COMMUNITY ENGAGEMENT AND CAPACITY BUILDING PLAN Updated as part of South Sudan Enhanced GBV Prevention, Risk Mitigation and Response through Social Safety Nets ASA (P176571) supported by the Rapid Social Response (RSR) Trust Fund To support the implementation of the the South Sudan Productive Safety Net for Socioeconomic Opportunities Project (SNSOP) implemented by the Government of the Republic of South Sudan March 2023 3 Abbreviations and Acronyms AC Appeal Committee MGCSW Ministry of Gender, Child and Social BDC Boma Development Committee Welfare BRC Beneficiary Registration Committee MIS Management Information System Community Engagement and Capacity NSPTWG National Social Protection Technical CECB Working Group Building PAD Project Appraisal Document COVID-19 Corona Virus Disease 2019 PDC Payam Development Committee CST Community Supervisory Teams POM Project Operations Manual CWG Cash Working Group PSA Public Service Announcement DIS Direct Income Support PSP Payment Service Provider ECD Early Childhood Development PSPWG Poverty and Social Policy Working Group FAQs Frequently Asked Questions PW Public Works FBO Faith Based Organization LIPW Labor Intensive Public Works FCV Fragility, Conflict and Violence QC Quarter Council FGD Focus Group Discussion QCDC Quarter Council Development Committees FL Financial Literacy RCCE Risk Communication and Community FSL Food Security and Livelihood Engagement GBV Gender Based Violence SMS Short Message Service GRM Grievance Redress Mechanism SNSDP Safety Net and Skills Development Project GRSS Government of the Republic of South SSSNP South Sudan Safety Net Project Sudan UNICEF United Nations Children’s Fund IDP Internally Displaced Person Information, Education and UNOPS United Nations Office for Project Services IEC Communication WASH Water, Sanitation and Hygiene M&E Monitoring and Evaluation WFP World Food Programme MAFS Ministry of Agriculture and Food Security WHO World Health Organization MFEP Ministry of Finance and Economic Planning 6 Acknowledgements The ASA “Enhanced GBV Prevention, Risk Mitigation and Response through Social Safety Nets in South Sudan� was led by Erina Iwami (Task Team Leader and Social Protection Specialist, HAES1) and Ananda Paez Rodas (Social Protection Specialist, HAES1) with the Social Protection Global Practice at the World Bank. Team members include the following individuals: Sumaira Sagheer (Consultant, HAES1), Haregewien Admassu Habtymer (Consultant, HAES1), Palak Rawal (Consultant, HSPGE), Mukulish Arafat Mule (Social Protection Specialist, HAES1). Overall guidance was provided by Firas Raad (Country Manager, AEMJB), Robert Chase (Practice Manager, HAES1). Joyce Wani Gamba (Program Assistant, AEMJB) provided administrative assistance. The original version of the Community Engagement and Capacity Building (CECB) toolkit was developed by Sumaira Sagheer (Consultant, HAES1). The Social Protection and Jobs team wishes to recognize the generous award of a grant from the World Bank’s Rapid Social Response Adaptive and Dynamic Social Protection (RSR-ADSP) Umbrella Trust Fund Program, which is supported by the Russian Federation, United Kingdom, Norway, Sweden, Australia, Denmark, and the Bill and Melinda Gates Foundation, USAID, GHR Foundation and UBS Optimus Foundation without which this work would not have been possible. How to use the CECB Plan Document As the CECB Plan was developed under the South Sudan Safety Net Project (SSSNP) and South Sudan Productive Safety Net for Socioeconomic Opportunities Project (SNSOP), it is currently more specific to these. However, the information and guidance are applicable to safety nets in general and can be edited for use more widely in other safety net projects. I) About the Community Engagement and Capacity Building (CECB) Plan This Community Engagement and Capacity Building (CECB) Plan provides a broad framework to support the implementation of inclusive, participatory, gender-sensitive and conflict-sensitive community engagement and capacity building for the effective delivery of the South Sudan Safety Net Project (SSSNP). It is meant to be used in conjunction with the CECB Toolkit and other SSSNP documents, including the Project Operations Manual (POM) and safeguards instruments, to mitigate risks related to community engagement and capacity building plan, particularly at the local levels. Further, the document has been updated to integrate mechanisms that prevent and mitigate the risks of gender-based violence (GBV) as part of the safety net project delivery in South Sudan. II) Primary users of this document The CECB Plan is primarily meant for the operational teams from UNOPS as the implementer of the SSSNP, particularly the community mobilizers entrusted with the responsibility of carrying out community engagement and capacity building of communities at large and ensuring the sustained engagement of SSSNP beneficiaries. However, it is noteworthy that this plan can also be adapted to serve as a general framework for community engagement and capacity building for safety net and cash transfer projects in other FCV contexts more broadly. III) Scope of this document This is a living document informed by a consultative process 1 , literature review and direct engagement with key stakeholders in Juba, South Sudan.2 The current document has initially been developed to resonate with the short-term objectives of the initial phase of the roll out of the SSSNP. It is meant to be used in a flexible and adaptive manner to address the engagement and information needs of the communities and beneficiaries with an emphasis to encourage a gender-sensitive, conflict-sensitive, and shock-sensitive process of community engagement and capacity building directed at peaceful cooperation, unity and community cohesion. The purpose of the CECB plan is therefore to first help the implementation teams of SSSNP to execute a gender, conflict and shock sensitive systematic process of community engagement and capacity building in Juba for effective project implementation; and to further empower target communities and beneficiaries with the necessary knowledge, awareness and capacity to effectively engage with the project benefits and implementation. The CECB plan has evolved to further embrace the post-COVID expansion and scale-up of SSSNP and later the South Sudan Productive Safety Net for Socioeconomic Opportunities Project (SNSOP) to other counties, including the roll-out of the Labor Intensive Public Works (LIPW) component in Juba and other project counties. 1 A consultative process was carried out intermittently, spread over a period from September 2019 to February 2020 through remote and direct engagement with colleagues from World Bank, representatives from UN and humanitarian agencies, relevant ministries from the Republic of the Government of South Sudan, former staff of Safety Net and Skills Development Project (SNSDP), including the core project team from UNOPS. As a result, a comprehensive diagnostic analysis fielded through a mission in Juba, mapped the communication ecosystem in South Sudan to outline key challenges to community engagement, role of stakeholders and expectations from the CECB Plan. The findings from the assessment inform the design of a conflict sensitive CECB Plan. 2 Travel restrictions by the World Bank on the movements of the mission members limited the scope of consultations to Juba only The community engagement guidelines are in English, which will be amended from time to time based on the lessons from the field and consultations with stakeholders. Given the end user requirements, the relevant CECB Toolkit 3 emanating out of the CECB Plan can be adapted to Juba Arabic or delivered in local vernacular language and dialects, keeping the content and messages consistent and applicable to a given context. 3A Community Engagement and Capacity Building Toolkit will comprise a set of guidelines for field staff along with illustrated IEC materials, such as FAQs, leaflets and posters as required. The toolkit has been modified to be gender-and GBV-sensitive. Contents Introduction ......................................................................................................................... 7 1.1 South Sudan and the COVID-19 pandemic ....................................................................................................... 7 1.2 South Sudan Safety Net Project (SSSNP) and adaptative challenges of COVID-19........................................... 8 1.3 Salient Features of the South Sudan Safety Net Project (SSSNP) ..................................................................... 9 1.4 Existing Outreach Challenges to Community Engagement and Capacity Building ......................................... 10 1.5 COVID-sensitive adaptive design of SSSNP and CECB Plan ............................................................................. 13 Building Blocks of Community Engagement & Capacity Building Plan .................................. 15 2.1 Understanding the context and role of Community Engagement & Capacity Building (CECB) ...................... 15 2.2 Characteristics of Fragility, Conflict and Violence (FCV) in South Sudan ........................................................ 16 2.3 Need for the area-specific risk analysis to address differentiated nature of conflict dynamics .................... 17 2.4 Proposed conflict-sensitive rule of thumb for community engagement under the SSSNP ............................ 18 2.5 Adaptive management of ‘Conflict-sensitive’ and ‘COVID-sensitive’ CECB Plan ............................................ 18 2.6 Theory of Change that guides the CECB approach ......................................................................................... 19 2.7 Guiding Principles of Community Engagement & Capacity Building .............................................................. 19 2.8 3Cs of Community Engagement and Capacity Building .................................................................................. 19 2.9 Key Pillars of Community Engagement and Capacity Building (CECB) Plan .................................................... 20 Strategic Engagement......................................................................................................... 22 3.1 Action plan to support strategic engagement ................................................................................................ 22 Community Engagement and Capacity Building & SSSNP’s Project Cycle ............................. 27 4.1 Project cycle of SSSNP and CECB Guidelines................................................................................................... 27 4.2 Scaling up to LIPW ........................................................................................................................................... 32 4.3 Community engagement and capacity building on Cash Plus ........................................................................ 32 Tools and Delivery Channels for Community Engagement ................................................... 34 5.1 Making use of selected delivery channels for community engagement ........................................................ 34 Draft road map for implementation of CECB Plan ............................................................... 37 COVID-sensitive measures for Community Engagement...................................................... 40 Annexures .......................................................................................................................... 47 8.1 Annexure 1: Project Site-Specific Conflict Mapping Matrix ............................................................................ 47 8.2 Annexure 2: Communication, Community Engagement and Capacity Building Risk Mitigation Matrix ........ 49 8.3 Annexure 3: Guidance on Stakeholders’ Mapping ......................................................................................... 51 8.4 Annexure 4: Concept Note on the Virtual Launch of the SSSNP..................................................................... 53 8.5 Annexure 5: Media Engagement and Visibility Plan ....................................................................................... 56 8.6 Annexure 6: Consolidated Visibility Plan and Roll-Out of CECB, Tools and Activities .................................... 