to the project, ensuring it remains within any specified constraints.
• Address project issues as raised by the project manager.
• Provide guidance on new project risks and agree on possible countermeasures and management actions to
address specific risks.
• Agree on project manager’s tolerances as required.
• Review project progress and provide direction and recommendations to ensure that the agreed deliverables
are produced satisfactorily according to plans.
• Review combined delivery reports prior to certification by the implementing partner.
• Appraise the project annual review report, including the quality assessment rating report; make
recommendations for the workplan; and inform the outcome group about the results of the review.
• Provide ad hoc direction and advice for exceptional situations when the project manager’s tolerances are
exceeded.
• Assess and decide to proceed on project changes through appropriate revisions.

Specific roles
1. Project initiation
• Agrees on project manager’s responsibilities, as well as the responsibilities of other key members of the
project management team
• Delegates any project assurance function as appropriate
• Reviews the progress report for the initiation stage (if an initiation plan was approved)
• Reviews and appraises detailed project plans, including the multi-year workplan and Atlas reports covering
activity definition, an updated risk register and the monitoring schedule plan
• Shares annual reports and relevant information on achievement of the outcomes with the programme
board and outcome group.
2. Project Annual Planning
• Review the multi-year workplan at least once per year to ensure it remains valid for delivering project
outputs in the most efficient and effective way possible.
Terms of Reference for the Peacebuilding Analyst

Terms of Reference: Peacebuilding Analyst

Organization: UNDP - United Nations Development Programme
Country: South Sudan
City: Juba
Office: UNDP Juba
Practice Area - Job Family: Democratic Governance

43
Background
Under UNDP South Sudan’s Democratic Governance and Stabilization Unit (DGSU), the
Peace and Community Cohesion (PaCC) project contributes to the reduction and mitigation
of community level conflict and insecurity by investing in initiatives that address key drivers
of conflict and insecurity. The project empowers communities to identify in an inclusive and
participatory manner, the drivers of conflicts in their communities and, using an integrated
and gender sensitive approach, supports communities to effectively prevent, manage and
resolve conflict in a non-violent way. At the same time, the project seeks to strengthen
community relationships by identifying and strengthening cultural, social and economic
connectors that make communities reliant on each other across gender and age divides.

The project contributes to the United Nations Country Team (UNCT)-Interim Cooperation
Framework and UNDP Country Programme Document (CPD) Outcome 3: Peace and
Governance Strengthened.‘ The project is implemented in five conflict clusters: Eastern
Plain (Jonglei and Eastern Equatoria states); Magwi-Kajo Keji green belt (Jonglei, Eastern
and Central Equatoria states); Wau-Rumbek Mvolo Mundri axis (Western Bahr el Ghazal,
Lakes and Western Equatoria states); Northern Sudan Border belt (Northern and Western
Bahr el Ghazal, Abyei AA, Unity, Upper Nile, Warrap) and Subat-Bahr el Jebel-White -Nile
Zone (Upper Nile, Jonglei, Unity).
A Project Manager heads the PaCC Project. Accordingly, under the overall leadership and
guidance of the Team Leader and the Senior Advisor - DGSU, the PaCC Project Manager,
supervises the Peacebuilding Analyst. The Peacebuilding Analyst will work closely with Civil
Society Organizations (CSOs), State and Regional Peace Coordinators, other UN
Agencies, amongst other relevant partners, to execute the following key functions in the five
conflict clusters.

Duties and Responsibilities

Project Development & Implementation

• Under the supervision of the Project Manager, as though leader, the peacebuilding
analyst supports effort to translate peacebuilding strategies into implementable,
actionable and time-bound actions through detailed development of work plans,
budgets, reporting frameworks and other programming tools;
• Provides strategic direction and technical inputs to the selection, and assessment of
partners that will implement various project initiatives.
• Plans and supports implemenation of capacity development initiatives of government
counterparts and CSOs in line with the outcomes of organizational capacity
assessments and/or other capacity building assessments and strategies;
• Leads efforts to conceptualize and design new initiatives as outlined within the PaCC
project documents and annual work plans, particularly on or related to: community
consultations processes/ facilitations; dialogue and reconciliation; social cohesion
and peacebuilding;
• Provides leadership in generating innovative, catalytic and pilotable ideas 0n youth,
women and peacebuilding in the UNDP country office.