59 Introduction 1.1 South Sudan and the COVID-19 pandemic The Republic of South Sudan is poised to gradually emerge out of years of conflict and violence since its independence in 2011, to consolidate peace and stability through the establishment of the Transitional Government of National Unity in February 2020. This heralds a potential for positive change for the people of South Sudan, after a long and turbulent period of insecurity and unrest. However, the unprecedented outbreak of the COVID-19 and its rapid proliferation across the world has brought to fore an extraordinary challenge for the South Sudan’s fragile healthcare system and war-torn failing economy, compounded by the historical context of fragility, conflict and violence (FCV). While the country initially managed to stay behind the COVID-19 curve, the pandemic has rapidly taken its root, particularly in Juba. As of December 21, 2020, the official estimates indicate that there are 3,228 confirmed cases, 3090 recoveries and 62 deaths. However, it is anticipated that the actual numbers of confirmed cases are much higher due to limited testing capacities. Unfortunately, the Government neither has the capacity nor the resources to contain the outbreak of a contagion, which has already wreaked havoc globally, bringing economies of the most developed parts of the world to a screeching halt, and is considered to be the worst pandemic since the Spanish flu pandemic of more than hundred years ago. The global evidence demonstrates that a pandemic of this scale is bound to exacerbate existing inequalities, increasing the risk of pushing the vulnerable and marginalized households into extreme poverty through the loss of incomes and livelihoods. In fact, the pandemic is expected to trigger the first recession in Sub-Saharan Africa in 25 years, setting in a wave of shock to many households.4 In response, countries all over the world are ramping up efforts to deploy their social safety net programs as one of the key instruments to address the economic fallout of the health emergency on the lives of the vulnerable and poor. Never before the world has witnessed a rapid expansion of cash transfer programs at such a large scale as at present. The reality in South Sudan is not any different, which is already dealing with a heavy toll of a humanitarian crisis, where an estimated 1.7 million people face acute food insecurity,5 making South Sudan one of the most food-insecure countries globally against a looming crisis of recent floods and locust swarms, exacerbating the fear of widespread hunger and food shortage. The National Social Protection Policy Framework (2014) of the GRSS emphasizes the role of safety nets in protecting the vulnerable communities and strengthening their resilience to shocks. There is also a general consensus among social protection experts that fragile and low-income countries like South Sudan do not have the capacity of investing in building new systems capable of rapidly and effectively responding to the socio-economic impacts of COVID-19. Thus, they must consider simple, cost-efficient and context-specific adaptive approaches to devise social protection responses that can rapidly register vulnerable beneficiary households and deliver the payments to smooth immediate consumption gaps and avoid negative coping mechanisms as a result of the emergency. Gender-based violence (GBV) is another significant barrier to human capital development and poverty reduction in South Sudan and undermines the effectiveness of social protection programs. About 65% of women and girls in the country are survivors of physical and sexual violence at some point in their life, with the majority of them experiencing it for the first time before they turn 18.6 In 51% of the cases, violence is perpetrated by an intimate partner, while in 33% of the cases, violence is perpetrated during military raids from a non-partner. Female members of armed groups also report sexual, physical, and domestic abuse by fellow group members.7 The culture that has emerged from decades of conflict continues to provoke violent behavior toward women and girls inside and outside their home. 4 https://blogs.worldbank.org/africacan/covid-19-africa-how-can-social-safety-nets-help-mitigate-social-and-economic-impacts 5 SSSNP Project Appraisal Document, March 2020 6UNICEF. 2019. South Sudan GBV Briefing Note. South Sudan Country Office. https://www.unicef.org/southsudan/media/2071/file/UNICEF- South-Sudan-GBV-Briefing-Note-May-2019.pdf 7UNICEF. 2019. South Sudan GBV Briefing Note. South Sudan Country Office. https://www.unicef.org/southsudan/media/2071/file/UNICEF- South-Sudan-GBV-Briefing-Note-May-2019.pdf GBV has dire consequences on not only the women, but also their families and communities at large. It severely undermines human capital by negatively impacting the physical and mental health of women and their families. The economic costs of GBV, specifically lost productivity due to domestic violence, range from 1.2 percent to 3.7 percent of global Gross Domestic Product (GDP)8. GBV has proven to be an intergenerational cycle, where children who grow up witnessing violence are likely to be perpetrators or survivors of it later9, thereby entering a vicious cycle of human capital erosion. Therefore, safety net projects must be designed to prevent and mitigate GBV and empower women, to truly achieve its objectives. Gender-sensitive community engagement A gender-sensitive community engagement focuses on taking into account the specific needs and challenges of women and girls, and adopting measures that ensure their inclusion and empowerment. For instance, during outreach, community engagement can involve engaging with local leaders and securing early buy-in for women’s participation in the program; during sessions, project teams can ensure they are conducted in accessible and safe venues, and timings that are convenient to women with their other responsibilities; or during registration, processes can involve alternate modes of identification to help women overcome barriers related to the possession of identity documents. Kindly also refer to relevant tools of the CECB starter toolkit – Tool 4 on promoting gender-sensitive norms in the delivery of project and Tool 10 on managing sexual exploitation and abuse/sexual harassment risk. 1.2 South Sudan Safety Net Project (SSSNP) and adaptative challenges of COVID-19 The World Bank-funded South Sudan Safety Net Project (SSSNP) is a US$ 40 million equivalent IDA10 grant provided over a two-and-a-half-year that was approved by the World Bank’s Board of Executive Directors on April 28, 2020 and became effective on May 6, 2020. The SSSNP aims to build on the lessons of its predecessor project SNSDP11 ‘to provide access to temporary income opportunities to selected poor and vulnerable households and strengthen safety net delivery tools.’ While not initially designed to respond to COVID impacts, the project design and implementation approaches were quickly adapted following approval to ensure that implementation takes place in a conflict-sensitive and COVID-sensitive manner in close coordination and collaboration with the Government and development partners, implemented by the United Nations Office for Project Services (UNOPS) as the direct recipient of the IDA grant. It is well understood that the pandemic and its associated health emergency can have a devastating impact on the lives of the vulnerable, particularly women in South Sudan, as the poorest segment of the society are unable to survive and observe ‘social distancing’ measures for extended periods unless they have a cushion to mitigate the economic risks. To this end, the World Bank (with the implementation support of UNOPS) has geared up to support the Government’s efforts through the rapid roll-out of ‘the direct income support’ component of SSSNP to adapt and respond to the economic fall out of the COVID-19 on the lives of the vulnerable communities. This will also help to smooth immediate consumption gaps and avoid negative coping mechanisms due to COVID-19, the outbreak of which is expected to exacerbate poverty and vulnerability given the already fragile economy of South Sudan. Women and girls are at high risk of GBV in South Sudan. Humanitarian crises, conflict situations and the recurrent shocks put them at greater risk. In the COVID-19 pandemic, many women and girls were confined to their households, thereby compounding the risks of GBV, especially domestic violence. Evidence shows that the pandemic exacerbated GBV in South 8 World Bank (2014) 9 Renner and Slack (2006) 10 International Development Association 11Safety Net and Skills Development Project (SNSDP), which closed in February 2019, was funded by the World Bank and implemented by the Ministry of Agriculture and Food Security through two implementing partners, UNOPS and Action Africa Help-International (AAH-I). The SNSDP helped to establish the foundations of a predictable safety net system in South Sudan and provided access to income opportunities and temporary employment for the poor, promoting inclusion and equity. Sudan through more cases of sexual exploitation, harassment, and rape.12 Further, poverty and food insecurity caused by the pandemic aggravated household-level stress and increased women’s’ susceptibility to GBV. Social safety nets offer an opportunity to systematically prevent and mitigate GBV through entry points along the project cycle. With measures at every stage (such as outreach to build shared objectives or trainings that build women’s social capital), safety nets can contribute towards addressing GBV. The CECB is an important mechanism to conduct GBV-sensitive outreach and provide a space for dialogue on this issue with the community. To support that, the project entailed revisions to the CECB plan and CECB toolkit to integrate a gender-and GBV-sensitive lens throughout. This also complements the adaptation of the cash plus modules, aimed at preventing and mitigating GBV through its messaging. Such steps will allow the World Bank to maximize the quality and impact of its country engagement through delivering adaptive and pragmatic solutions in the FCV context of South Sudan. 1.3 Salient Features of the South Sudan Safety Net Project (SSSNP) The South Sudan Safety Net Project (SSSNP) has three components: (i) Labor-Intensive Public Works “Cash Plus;� (ii) Direct Income Support; and (iii) Strengthening Safety Net Delivery Tools and Project Management The Labor-Intensive Public Works (LIPW) requires mobilization of large groups of beneficiaries to come together to execute public works “Plus� activities (which will include selected complementary support) or sub projects, which can intensify the risk of transmission of the disease through direct human interaction. Therefore, the SSSNP has waived the requirements of Labor-intensive Public Works “Plus,� allowing the households to receive direct income support in the meantime, while monitoring the evolution of the pandemic and emerging opportunities to scale up implementation in other locations and resume LIPW. Given the constraints of limited movements outside Juba due to the COVID-related restrictions by the government, the SSSNP will initially reach out to the eligible beneficiaries across the 30 quarter councils in Juba while looking at innovative strategies and approaches to scale up to other target counties. The project will rapidly roll-out to support 15,500 beneficiary households13 through the following: • ‘Direct Income Support’ (DIS)14 for poor and vulnerable 10,000 households who lack alternate sources of income and able-bodied members in their households and are therefore constrained to participate in labor intensive public works activities. • The eligibility criteria for households to receive DIS is determined based on the community identification, validation and verification of beneficiaries. Eligible categories include child headed households; households headed by pregnant and/or lactating women; households headed by an elderly person; households headed by persons who are disabled or chronically ill requiring full time care. • Temporarily waiving conditionality on the Public Works “Plus� component. 5,500 PW beneficiary households will receive direct income support. However, the project will encourage them to engage in income generating activities compliant to COVID situation at the micro/household level. • The value of the cash amount is $2.7 per household per day (for a period of 15 days a month) paid on two months basis in a total lump-sum amount of $81 while COVID risks are high. Thereafter, the cash will be transferred on a monthly basis. In addition, the SSSNP will also implement the Cash Plus ‘complementary support’ to assist beneficiaries to effectively and sustainably utilize the cash received through learning and acquisition of life skills in: 12IFAIR. 2022. In Search for Safe Spaces: Women and Gender-Based Violence in South Sudan. https://ifair.eu/2022/02/15/in-search-for-safe- spaces-women-and-gender-based-violence-in-south-sudan/ 13 Approximately 102,000 individuals based on the average assumption of 6.6 members per household 14Decision on the exact value of the Direct Income Support and the corresponding conversion rate (as was the case in SNSDP) is not yet firmed up. Document will be updated as these variables are sorted. • Water, Sanitation and Hygiene (WASH), the role of which is vital with respect to the advancement of COVID- sensitive behaviors in personal hygiene and sanitization such as handwashing etc. • Basic Financial Literacy Skills to ensure that the beneficiaries have the necessary knowledge and capacity to manage the cash they receive • Early Childhood Development (ECD) and nutrition to ensure health, well-being and long-term human development for human capital accumulation The Project will be implemented through enhanced focus on a gender-sensitive approach to protect vulnerable women from exposure to the risks of gender-based violence (GBV) The strengthening of safety net delivery tools and operations will include: • Community mobilization for beneficiary targeting, validation and selection • Robust delivery of biometric enabled and geo-tagged cash transfer payments • Revision of cash plus modules and community engagement materials to integrate a gender-and GBV-sensitive lens throughout • Adaptation of the safety net project cycle to ensure a safe environment for women and girls and mitigate GBV risks during LIPW, payment and cash plus sessions. • Enhanced GRM to better address grievances and social risks, especially those related to GBV; promote transparency and inclusion; and reinforce social accountability and cohesion • An integrated and technology-enabled MIS to link up with payments and to perform compliance checks • Conflict, gender and COVID-sensitive community engagement through targeted social messaging for trust- building, peaceful cooperation, unity and social cohesion, while reducing GBV risks associated to the project. 