Research, Analysis and M&E

• Leads efforts to collect data on programme and project performance against targets
set in the approved project documents, annual work plans, UNDP strategic plan and
Country Programme Documents, reporting and monitoring frameworks;
 • Supports continuous conflict and gender analyses, and synthesizes key
programming entry points to strengthen the projects conflict sensitivity approaches
as well as gender sensitive programming;
• Supports field level team to collect data and information to inform project progress
reports, ensuring adherence to and compliance with project annual work plans and
M&E frameworks;
• Supports documentation and dissemination of good practices and lessons learned in
the project and ensures cross learning within the project and the country office;
• Contributes to the production of peacebuilding knowledge products to inform and/or
support policy-making, programming or technical advisory services.

Project Management & Coordination

• Oversees and coordinates field-based staff in support of project objectives and
targets of the PaCC Programme;
• Maintains contact with and participates in peacebuilding forums with relevant
external UN and non-UN partners and actors to identify synergies, expand
partnerships, avoid duplication and exchange information;
• Regularly liaises with technical staff at the field level and ensure coherent and joint
planning, programming and relationship management;
• Establishes and maintains effective coordination and communication systems at
national and state levels with staff as well as national and state level authorities;
• Provides and coordinates timely technical and operational support/response to field-
based peacebuilding teams, ensuring quality of programme outputs, timely
implementation of key activities and overall client satisfaction

Competencies
Core Competencies:
• Innovation - Ability to make new and useful ideas work:
• Adept with complex concepts and challenges convention purposefully.
• Leadership - Ability to persuade others to follow:
• Generates commitment, excitement and excellence in others.
• People Management - Ability to improve performance and satisfaction:
• Models independent thinking and action.
• Communication - Ability to listen, adapt, persuade and transform:
• Synthesizes information to communicate independent analysis.
• Delivery - Ability to get things done while exercising good judgement:
• Meets goals and quality criteria for delivery of products or services.
Functional Competencies:
• Knowledge Management and Learning
• Promotes a knowledge sharing and learning amongst colleagues and clients
• Demonstrates technical expertise on Conflict Prevention, Peace-building and
Stabilization policies and programming
• Actively works towards continuing personal learning and development in one or more
Practice Areas, acts on learning plan and applies newly acquired skills

Development and Operational Effectiveness

• Ability to support strategic planning, results-based programming, management,
reporting as well as resource mobilization efforts;
• Ability to support formulation, implementation, monitoring and evaluation of
development programmes and projects;
 • Knowledgeable about UNDP’s program management/strategy regulations, systems
and procedures, including execution modalities;
• Demonstrates outstanding oral and written communication and presentation skills;
• Strong interpersonal, negotiation and networking skills;
• Strong IT skills. Encourages the use of innovative technologies and strives for high
standard of professional work;
• Strong inter-personal skills: Ability to motivate and inter-act with colleagues at all
levels within the organization as well as with inter-agency partners.

Management and Leadership

• Analyses complex problems systematically and efficiently. Focuses on critical details
while managing a broad perspective. Draws accurate conclusions and makes sound
decisions;
• Results Oriented: Uses initiative to deliver required outputs and planned results in
accordance with time and budget targets;
• Demonstrates high tolerance for change, complexity and unpredictability. Focuses
on impact and results for the client and responds positively to feedback;
• Demonstrates strong conflict resolution skills;
Handles confidential and politically sensitive issues in a responsible and mature
manner;
• Consistently approaches work with energy and a positive, constructive attitude.
• Remains calm, in control and good humored even under pressure;
• Builds strong relationships with clients and external actors;
• Demonstrates openness to change and ability to manage complexities