1.4 Existing Outreach Challenges to Community Engagement and Capacity Building It is critical to maintain peace and order following a pandemic that threatens to disrupt the nascent peacebuilding process. The fragile peace process, political uncertainties, volatile economic conditions, and evolving crisis of COVID- 19 may exacerbate the risk of social breakdown, due to potential increased insecurity and violence, high levels of poverty and vulnerabilities, and possible imposition of partial or extended periods of lock downs along with COVID- 19 mitigation measures of social distancing, quarantine and isolation. At the national level, there are broad socio-political risks and challenges to the implementation of the SSSNP that may trickle down to the sub-national and local levels and impact on the effective roll out of the CECB plan. While some of these challenges are beyond the control of the project, others can be effectively managed through focused and concerted risk mitigation measures and a flexible and adaptable implementation approach. Specifically, the general political, security, macroeconomic, fiduciary, social, and institutional environment in South Sudan exhibits the typical risks of an FCV country. The fragile peace process, political uncertainty, and on-going local level insecurity in large parts of the country make implementation especially challenging, particularly in the most remote and conflict-affected areas. The prevailing socioeconomic crisis, exacerbated by low fiscal commitment to social sectors, also poses substantial risk to the success and sustainability of the project. Elite capture and discrimination based on ethnicity, gender, religion, and other social factors, including GBV, are of particular concern, as are issues of fiduciary mismanagement and leakages of funds. At the sectoral level, there are numerous risks, including capacity limitation, weak accountability, fragmentation and duplication in approaches, limited evidence- based interventions and so on. In addition, continued poverty and economic deprivation, coupled with low levels of literacy, lack of access to information, marginalization, fear and stigma associated with the onset of pandemic and lack of provision of adequate health facilities, can lead to further disparity, fragmentation and lack of community cohesion. Women face multiple constraints in participation. Social norms and accessibility barriers (such as lack of mobility, lack of identity documents) prevent them from participating in project activities. These norms also restrict women from voicing their opinion during community engagement. Gender stereotypes and the unequal division of labor at the household level can further limit their potential of participating in economic activities. Women and girls also face a high risk of GBV and lack adequate support mechanisms to report and seek redressal. The most common challenges faced by women in seeking help are the fear of stigma, threat to safety, fear of speaking up in front of others, and traditional beliefs like the normalization of violence. Further, the lack of gender-sensitive measures in community engagement activities like the conflicting schedule of sessions, the inaccessible venues, etc. also add to women’s burden. Collectively, these constraints prevent the involvement and representation of women; thereby requiring a strategy that specifically promotes the inclusion and empowerment of women. ‘Conflict-sensitive,’ ‘gender-sensitive,’ and ‘shock-sensitive’ community engagement and capacity building will be critical given the heightened operational, fiduciary, and safeguards risks to ensure effective and accountable delivery of safety net assistance under the SSSNP. As explained above, a gender-sensitive community engagement focuses on taking into account the specific needs and challenges of women and girls, and adopting measures that ensure their inclusion and empowerment. For instance, during outreach, community engagement can involve engaging with local leaders and securing early buy-in for women’s participation in the program; or during registration, processes can involve alternate modes of identification to help women overcome barriers related to the possession of identity documents. Previous implementation experience of the SNSDP has shown that strengthening community understanding of safety net design through in-depth community engagement generated greater commitment and ownership of the project and resulted in smoother implementation. Similarly, facilitating meaningful participation by communities and local authorities in project implementation through robust capacity building facilitated a close relationship between communities and local government institutions, contributing towards more accountable and transparent project governance and improved trust and confidence by communities in local institutions. Further, it is expected that strengthened local government and community structures will strengthen resilience at the local levels to withstand on-going political risks, with capacities enduring beyond the project’s duration and despite a deterioration in the country context. As such, these capacities and structures could support medium-term recovery and also serve as the foundation for local-level governance system for longer-term development, should the country situation improve. The following section describes the nature of challenges to effective community engagement, their implications for beneficiary engagement and proposed solutions. These are informed by the consultative process of diagnostic assessment carried out with key stakeholders in Juba. 1.4.1 Beneficiary engagement challenges (as informed by situation analysis) S. Engagement challenge How it affects beneficiary Proposed solutions No. communication? 1. Fragmentation and cultural ➢ A singular approach may not ➢ Use flexible, responsive & diversity serve to communicate to all. adaptive approach in the ▪ Communities are dispersed ➢ Dispersed and isolated groups choice of method, tools and across a culturally diverse are difficult to reach, which messages landscape in South Sudan that may lead to lack of awareness, ➢ Understand unique can be remote and hard to exacerbating community characteristics and access misunderstanding of the information use habits of ▪ Multi-ethnic and multi- project and tensions beneficiary groups to achieve linguistic groups relevance in communication ▪ Frequent displacement due to ➢ Sensitize communities and conflict, poverty, looming stakeholders on gender- threat of locust swarms and sensitive norms, ensuring food insecurity inclusion of women to ▪ Enhanced risk of GBV due to transform perceptions of history of conflict, lack of resistance against community cohesion and participation of women and marginalization of women ensure buy-in ➢ Use and rely on local knowledge of community- based organizations, elders, chiefs, group leaders to reach out to specific groups of beneficiaries ➢ Integrate robust monitoring of the incidents of conflicts to track displaced and affected beneficiaries ➢ Ensure a safe venue for discussions, and schedule them in daylight hours, to make them more accessible for women and girls 2. Characteristics of beneficiaries ▪ Poverty, marginalization, ➢ Limited ability of beneficiaries ➢ Sensitize local stakeholders displacement, vulnerability to proactively engage and (e.g., elders, chiefs, faith- ▪ Stress and trauma as a result communicate based/community-based of conflict and humanitarian ➢ Lack of trust and confidence organizations) to promote crisis ➢ Awareness gaps lead to active engagement of ▪ Extremely low levels of literacy difficulty in understanding of beneficiaries ▪ Food insecure households information easily, further ➢ Mobilize support through ▪ Reliance on limited sources of exacerbating lack of trust UNOPS Community Mobilizers information e.g. word-of- ➢ Risk of elite capture ➢ Utilize service points e.g., mouth of chiefs, local elders, ➢ GBV exacerbates clinics, community notice etc. marginalization of vulnerable boards, places of worship as ▪ Radio and mobile phones are women sources of information secondary and fragmented dissemination, display of sources of information with visually strong IEC materials in very low level of penetration Juba Arabic ▪ Exposure to GBV risks ➢ Ensure focus on gender- ▪ Limited participation of sensitive community women in public forums engagement resulting in a lack of voice and ➢ Encourage targeted agency involvement of women through sensitization of ‘women-only’ groups with due respect to cultural norms ➢ Use vernacular language where Juba Arabic is not understood ➢ Use megaphones/ loudspeakers and radio for reinforcement 3. Beneficiary experience with Frequent delays in payments and ➢ Encourage two-way feedback SNSDP issues with PSP create lack of mechanisms through ▪ Cash access issues due to beneficiary satisfaction; also harms enhanced GRM indifference of payment credibility of project ➢ Beef up cash distribution service provider (PSP) Agents through proactive cooperation Makes it difficult to plan and from the PSPs budget, leading to borrowing and ▪ Issues with failure of debt to cover immediate ➢ Deliver the services as biometrics consumption gaps promised ▪ Unpredictability of payment ▪ Variation in exchange rates 4. Capacity building of stakeholders Random engagement impacts ➢ Proactively engage, sensitize A systematic way of sensitizing stakeholders’ understanding of and train local stakeholders, local stakeholders and project their roles; buy-in and level of giving them a role and committees is missing responsibility responsibility to ensure buy-in 5. Specific constraints faced by Limits meaningful participation of ➢ Develop and follow a gender – women and girls women and girls in project and GBV- sensitive strategy Women and girls face barriers like activities and consultations as they ➢ Conduct outreach to build lack of mobility, cultural norms face fewer opportunities to openly shared household objectives contribute to discussions and and secure early buy-in for Women and girls share an unfair decision-making women’s participation burden of household work ➢ Engage norm holders at the Does not cater to the specific Women and girls are at greater risk household and community needs and challenges faced by of GBV level on women’s rights, them gender norms, cultural beliefs Women may face backlash from ➢ Sensitize men and boys on their participation gender and GBV issues, Undermines the potential of safety specifically on girls’ education, net programs women’s rights, shared household goals, and dealing with negative practices like alcoholism ➢ Increase access to community engagement by conducting it in accessible and safe areas, during daylight hours, and in local languages to overcome barriers faced by women ➢ Communicate about support services like grievance mechanisms and helpline numbers to report GBV cases ➢ Organize men/boys and women/girls only consultations and activities to provide safe spaces to discuss sensitive issues 1.5 COVID-sensitive and gender-sensitive/GBV-specific adaptive design of SSSNP and CECB Plan In order to safeguard communities and beneficiaries from the potential risks of exposure to COVID-19, an adaptive and COVID-sensitive approach informs the implementation of the SSSNP in the initial phases and the corresponding Community Engagement and Capacity Building (CECB) plan. The adaptive approach to COVID-19 will embed preventive actions throughout the project’s cycle from targeting to registration, payment distribution, Grievance Redress Mechanism (GRM) and delivery of relevant complementary services to enable protection of the SSSNP’s staff, stakeholders and beneficiaries, including the most vulnerable, poor and at-risk individuals from the community. The COVID-sensitive measures will ensure that communities and potential beneficiaries are risk-aware in advance through the standard Risk Communication and Community Engagement (RCCE) approach prescribed by the World Health Organization (WHO) and implemented by the United Nations Children’s Fund (UNICEF) as the lead UN agency in South Sudan on COVID risk communication and awareness building. In addition, through the CECB plan, SSSNP’s implementation team, particularly the front-line staff that is community mobilizers/officers, will follow and practice a standard code for personal protection and implement COVID-response mechanisms through a COVID-Sensitive CECB Toolkit of standard operating procedures (SOPs) for mobilization of stakeholders, sensitization and engagement of communities and potential beneficiaries. The proposed SOPs are considered mandatory to implement when interacting with the communities and potential beneficiaries. The objective is to reinforce COVID-sensitive behaviors from basic hand washing hygiene and observance of social/physical distancing to the use of face mask to stay compliant with COVID-19 prevention protocols. The CECB plan also emphasizes on the need for a gender – and GBV – sensitive delivery of safety net project, which takes into account the specific needs and challenges of women and girls. The CECB plan and toolkit are important mechanisms to build early buy-in for women’s participation, sensitize norm holders at the household and community level, and overcome challenges related to women’s accessibility. These mechanisms also provide a safe and enabling environment for women and girls to learn about referral pathways and report cases for GBV. The following sections spell out the guidelines for Community Engagement and Capacity Building plan specific to the roll out of direct income support, LIPW complementary support and safety net delivery tools as part of the short term and phased approach of project implementation to scale up to LIPW. The users of this guide are advised to adapt it to local vernacular language and dialect, as required, keeping the content, messages and delivery methodology consistent. Building Blocks of Community Engagement & Capacity Building Plan This section provides further information and guidance on the purpose, scope, theory of change and key pillars of the SSSNP CECB plan. 2.1 Understanding the context and role of Community Engagement & Capacity Building (CECB) Working with communities is essentially at the heart of the SSSNP that aims to economically uplift and empower the vulnerable and conflict-affected groups of the society as potential beneficiaries of the project. A robust and responsive CECB Plan is therefore envisaged to play an instrumental role in the effective mobilization of communities and targeted sensitization of eligible beneficiaries, in addition to delivering a conflict-sensitive methodology to enable a move towards peacebuilding, unity and cohesion among the communities, which are already struggling to survive following years of civil unrest. ‘Community Engagement & Capacity Building’ is understood as a strategic and inclusive process of working collaboratively and collectively with local communities in South Sudan based on principles that respect the right of all community members, including vulnerable women and girls to be informed, consulted, involved and empowered to meaningfully participate in SSSNP and positively influence their lives. Community engagement therefore seeks to better engage a community, which also includes potential beneficiaries (both men and women) and stakeholders, through enhanced engagement, dialogue, discourse and capacity building to ensure better decision-making through mutual consensus and trust, which are crucial elements for long term community cohesion. 2.1.1 Objectives of the CECB Plan Community engagement and capacity building is fundamental to the implementation of the SSSNP for effective outreach to the poorest, vulnerable and marginalized groups of beneficiaries. This Community Engagement and Capacity Building (CECB) Plan provides a broad framework to support the implementation of inclusive, participatory, conflict-sensitive and gender/GBV-sensitive community engagement and capacity building, and is meant to be used in conjunction with other project documents, including the Project Operations Manual (POM) and safeguards instruments to mitigate risks related to community engagement and capacity building plan, particularly at the target project site level on the ground. The key objectives of the CECB Plan therefore are as follows: • Sensitize communities through ‘conflict-sensitive’, ‘gender/GBV-sensitive’ and ‘COVID-sensitive’ mobilization processes, encouraging relevant behaviors, norms and risk-mitigation measures to ensure preparedness to deal with the pandemic • Encourage mutual trust, dignity, respect, cohesion, and confidence among communities (particularly marginalized women and girls), with enhanced awareness of gender-sensitive norms • Improve beneficiary understanding and ability to effectively engage and communicate with the project, by addressing barriers faced by them like the lack of mobility or stigma associated for speaking up in public • Convey information about key project features, with an initial focus on Direct Income Support (mobilization, targeting & validation, enrolment, payments, GRM) and the eventual roll-out of the Labor-Intensive Public Works (LIPW) component • Build capacity on rights and responsibilities of the project beneficiaries with enhanced focus on the inclusion of women and the prevention and mitigation of associated GBV risks • Support delivery of complementary services (WASH, ECD, Nutrition and Financial Literacy) through light touch messaging • Engage local stakeholders as champions and advocates towards supporting the inclusion and participation of communities, including potential beneficiary households with balanced representation of men and women, vulnerable groups, such as female-headed households, differently-abled persons, etc. • Engage local leaders and influential persons as champions to support the participation of women and create a safe environment for them It is also important for the users of this guide to develop a concrete understanding of the fundamental role that ‘Community Engagement and Capacity Building’ can play for facilitating and delivering a ‘gender sensitive,’ ‘conflict- sensitive’ (and also a ‘COVID-sensitive’) process of community and beneficiary engagement to support the objectives of SSSNP in the FCV context of South Sudan. 2.2 Characteristics of Fragility, Conflict and Violence (FCV) in South Sudan South Sudan has experienced fragility, conflict and violence (FCV) on a dynamic scale15, extending from extreme conflict- affected situations to the recent move towards establishing peace through a Transitional Government of National Unity. The ongoing efforts towards peacebuilding are neither mutually exclusive nor static. In fact, they present a continued struggle to overcome internal and external barriers towards delivering stability, peace and security for the citizens. The FCV context of South Sudan is characterized by a myriad of challenges, many of which are the possible triggers or proximate causes that may contribute towards continuing the legacy of conflict and violence. Examples of such triggers include: (i) fragile and fragmented social, political and security systems; (ii) limited resources and infrastructure with isolated and underdeveloped markets; (iii) internal displacement that has disrupted lives, livelihoods and the provision of public services; (iv) social exclusion, poverty and vulnerability repeatedly act as key triggers of conflict and gender-based violence; (v) gender-based violence is also used as a weapon of war during conflict; and (vi) low levels of illiteracy and food insecurity often lead to violation of human rights (e.g. violence against women and girls) with escalated incidences of crime and local level conflicts, which include but are not limited to, dowry issues that often lead to cattle raids and also revenge fighting among others. The ongoing outbreak of COVID-19 may exacerbate economic deprivation, increasing the likelihood of negative coping mechanisms among the vulnerable and marginalized. The CECB plan aims to propose locally acceptable ways and means to address some of these inherent drivers of interpersonal conflict as relevant to the operational cycle of SSSNP’s Direct Income Support provision during the process of community mobilization in the initial phase, expanding to the operational cycle of the LIPW provision during the scale up. 2.2.1 What is conflict-sensitive community engagement? Conflict sensitive community engagement is a deliberate process that involves (i) understanding of the interaction between a project’s activities and the FCV context in which a particular group of people or communities are engaged; (ii) developing nuanced sensitivity to community characteristics and inherent behaviors to recognize possible sources or triggers of conflict and violence (particularly triggers leading to GBV) in the given FCV context; (iii) pre-empting risks, including those that may carry a direct or indirect potential for inducing or aggravating conflict and violence; (iv) ensuring that risks of GBV are not exacerbated; and (iv) communicating consciously with enhanced ability to minimize social risks through pro-active engagement and communication to deepen understanding and maximize affirmative impacts on the people and communities involved. The CECB Plan proposes that the SSSNP field staff, particularly community mobilizers, need to work through a ‘conflict- and gender/GBV-sensitive lens’ to identify potential triggers or sources of conflict that can act as barriers to community cohesion, participation and inclusion from women as potential beneficiaries, and overall effective community engagement and address them proactively. The proposed strategy goes beyond the ‘do no harm’ approach to enable positive local conditions for trust building, peaceful cooperation and unity among communities to help them effectively engage and sustainably benefit from the project. It also proactively focuses on mitigating and preventing GBV, and empowering women. 2.2.2 Key principles of conflict-sensitive community engagement16 The overarching process to conflict-sensitive community engagement requires: • Enhanced understanding and contextual knowledge of the FCV setting (Conflict Profile & Dynamics) 15 World Bank Group Strategy, Fragility, Conflict and Violence, 2020-2025 16 Informed by How to Guide to Conflict Sensitivity, Conflict Sensitivity Consortium, February 2012 • Local familiarity to understand and identify potential triggers and drivers of conflict that may divide communities and risk negatively impacting the process of community engagement, including meaningful participation of women and girls. (Causes of Conflict) • Identification and involvement of the local, influential stakeholders who can act as enablers and interlocutors of community awareness, community cohesion and gender-transformative norms (Conflict actors) • Relevant communication and dialogue tailored to the conflict (and to the needs and reality of all stakeholder groups) to help resolve conflict, and reinforce trust and positive involvement (Conflict-sensitive rules of engagement) Conflict Profile & Dynamics Causes (triggers/risks) of Conflict Conflict actors / stakeholders History of fragility, conflict and violence, Displacement and disruption of social & Government of the Republic of South including forms of GBV community networks, including existing Sudan, security agencies sociocultural norms De-escalation of conflict with peace treaty Erosion of trust in public institutions Local authorities and project committees Efforts towards establish transitional Social exclusion, poverty and vulnerability Internally displaced and vulnerable government / administrative structures at due to food insecurity, and GBV communities the local level Limited capacity of government Low levels of illiteracy and food insecurity Civil society and media Weak and underdeveloped markets & COVID-19 may exacerbate economic Development and humanitarian agencies infrastructure deprivation, widening inequality 2.3 Need for the area-specific risk analysis to address differentiated nature of conflict dynamics The CECB Plan recognizes that there cannot be ‘a one size fit all’ solution to community engagement and capacity building in South Sudan given the differentiated nature of conflict dynamics and regional/local political economy considerations in the country. Hence, a disaggregated and nuanced approach is envisioned to make the use of the guidelines of the CECB Plan more relevant and contextualized to the unique local contexts of the target SSSNP project locations. Accordingly, it is planned that the SSSNP implementation team responsible for undertaking community engagement and capacity building of the staff will conduct project site specific conflict and risk assessment, as it pertains specifically to communication, community engagement, and capacity building, to identify nuanced risks and mitigation measures, guided by not only this CECB Plan, but also relevant project operations documents. Such site-specific conflict and risk assessment should also include identifying GBV risks based on the vulnerability levels of women and girls in the area. Please note that no data should be collected on GBV directly, unless it is done by a set of very qualified researchers following the ethical guidelines for GBV data collection. 17 In the absence of that, the risk assessment can capture community risk points for women and girls (such as while collecting firewood), high risk groups (like school girls being forced to marry early), and identify triggers and challenges to addressing GBV. Such assessment must be done cautiously, without increasing the risk of backlash and further violence. For instance, having men-only and women-only consultation groups is advised. The findings from the assessment can provide relevant mitigation measures to be integrated in the project cycle for that county or sub-county. To that end, templates on Project Site-specific Conflict Mapping matrix (Annexure 1) and Communication, Community Engagement and Capacity Building Risk Mitigation matrix (Annexure 2) are provided in the annexures. These are meant to guide the SSSNP implementation team to conduct local level, disaggregated conflict and risk assessments prior to the roll-out of the CECB Plan to ensure a balance towards achieving standardization as well as integration of differentiated approaches to the implementation of the CECB Plan. These assessments are intended to be made integral components of the initial area-specific Vulnerability Assessment conducted by the SSSNP’s operational teams. 17 World Health Organization. 2016. Ethical and safety recommendations for intervention research on violence against women. The capacity of the SSSNP project staff will be enhanced to conduct project site-specific conflict profile and risk assessment as it pertains specifically to communication and community engagement guided by the given CECB Plan and relevant project operations documents, to enable identification of nuanced risks and mitigation measures. These assessments have also been adapted as specific modules of the Training of Trainers (ToT) on CECB which is to be carried out as a standard practice to ensure effective roll-out of the CECB Plan to support the implementation of SSSNP. 2.4 Proposed conflict-sensitive rule of thumb for community engagement under the SSSNP • Gain and develop deeper understanding of the local context, anchored in astute and informed knowledge of what could be the sources, factors and triggers of conflict • Map constraints to mobilization and local capacity, especially for women, e.g., language barrier, marginalization and exclusion of vulnerable groups; lack of awareness, etc. • Identify local stakeholders who are gatekeepers of information, and can help to act as critical relay points and conduits of reaching out to the local communities • Engage with norm holders in the community and identify “gender champions�, to help change gender norms and ensure the inclusion and empowerment of women • Build on SNSDP’s association, experiential learning and collective memory to establish rapport and collaboration with important and influential stakeholders to reinforce a bond of mutual trust • Communicate project objectives and criteria for selection of beneficiaries and related features in advance of the actual roll-out to gain buy-in, understanding and address any potential likelihood of conflict. For example, lack of clarity on the 'eligibility and targeting criteria' specific to 'direct income support' of SSSNP can be a source of conflict if communities are not sensitized in advance through a targeted communications approach to address barriers to lack of awareness and perceptions of grievances. • Approach and engage local communities with understanding and empathy of local beliefs and practices • Apply a gender-sensitive and inclusive approach to participation, reaching out to vulnerable and marginalized community groups, especially women. Refer to Tool 4 of the CECB toolkit on guidelines for promoting a gender- sensitive approach in the delivery of the project. • Foster inclusive processes of participation to enable open dialogue and clear communication. Clear and open communication about the objectives and eligibility criteria of the project and inviting people to participate through a two-way communication will help them to express their concerns and give feedback, ensuring trust and credibility in the project • Ensure a spirit of peaceful cooperation through listening and responding in local dialects • Develop social communication capacities to kick-start and sustain open dialogue and inclusive participation for reconciliation and peaceful co-existence e.g., discussing aspirations and goals for economic empowerment as opposed to existing failures would help to create entry points to align and unite people together, providing building blocks to harmony and peace • Achieve peaceful resolution of conflict through involvement and mediation of local elders to cultivate an air of trust and confidence • Use creative tools and techniques of engagement e.g., anecdotes and storytelling always bring people together and help them to open up • Avoid controversial and stressful subjects or topics that are reminiscent of violence and conflict. Rather communicate positive signals of change to develop and enrich community confidence, e.g., de-escalation of conflict as a positive gesture of peace and unity from the Government of Republic of South Sudan 2.5 Adaptive management of ‘Conflict-sensitive’, ‘Gender/GBV-sensitive’ and ‘Shock-sensitive’ CECB Plan As the SSSNP is rolled out, the given guidelines will help to plan, design and implement conflict-sensitive community engagement and capacity building mobilization processes. However, the implementation staff on-the-ground needs to continuously pre-empt and assess the nature of issues that may surface and risks that they are likely to confront on a day- to-day basis, while engaging in volatile and conflict-affected areas, particularly given the increased social risks that may arise due to the COVID-19 socioeconomic impacts. Social and economic exclusion and widening inequality along with heightened GBV risks are ongoing concerns amidst the growing threat of COVID-19. Therefore, modes of engagement need to be customized to the specific needs of communities and local context to identify ways to work effectively in the current situation. It is significant to balance general guidance that can apply in diverse contexts with recognition that specifics may vary according to a particular context, requiring unique response. It is equally important to develop mutually constructive and reinforcing relations with the communities and key stakeholders residing in the target Quarter Councils of Juba. “Given the protracted and complex nature of FCV, development actors must plan to stay engaged over the long term, including during conflict and crisis situations. This requires partnerships with a diverse range of stakeholders. Preventing and mitigating FCV challenges is also a key to making progress toward the Sustainable Development Goals (SDGs) and to achieving broader efforts to promote peace and prosperity.� (World Bank Group Strategy, FCV, 2020-2025) 2.6 Theory of Change that guides the CECB approach • A conflict, gender and GBV-sensitive CECB plan will sensitize and empower the local stakeholders, individuals and groups to come together and better communicate to drive mutual trust, harmony, social cohesion and shared values. • Communities empowered through a common vision, enhanced awareness and social cohesion are more responsive to effectively engage to uplift their lives and livelihoods through the SSSNP. This will lay the foundation towards building more peaceful, stable, resilient and inclusive societies in South Sudan. Theory of Change that guides our CECB approach for SSSNP 1. Conflict and gender 2. Capacity building empowers 3. Social messaging and 4. Community cohesion and sensitive community community through enhanced communication drives trust & unity help to build peaceful, engagement and dialogue sensitization and awareness of social cohesion and prevents resilient and inclusive society unites people around a their rights and responsibilities triggers to violence for all common vision 2.7 Guiding Principles of Community Engagement & Capacity Building • Do not prescribe. Let the process evolve organically to inform the approach and design of CECB • Build on local evidence. Lessons and experience of SNSDP, partners and UN agencies; Government administrators; knowledge of community leaders, elders and local communities themselves • Stay mindful of FCV, GBV and COVID-19 risks. Develop conflict-sensitive, gender/GBV-sensitive and COVID- sensitive approaches to community engagement with adaptive focus on local nuances and site-specific conflict drivers, staying responsive to the differentiated risks of inter-communal dynamics • Leverage on available delivery mechanisms. Build on available and relevant means of community engagement, visual and verbal language • Focus on inter-personal communication. Given the characteristics and levels of literacy of communities, anchor community engagement in inter-personal modes of communication • Achieve relevance through light-touch messaging. Craft nimble, crisp and agile messages to resonate with the specific information needs of each target audience • Sustain cooperation & partnerships. Seek collaborative strategies to work towards a common goal, achieve consistency and avoid duplication • Focus on a GBV-sensitive approach. Promote enabling and conducive conditions to prevent and mitigate GBV risks, and empower women 2.8 3Cs of Community Engagement and Capacity Building The CECB Plan further rests on the following (3Cs) of seamless community engagement and capacity building: 1) Cooperation: Seek cooperative synergies with implementing partners (including the Government as a key strategic partner, UN agencies, international non-government, civil society organizations, women’s associations etc.) to work towards a common goal. No single actor or agency can address all the challenges in an FCV context. A cooperative and participatory approach will secure greater understanding, buy-in, ownership and commitment to implementation. Building on synergies and capacities will ensure flexibility to adjust with the unseen challenges and responsiveness to adaptive learning through pooling of technical knowledge and experiences. 2) Collaboration: Collaborate with local authorities and champions who enjoy a share of trust and credibility; are looked up to with confidence and ‘have a voice’ amongst the communities. These could be local administration (chiefs) to religious leaders, local elders and opinion leaders, among others. 3) Communication: Communicate in a clear, coherent and consistent manner – which is significant to avoid giving out conflicting information from different sources. A set of mutually agreed key messages would help to earn trust and confidence, particularly at the local level (among quarter councils and communities) where sometimes, similar portfolio of services and projects overlap, (e.g. cash transfers interventions implemented by WFP and World Bank & UNOPS) and henceforth the capacity of the local communities needs to be built so that they know their rights to entitlement and responsibility in engaging and accessing benefits from a particular project in a transparent and accountable manner. This will help to avoid the so called ‘double- dipping’ and conflict in the communities. This is a communication challenge that needs to be addressed through a consciously designed ‘conflict-sensitive’ and ‘targeted’ approach to safeguard the interests and rights of a particular group of beneficiaries. 2.9 Key Pillars of Community Engagement and Capacity Building (CECB) Plan The design framework of the CECB Plan rests on the following key pillars as illustrated in the figure on the next page. The following sections describe how the above-mentioned three-pronged framework of CECB Plan plays out in practice to deliver a conflict-sensitive, gender-sensitive and COVID-sensitive approach through i) strategic engagement, ii) operational engagement and iii) community engagement and capacity building to effectively support the implementation of the SSSNP. As mentioned in the beginning, the CECB plan takes an adaptive and phased approach to implementation in accordance with the operational cycle of SSSNP. The first phase of the CECB Plan, therefore, aims to support the launch of SSSNP with a focus on delivering Direct Income Support (DIS) component along with cash plus complementary services in Juba. This helps to stay relevant to the context and gender – and COVID – sensitive expectations through adaptive modes of community engagement, beneficiary sensitization and capacity building. The follow up phase will support the resumption of COVID-compliant LIPWs in selected locations through a targeted community engagement and capacity building of relevant SSSNP implementation teams and field-based project development committees to build on the lessons and learning from the roll-out of DIS and effectively cascade and deliver the CECB Plan tailored to the specific needs of the LIPWs. As the Project prepares to expand to other counties, a more nuanced CECB approach further guides and informs the process of implementation. To this end, the CECB Plan is supported by a comprehensive CECB Toolkit, which is customized to respond to various components and stages of the Project’s operational cycle. Whereas the CECB Plan provides an overall framework and strategic guidance for the operational cycle of the SSSNP, the CECB Toolkit provides more nuanced and practical guidelines, key messages and checklists to ensure a standardized and coherent delivery of the CECB Plan. The Toolkit is developed on a flexible format that can be updated from time to time based on the evolving needs and implementation requirements of the SSSNP. In addition, a comprehensive set of ToT modules on the CECB plan will ensure more targeted learning and contextualized understanding of the SSSNP implementation staff. Strategic Engagement Strategic engagement aims to ensure visibility and positive perception of SSSNP with an emphasis on aligning the key stakeholders around a shared vision of safety net delivery in South Sudan. The purpose is to underscore a unified understanding of the project through positioning it as a development focused safety net intervention aimed at strengthening a reliable, predictable and adaptive safety net system in South Sudan. 3.1 Action plan to support strategic engagement The key objectives (as illustrated in the aforementioned figure) of strategic engagement are delivered through the following action plan: Action plan Objectives Actions Tools and IEC materials Promote and maximize visibility and Project visibility and Public Relations • Branding guidelines (a set of awareness of SSSNP coherent visual and color story) Branding: Promoting a singularly coherent and • Key messages on Project to resonate standardized SSSNP brand through a robust and with the local vocabulary and relevant visual vocabulary that resonates with adaptation in Arabic (where possible) the characteristics of communities and potential • Information kit: Fact sheet; FAQs beneficiaries. leaflet, posters, a set of roll-up banners, success stories, Use a strong visual language illustrated through ecofriendly giveaways, (e.g., T-shirt, locally relevant imagery, making SSSNP water bottle, canvas pouch, P-caps, synonymous to improving the lives and etc.) • Note: Giveaways to be produced in livelihoods of the marginalized communities post-COVID context to mitigate risk supported through predictable direct income of transmission of the disease support and complementary enhancement of • Project Webpage and social media life-skills through WASH, ECD, Nutrition and handles Financial Literacy • Radio campaign targeted at multiple levels Carry out a virtual launch of the project (Concept • Targeted events to showcase project Note - Annexure 4) and promote awareness e.g., project launch, stakeholder dialogue, Reach out through a multi-layered visibility community dialogue, media briefings campaign targeted at a) Juba, b) City Municipality (subject to COVID-sensitive Level c) Block Level d) Quarter Council and e) approaches) local community level (Visibility Plan, Annexure 5 and Implementation Plan, Annexure 6 ) Sensitize stakeholders for greater Stakeholders’ engagement As mentioned above and for specific tools buy-in and ownership Leverage strategic partnership with the GRSS and refer to section 3.1. other stakeholders through targeted stakeholders’ engagement and communication For specific details refer to section on SSSNP through stakeholders’ forums, e.g., 3.1.1 on pg. 18 and Annexure 3 on National Advisory committee (NAC) and National Stakeholders’ Mapping Technical committee (NTC) etc. Advocate and promote SP SN Policy and advocacy support Knowledge products (Policy and advocacy innovations briefs; results of impact assessments, etc.) 3.1.1 Stakeholders’ engagement strategies (Refer to Annexure 3 for guidelines on context-specific stakeholders’ mapping) Stakeholders’ group Expected role in SSSNP Capacity Needs How to engage Method Tools Government of the Republic of South • Enable policy and strategic guidance • Sensitization on the role of social • Courtesy calls • Fact sheet Sudan (GRSS) along with design support to safety nets in the FCV context of South • Advocacy • FAQs institutionalize a safety net system in Sudan • Targeted meetings • Media outreach, • Ministry of Finance and Economic South Sudan • Awareness of international best • Special events publicity (Radio Planning (MFEP) • Forge commitments and partnerships practices in the development of safety (Workshops, interviews, call-ins, • Ministry of Agriculture and Food to mobilize support in safety net net systems Seminars, Policy Opinion columns) Security (MAFS) programs • Sensitization on the need for a reliable, Round Tables, etc.) • Progress • Ministry of Gender, Child and Social • Support COVID-sensitive and gender- predictable and adaptive safety net • Project launch updates/reports Welfares (MGCSW) sensitive delivery of safety nets system and corresponding role of ceremonies; PR • Presentations • Ensure policy, programs and action SSSNP activities • Success stories plans identify and integrate gender- • Sensitization on gender equality and • Implementation • Social media • National Advisory Committee and GBV-sensitive measures the need to promote women’s equal progress updates • National Technical Committee • Ensure adequate resource allocation participation in project related and reports • State Technical Committee (financial and technical) for gender activities equality activities • Act as leading voices on safety nets & SSSNP • Technical support to the project • Coordination with state level authorities and other development partners • Update on work plan progress and annual planning Local Authorities • Enable administrative support for • Sensitization on the role of social • Courtesy calls • Fact sheet (State Governors, MPs, Commissioners, implementation of safety net projects safety nets in the FCV, GBV & COVID- • Targeted meetings • FAQs such as SSSNP 19 context of South Sudan • Special events • Media outreach, Mayors, Executive Directors, Payam • Act as champions of safety nets in the • Targeted awareness on the delivery (Workshops, publicity (Radio and Boma Directors/ Administrators.) area through conflict-sensitive and mechanisms of SSSNP Seminars) interviews, call-ins, gender-sensitive support to • Sensitization on gender and GBV • Project launch; Opinion columns) community and beneficiary issues, and the need to focus on ceremonies; PR • Success stories engagement gender equality activities • Ensure good governance in the • Exposure visits to delivery of social cash transfers project sites • Ensure project activities do not create • Implementation any additional burden on women and progress updates girls or put them at greater risk of GBV and reports • Identify and promote gender champions Development partners (DFID, USAID, • Recognize and share best practices, • Learning and knowledge sharing on • Targeted meetings • Fact sheet Canada, Germany, World Bank, etc.) lessons and knowledge in safety nets safety net innovations and new • Collaborative • Success stories in the FCV context practices in FCV, GBV & COVID-19 forums • Impact assessment UN (Humanitarian) Agencies & INGOs • Develop collaborative synergies on context • Workshops, and progress (UNICEF, WFP, UNHCR, UNDP, IOM, COVID-sensitive and gender/GBV- • Collaborative forums and cluster seminars, policy reports UNFAO, UNFPA, WVI, DCA, CWG, etc.) sensitive risk communications meetings (CWG, PSPWG, FSL Cluster, round tables • Social media strategies NSPTWG, etc.) • Launch events (Blogs, Twitter, • Ensure consistency and coherence in Infographics, etc.) delivery of safety net services through • Project videos community engagement and capacity building Implementing Agency (UNOPS) and • Champion design, launch and • A targeted Training of Trainers to build • Training of trainers • A ToT project staff implementation of SSSNP through a cadre of Master Trainers to • CECB targeted CECB Plan sustainably implement and cascade toolkit on CECB • Execute proactive, agile and adaptive learning on CECB to other counties Plan Conflict-cum-COVID-sensitive community engagement and capacity building mechanisms • Implement a proactive gender and GBV-sensitive community engagement approach • Design innovative ways to promote women’s active participation in community engagement • Mobilize local stakeholders’ support and buy-in Project Implementation Arrangements • Act as key drivers of CECB • ToT cascaded by SSSNP Training of trainers • ToT, CECB toolkit in the field implementation and facilitate better implementation teams on CECB Plan understanding of SSSNP’s DIS & LIPW • Mobilization and engagement skills • SSSNP Info Kit Project Committees: • Effectively mobilize and engage with respect to targeting, payments, • Periodic learning a) Municipality Core Teams in urban communities and beneficiaries to GRM, etc. and lesson sharing areas and County Core Teams (CCTs) in deliver key components and related sessions hosted by features of SSSNP. This includes UNOPS as part of rural areas, ensuring that women are meaningfully regularly b) Quarter Council Development included in activities. scheduled Committees (QCDCs) in urban areas • Support from SSSNP activation to meetings and Boma Development Committees eventual roll-out of targeting, (BDCs) in rural areas, validation, registration, payments and GRM c) Block Development Committees (BLDCs) in urban areas and Payam Development Committees (PDCs) in • Advocate on beneficiary rights and rural areas, responsibilities, especially for women and girls d) Appeal Committees, • Assist, report and follow-up on beneficiary-centric issues related to, (e) Community Supervision Teams exclusion, complaints and grievances Team Leaders, Group Leaders, etc. Key UN partners in the SP sector • Act as local champions of community • Share lessons and innovations to SSSNP • ToT, CECB toolkit (UNICEF, WFP) and beneficiary engagement and encourage responsive safety net Stakeholders/Partners on CECB Plan complementary services delivery Meetings • SSSNP Info Kit • Ensure clarity in messaging to avoid • Quarterly learning duplication and lesson sharing • Recognize best practices in CECB sessions hosted by UNOPS Payment Service Providers & Agents • Provide active support to predictable • Communicate key principles of • Meetings • SSSNP POM payments in COVID-sensitive manner payments process to PSPs and Agents • Training workshop • CECB guidelines • Provide proactive support to payments • Sensitization on COVID mitigation • Mockup payment for PSPS in GBV-sensitive manner, such as safe measures disbursement • SSSNP FAQs access to payment points for women sessions • Fact Sheet and girls • Promotional • Develop COVID-sensitive SOPs for easy giveaways implementation • Disinfect cash to minimize COVID risks before cash disbursement • Carry out collaborative awareness and sensitization campaign along with SSSNP on the payments model • Deliver and train a beneficiary-friendly team of Agents Chiefs, elders and opinion leaders etc. • Act as local champions for CECB and • Sensitization and frequent training on • Meetings • Fact Sheet beneficiary engagement SSSNP and CECB Plan vis-à-vis • Training workshop • FAQs • Act as local champions for the individual roles • Mockup sessions • CECB Guidelines inclusion and empowerment of through role play • WhatsApp and women and girls SMS • Take lead in beneficiary mobilization Communication and sensitization • Provide value-added administrative and security support • Promote SSSNP’s social accountability and transparency Civil society, academia, media • Advocate on SSSNP’s salient features Sensitization and frequent training on • Meetings • Fact Sheet • Ensure positive coverage of SSSNP for SSSNP and CECB Plan vis-à-vis individual • Training workshop • FAQs external audience • Mockup sessions • CECB Guidelines roles • Act as local champions and through role play • WhatsApp and spokespersons of SSSNP SMS • Deliver gender-sensitive messaging Communication and information Beneficiaries • Engage effectively to know rights and Sensitization on SSSNP features • Visibility campaign responsibilities, and entitlements • Beneficiary Training on COVID-19 mitigation measures engagement • Understand eligibility criteria to enrol, • Sensitization and Introductory training on gender and GBV access payments and lodge complaints mobilization through local • Stay informed and observe basic stakeholders COVID-19 mitigation measures • A mix of relevant • Engage effectively to understand tools, activities referral pathways and support and key messages mechanisms for GBV Wider community • Stay informed to appreciate and Sensitization through community • Reach out to • Visibility campaign understand the role of SSSNP engagement masses through • Awareness through media advocacy Radio • Voices of • Opinion pieces in beneficiaries media Community Engagement and Capacity Building & SSSNP’s Project Cycle Community Engagement and Capacity Building is aimed at the design and delivery of an inclusive, conflict-sensitive, gender/GBV-sensitive and COVID-sensitive community engagement and targeted outreach to the eligible beneficiaries. Implemented through a phased approach, this is also the key pillar that brings together the theory of change of CECB Plan through a) mobilization and capacity building of project committees and local stakeholders and communities; b) sensitization and awareness of eligible beneficiary households to help them better engage with the project and access payments c) as well as supporting the delivery of complementary services through a nimble and light touch messaging on WASH, ECD, Nutrition and Financial Literacy. These complementary services integrate a GBV-sensitive approach throughout by promoting shared household goals, and the inclusion and empowerment of women and girls. 4.1 Project cycle of SSSNP and CECB Guidelines 12. 11. Payments by PSPs WASH, ECD & Nutrition, Mobile Money 10. FL cross-cut Payment Agents Appeal Committees & Community Registration 9. Virtual Launch Committees work on GRM 1. (National) and finalize HH lists (UNOPS facilitates) Display of beneficiary HH lists for community Project Launch validation Local Govt / 2. County Level (Post-COVID) CECB & SSSNP ’s Formation of Project Cycle 8. 3. Project Development Community Registration Teams Committees register HHs through biometrics Vulnerability Training and sensitization 7. Assessment & 4. of Project Development Project Development Committees 6. Community Beneficiary Committees sensitize local stakeholders (Chiefs, mobilization by Project households Elders, Faith-Based Organizations, 5. etc.) in collaboration with UNOPS Committees, Chiefs, Elders Mapping Community Mobilizers (by UNOPS) 4.1.1 Overarching goals of Community Engagement and Capacity Building • Inform – Provide objective and clear information to assist the local communities and beneficiaries in understanding their roles and responsibilities as well as salient features of the SSSNP • Consult – Obtain community feedback to ensure effective and transparent decision-making e.g., in the selection of project committees, community validation process • Involve – to ensure community aspirations and needs are understood, helping to create trust and cohesion • Collaborate – to find alternatives and preferred solutions that resonate with local conditions and existing needs e.g., choice of small home-based / micro level income generating activities, types of public works (as and when the component is rolled out), etc. • Empower – through involvement in the decision-making. Following is an illustrative model of how the community decision-making process evolves through a conflict-sensitive and inclusive mobilization and engagement of stakeholders, ensuring increasing commitment and ownership by the community members. The above-mentioned rules of engagement may alternate instead of following a linear path given the ongoing COVID situation. The following section outlines a mix of contextually appropriate community engagement and capacity building guidelines to ensure effective implementation of SSSNP project cycle. However, the list cannot be exhaustive as situation on the ground is always fluid, and hence (as mentioned earlier in the document), the community mobilizers and implementation teams must stay alert to the need to improvise and deconstruct approaches of community engagement and capacity building. 4.1.2 Mobilization of project committees: • Reach out to the local authorities through 1-1 sensitization meetings in advance to make sure they fully understand the objectives of SSSNP and their role in mobilization and selection of community members for project committees • The focus must be on meaningful participation of women in project committees, not just ensuring their presence, as they face fewer opportunities to openly contribute to discussions and decision-making. Meaningful participation is when specific measures are taken to help women overcome barriers to voicing their opinions or contributing to decisions. This can done by ensuring that the meeting time and venue is always convenient for women members given their other responsibilities (ask them what is suitable); regularly encouraging female members to share their thoughts, especially by breaking away from gender stereotypes (such as women contributing only to what are considered ‘feminine issues’); actively acknowledging and appreciating their participation; having more women facilitators to create a safe space for female participants; sensitizing male project committee members on respecting everyone’s contribution, especially women (by explaining how it’s beneficial for the community) etc. • Communicate roles and responsibilities of Project Committees in simple, concise, and clear language – use Juba Arabic or local vernacular language wherever required. Community mobilizers selected from the project target areas will help to ensure locally sensitive and relevant communication to enhance the capacity of project committees • Observe COVID-sensitive rules of engagement for personal protection as well as mitigation of risks on members of communities • Identify conflict-sensitive and gender-sensitive community engagement adaptive and risk mitigation strategies (Refer to Annexure 1 on ‘Project Site-Specific Conflict Mapping’ and Annexure 2 on ‘Communication, Community Engagement and Capacity Building Risk Mitigation’) • Sensitize local stakeholders from the community (chiefs, elders etc.) who can act as sounding boards for validating the process of selection with due consideration on how to avoid ‘elite capture’ by minimizing participation of those individuals who can exert their powers to influence the process of identification and selection of committee members. Recognizing and effectively addressing the role of power and privilege in shaping participation and engagement is critical to ensuring inclusive participation and community cohesion. • Deliver the information in culturally appropriate and gender sensitive manner to avoid intimidating situations and conflict. Take into account the specific needs and challenges of women to modify the delivery of information, and engage with norm holders to sensitize them on the participation of women and girls. Wherever needed, organize women’s only meetings to provide them a safe space to voice their issues or men’s only meetings to sensitize them on encouraging women’s participation. • Ensure representation of local voices and inclusion of the vulnerable and differently-abled individuals to ensure legitimacy and accountability of the selection process • Choose venues that are open and easily accessible by all concerned – often a relatively informal setting that helps the community members to feel comfortable in expressing their views and allow for social distancing. The selection of venue and timings of the sessions should consider women’s reality and constraints. These should be set after consulting with the female committee members. • UNOPS community mobilizers to observe and document process of selection to collect evidence (as much as possible through videos, interviews, photographs, notes) to ensure transparency and accountability • Always take prior consent of the subjects for taking their photographs, recording interviews or video clips. At the best, ‘release forms’ can be developed to avoid potential issues arising out of coverage and documentation through recording and videography 4.1.3 Training and sensitization of project committees, chiefs, elders, and faith-based organizations: • Provide clear and concise information on the roles and responsibilities of each group and expectations from members at each stage of project execution, e.g., how to mobilize people for targeting, community validation, registration so that nuances related to salient features of the direct income support are unpacked and well- understood • Use principles of adult-learning and self-directed learning techniques when dealing with chiefs, elders and faith-based organizations • Include ‘storytelling, ‘role play’ and ‘mock-up’ scenarios based on actual ground realities to ensure participants relate to the issues, identify nuanced community behaviors and internalize learning, e.g., conflict situations emanating from targeting and validation processes are often multi-layered and unique with respect to specific community groups • Explain ‘eligibility criteria’ in a concise and clear manner, which is significant to enable effective community cohesion • Sensitize them on the basics of gender, GBV and the need to focus on gender equality. • Emphasize why there’s a focus on women and how women’s empowerment empowers the whole community and how women support household welfare. • Advocate them as local champions to transform the negative perceptions against the participation of women and ensure buy-in. • Sensitize them on – i) building shared household objectives between men and women, ii) recognizing women’s labour and contribution, iii) promoting equal division of labour, iv) changing cultural beliefs like the normalization of violence, and v) ensuring equal opportunities, such as by investing in girls’ education. • Empower local community structures, especially women-led organizations, to connect with government services. Such structures can help sensitively report cases and facilitate referrals, given the reliance of the community on informal channels of reporting GBV. • Emphasize the role of formal channels of support in GBV cases, such as police, hospitals, and government helplines. • Clearly spell out the role of the GRM in transparency and social accountability needs through capacity building sessions. How the GRM plays out in practice, providing the right to complain to an individual community member is an area that requires focused discussion • Focus on conflict resolution methodologies to ensure members of project committees can navigate, ensuring conflict-sensitivity as well as effective resolution • Apply COVID-sensitive rules of engagement to ensure trainings do not exceed 10-15 or prescribed-member limit • Make a list of ‘negotiable’ and ‘non-negotiable’ variables and communicate clearly to the members of community during mobilization from the beginning and throughout the community engagement process Negotiable factors can be influenced, for example timing of cash payment and non-negotiable factors are those parameters that have already been decided and fixed e.g., ‘eligibility criteria’, ‘value of the cash transfer’. 4.1.4 Special role of youth and former group leaders (particularly women) from the previous safety net project (those that are prospective non-beneficiaries): • Sensitizing and including youth in mobilization activities offers entry points to vibrant and energetic engagement. Provide opportunities that are social, light-hearted and enjoyable – with due consideration to COVID-sensitive measures of social distancing, etc. • Women beneficiaries from past safety net projects (SNSDP, SSSNP) can act as role models to promote the inclusion and empowerment of more women and girls • Engage and sensitize youth on gender and GBV issues, specifically shared household objectives, conflict resolution, and creating a safe environment for women and girls • Youth can also help in ‘crowd control’ at points of community congregation for registration, validation, cash distribution and hence needs to be well-trained. • Similarly, former ‘Group Leaders’ can be effective sources and conduits of information and local resource to rely on for community mobilization in times of COVID • Given the explicit limitations with respect to timeframe, staff resources and financial constraints, the role of youth, group leaders will be instrumental as there will be times when the available resources on-the-ground can be challenged given the additional measures regarding COVID. 4.1.5 Good practices of CECB for targeting, registration and enrolment: • Carry out advance and forward campaigning to inform, consult and engage communities and stakeholders to build their understanding • Train and sensitize relevant project committees and community mobilizers, especially on gender and GBV issues • Ensure clarity in communication in order to simplify and demystify eligibility criteria, rights and responsibilities of beneficiaries • Adhere to social safeguards to ensure inclusion of vulnerable women through building a gender-sensitive understanding to mitigation of GBV risks, including how to access methods of GRM and referral pathways. More information is available in Tools 4 and 10 of the CECB toolkit. • Mainstream COVID-compliance principles • Mobilize additional support from youth groups, former SNSDP group leaders (non-beneficiaries) • Encourage a two-way communication to let beneficiaries express their concerns, complaints and grievances, ensuring trust and credibility in the project • Encourage the participation and inclusion of women and girls by addressing accessibility barriers like lack of mobility, lack of identity documents, competing responsibilities or language barriers. • Ensure a spirit of peaceful cooperation through listening and responding in local dialects 4.1.6 Beneficiary mobilization and engagement for cash distribution: • Communicate cash value ($2.7 per household per day for 15 days a month with a lumpsum release of $81 on two-months basis during COVID and payable in SSP), timing, location and predictability of cash payment to ensure standardization in delivery of cash and clarity in information to the beneficiaries • Inform local stakeholders 1-2 days before the actual cash distribution timing (as per the usual best practice of the SNSDP). This provides less room for streamlining community mobilization processes. However, late disclosure of payment schedule does help to maximize security and safety of beneficiaries and integrity of the cash distribution process. It is therefore recommended that since the initial payments are confined to Juba – the process can be better streamlined and going forward, it can be further improved to make it more robust for beneficiaries. • Ensure predictability of payments through timely communication to beneficiaries. The sudden change in schedule may contribute to stress and GBV. Therefore, communicate any change in schedule in advance, and to the extent possible, try to meet the set timelines to avoid conflicts. • Process cycle of cash disbursement must be fully explained to chiefs (for rural areas), community elders and beneficiaries to enable efficient delivery. Relevant tools and IEC materials will further assist and augment to this end. • COVID-sensitive mandatory standards during cash distribution (e.g. through the use of mega-phones; visually strong (roll-up) banners need to be explained through a consistent and repetitive beneficiary engagement process to ensure improved recall and adherence. • Understand and pre-empt risks involved during cash distribution to ensure timely mitigation. • Proactively identify and mitigate any GBV risks during cash distribution by creating safe payment points, sensitizing payment providers, and ensuring safe transfer/transport to payment sites. This will prevent the risk of opportunistic harassment against women and girls. 4.1.7 Sensitizing on GRM methods of filing complaints and raising grievances: • Carry out targeted mobilization and beneficiary engagement on GRM methods (including helpline as it gets functional), particularly through the Appeals Committee and Community level Development Committees. The process of complaint and grievance redress must be explained and reinforced through relevant IEC materials (FAQs, take-home illustrated leaflets, illustrated posters, etc.). • Capacity building on usually suspected complaints and grievances needs to sensitize communities on how to approach and access the project e.g., exclusion errors, types of grievances, etc. • Consider articulating a clear set of commitments with respect to GRM e.g., how and when feedback will be available; how much time it will take to respond to a complaint or grievance; how does a complaint and grievance gets documented and lodged into the system; how will the project’s focal person for GRM (including GBV Focal Points) work with the community to find solutions to the conflict; who do the beneficiaries need to reach out in case they need to update information, etc. • Communicate the GBV-sensitive GRM guidelines and process to beneficiaries, to effectively help report and redress GBV cases. 4.1.8 Addressing GBV risks through targeted CECB: • Sensitization of GBV risks crosscuts throughout the project cycle and efforts to respond to GBV as a top priority will be addressed through targeted awareness campaign carried forward by project committees, key stakeholders, local community, designated GBV Focal Points and through household mobilization visits to build implicit and conscious understanding of GBV issues, risks and available mitigation mechanisms • Adherence to best practices, social and cultural norms through sensitizing ‘women-only’ and ‘men-only’ groups on GBV must be given due consideration as per local realities • Capacity building on available referral mechanisms and GRM for survivors and victims of GBV needs to be embedded through the project cycle, with specific emphasis on the GBV-sensitive GRM • Awareness building of local communities through IEC materials, interactive and indigenous modes of community outreach (in partnership with community based and UN Agencies – UNFPA, UN Women) will be carried out through social messaging to build a nuanced understanding of GBV risks and how to address them • In addition, communicating relevance of cash transfers for women’s economic empowerment will help to impart dignity, voice and agency to women • Engage men on: i) building shared household objectives, ii) recognizing women’s labour and contribution, iii) promoting equal division of labour, iv) changing cultural beliefs like the normalization of violence, and v) ensuring equal opportunities, such as by investing in girls’ education. • Refer to Tool 4 of the CECB toolkit on promoting a gender-sensitive approach in the delivery of the project • Refer to Tool 10 of the CECB toolkit on effectively managing GBV and sexual exploitation and abuse/sexual harassment risks 4.2 Scaling up to LIPW • As the restrictions related to the COVID contagion are lifted, the LIPW will be rolled out through a targeted CECB Plan, employing a three-pronged phased approach of: 1) Conflict-sensitive and gender-sensitive community mobilization and engagement through targeted community meetings in the form of relevant community gatherings (as allowed). However, due regard to the COVID-sensitive SoPs would still apply to ensure mitigation as the risk would likely still be there; emphasis would be to communicate rules of engagement with PWs components, gender-sensitive norms and inclusion of women; mobilization to identify PWs projects 2) Targeting and community validation through enhanced community awareness and involvement of women to ensure their inclusion 3) Enrolment and implementation of the PWs projects through targeted engagement to ensure adherence to work norms, gender-sensitive culture of respect and dignity to encourage equity and of participation from women, communication of compliance / attendance protocols 4) Sensitization on GRM and GBV reporting mechanisms through relevant modes of engagement and delivery channels, including emphasizing the GBV-sensitive GRM 5) Sensitization of committee members and beneficiaries on the project codes of conduct related to GBV, specifically also related to LIPW activities. 6) Ensuring a GBV-sensitive public works setup by keeping the work sites closer to home; requiring travel only during daylight; selecting work timings that are convenient for everyone, particularly women; enforcing shorter work periods for women; and including childcare provisions. 7) Support to communicating the payment and cash distribution cycle to ensure accountable and timely distribution of cash 8) Build and enhance through the ongoing support to the Cash Plus components 4.3 Community engagement and capacity building on Cash Plus • As the complementary support under the “plus� approach is mainstreamed into the SSSNP in all project locations, the CECB Plan supports the implementation of cash plus components on WASH, ECD, Nutrition and Financial Literacy through a flexible, COVID-compliant and phased approach designed to deliver targeted and light touch messaging. • All the cash plus modules integrate a gender and GBV-sensitive approach throughout. The modules also include an introductory gender and GBV session with guidelines for facilitators as well as content for beneficiaries. • The key target group18 for the delivery of complementary cash “plus� activities are the beneficiaries of the SSSNP under component 1 (LIPW) and Component 2 (DIS). However, it is expected that the “ripple-effects'' of the cash plus messaging and training will benefit the community at large. While participation in the “plus� activities was originally envisioned as mandatory for LIPW beneficiaries and encouraged for DIS beneficiaries, during the current COVID pandemic, attendance to cash “plus� messaging will be encouraged but not mandatory for either categories of beneficiaries. However, the requirements for attendance vis a vis cash 18 Cash Plus Plan for the Roll-Out of Activities during COVID-19, November 2020 transfers will revert back to the original plan for the LIPW beneficiaries once COVID risks are deemed to be reduced. • The CECB methodology to deliver and implement cash "plus" during COVID will closely follow all risk prevention guidance as mandated by the MoH and WHO and is anchored in the following guiding principles: 1. Use a flexible, lean and adaptive approach that resonates with risk mitigation expectations during times of COVID, offering ease of implementation 2. Follow a GBV-sensitive approach that promotes the inclusion and empowerment of women, and mitigates any potential GBV risks 3. Offer value and relevance through consciously identifying local issues with respect to the cash "plus" components and tailor messages accordingly to ensure greater understanding and buy-in 4. Employ phased, simple and light touch communication through making use of nimble and light touch delivery to ensure a fast learning curve. A phased approach will help to avoid information overload and duplication (since other development partners, e.g., UNICEF are already implementing similar campaigns on cash "plus" components). The objective is not to overwhelm the end beneficiaries by breaking down the delivery into simple and easy to implement actions. 5. Collaborate and 'co-create' through tools and techniques of adult learning methodology such as storytelling; sensitizing through experience sharing; development of illustrative tools to encourage aspirations and goal setting; role play inviting the beneficiaries to co-create cash "plus" learning and knowledge, while taking 'co-responsibility' to ensure greater ownership and sustainability of behaviors. The adult learning tools can also be used to sensitize men and norm holders on gender and GBV. 6. Build a cohort of 'mentors' (master trainers) from within the community, particularly beneficiary households to coach and cascade a process of learning among the rest of the beneficiaries. Try to have as many women master trainers as possible. Also sensitize all master trainers on the basics of gender and GBV, to build their capacity for ensuring the participation of women and girls in the programs. 7. Smart and blended learning will deliver cash "plus" messaging through a creatively conceived and consciously designed integrated campaign for providing awareness and ease of learning, e.g., replace technical concepts with easy-to-learn rules of thumb delivered under a common umbrella framework involving an overarching creative campaign that is easy-to-understand, easy-to-recall and easy-to- implement. Focus should be on key messaging and behaviors on various cash "plus" aspects, such as simple actions that may focus on hand washing, personal hygiene, managing household expenses, separating needs from wants, developing a household budget, nutrition for newborn, ante-natal care, exclusive breastfeeding, etc. pulled out from the cash "plus" manuals 8. Empower through practical knowledge by making use of easy-to-use guidelines, toolkits/manuals and solutions, including best practice examples from other countries and in-country programs, to enable effective learning and build a cohort of mentors (master trainers) for application of learned concepts and behaviors across the chain of cash "plus" components. 9. Ensure gender-sensitivity and inclusiveness by promoting the participation of women and providing for women-only or men-only sessions where needed. Tools and Delivery Channels for Community Engagement The choice of tools and delivery channels for community engagement is informed by the characteristics and literacy levels of local communities and beneficiary households. The following matrix 19 maps the availability of relevant tools and delivery channels vis-à-vis key considerations for their relevance in community engagement. Tools and Delivery Channels Key Considerations Radio Campaign Mega Phones, Loud (subject to ▪ Channels that are frequently airtime cost) speakers & mobile Radio Public Service used by target communities trucks/ motorbikes Announcements ▪ Level of literacy Mobils phones, SMS ▪ Cultural considerations Community Radio Mobile cinema ▪ Geographical spread of target Relevance communities & Cost ▪ Capacity of implementation teams, time and cost Wall murals Community ▪ Channels used by other mobilization Drama and theatre Community meetings agencies Billboards, posters and Community influentials flyers (Illustrated) ▪ Inclusive outreach to ensure Households visits Information desks participation of vulnerable Noticeboards groups and women 5.1 Making use of selected delivery channels for community engagement • Communications and delivery channels, format and content need to resonate with the information habits of the local communities and beneficiaries • Communication and delivery channels should reach different stakeholder groups, especially women and girls • Communication among the local communities in South Sudan is more grounded in oral tradition and hence interpersonal channels of communication and outreach need to be given preference as primary modes of information delivery and engagement • Preference for accessibility is often the known channels that are also seen more credible. Beneficiaries value information from the trusted sources. Therefore, build on committee members, community mobilizers, elders and chiefs (particularly in rural areas) as local influencers • Effective stakeholders’ management and engagement, including national and local governments, tribal leaders, chiefs and humanitarian agencies would further help to dissolve and bridge communication barriers and provide clarity to enhance community engagement • In addition to interpersonal communication, following are delivery mechanisms that offer an effective means for reinforcement, awareness and sensitization in the context of South Sudan. The decision to use a particular medium is further based on the local realities, relevance and practical knowledge of the SSSNP field teams. In addition, a particular delivery channel needs to be pre-tested to gauge its perceived effectiveness for communities before putting it to a formal use. 19 Informed by ICRC Community Engagement and Accountability Strategy for South Sudan 1. Megaphones / Loudspeakers / Bikes with mega-phones: A tried and tested delivery channel to target large groups and wider population (particularly during COVID-19) in rural and urban areas. A preferred method to reach out to groups with low levels of literacy through the use of local language to ensure better understanding, recall and reinforcement. 2. Community mobilization meetings / focus groups: An interpersonal (two-way communication) and the most preferred means of sensitization. Provides space for conversation, elicit feedback and face-to-face interaction. 3. Community household’s door-to-door visits: An effective means of persuasive communication – however, carries operational cost and hence both resource and time intensive in addition to not being COVID-sensitive. Consider in specialized and unavoidable situations, for instance to reach out to the extremely vulnerable and disabled beneficiary households to address exclusion. 4. Visually illustrated IEC materials: Leaflets, posters and flash cards can help to reinforce messages, offer visibility and recall as visual aids, e.g., to emphasize GBV referral mechanisms; GRM methods; payment process, eligibility criteria and communicate Cash Plus behavioral messages through simple and powerful illustrated visual vocabulary that resonates with local culture, pictorial symbols and practices. Otherwise, text-based IEC materials carry low impact with illiterate communities who cannot read and hence recommended to be avoided. However, for intermediary stakeholders such as committee members, faith-based leaders, chiefs – IEC materials like leaflets, FAQs serve as useful information guides and resources to help communicate better. Available and relevant modes of delivery channels Credible and trustworthy sources of information. Includes 1. Official & SSSNP Staff, Committees, Service delivery points e.g cash interpersonal distribution; help-desks / GBV Focal Points / Toll-Free Helpline Community elders, chiefs and social networks /self-help groups; 2. Indigenous Faith-based organizations (Church) Megaphones / Bikes with loud speakers Wall murals / wall chalkings; strert theatre 3. Reinforcement Radio, SMS, WhatsApp. Mobile Cinema/Theatre, Landline Phone Channels Youth groups; other humanitarian comms, e.g. IRC, Unicef Illustrated brochure, leaflets, flash cards, posters 4. IEC Materials FAQs (for stakeholders) 5. Wall chalking and murals: Work well with delivery of cash plus messages, e.g., hand washing and behavioral change communication; if illustrated and painted well, can be a lot more engaging than leaflets to ensure relevance to local culture, association and recall. However, requires time and good capability to translate ideas into wall art /murals. Local artists from target communities could be engaged. 6. Radio: Community radio networks enjoy coverage and listenership to be used as a popular vehicle for reinforcement and recall; inexpensive medium; has more resonance for urban areas than rural particularly with respect to SSSNP beneficiaries; radio call-in programs; interviews of key spokespersons and public service announcements (e.g., Cash Plus messages) in local language; radio dramas, radio chat shows, etc. The use of radio requires planning and trained communications team. 7. SMS and Pre-recorded audio messages: Mobile usage and penetration is increasing – however, network coverage is minimum when it comes to SSSNP beneficiaries; can be piloted for urban areas (Juba – along with the mobile money pilot) to see the level of uptake; best practice from other country contexts suggest robo calls and audio messages can be more effective, if practically possible 8. Mobile cinema, street theatre, storytelling: Can be alternative and engaging sources of engagement given the practical, ground-realties allow, including time and resources at hand. 9. Phone-landlines / Helplines: Can be an instant way to connect if available and functional – particularly for GRM and GBV related communication A matrix on Visibility Plan and Roll-out of CECB Tools (Annexure 6) provides list of relevant tools and channels recommended for both strategic communication as well as community engagement. The given tools and relevant delivery channels are proposed to support the visibility requirements and community engagement needs over the course of a year. A stocktaking exercise to gauge the impact and effectiveness of the proposed plan from time to time will help to further guide the implementation of the plan over the life of the Project.A matrix on recommendations for preventing and mitigating GBV in safety net programs has also been included below, to provide details on what needs to be done, who are the target group, the means to implement measures, and entry points in safety nets, specifically community engagement. This is based on an extensive primary data collection exercise conducted in Yei and Melut counties. Source: South Sudan Safety Net Project GBV Data Analysis Draft road map for implementation of CECB Plan The proposed road map for the implementation of the CECB Plan is guided by the operational cycle of the SSSNP, given that the role of the CECB Plan is not to act as a prescriber for change but as a catalyst or facilitator to ensure effective implementation of the SSSNP through enhanced community engagement. Evolution of the CECB action plan across the Project Cycle Registration, Direct Mobilization Targeting Validation Enrolment, income Payroll Cash Plus Support LIPW GRM, COVID-sensitive, social safeguards and mitigation of GBV risks cross-cut The road map envisages a short-term pilot roll out in Juba based on which further scale up and expansion is proposed to be facilitated. Between the virtual launch of the SSSNP in Juba and its roll out in the first seven counties to the eventual scale up to the 3 new counties (in the former opposition-held areas), the CECB Plan will support through a phased approach of targeted community engagement and visibility, as illustrated in the following table. The purpose is to enable and support a seamless process of implementation and transition from one stage to another within the project cycle, ensuring efficiency, transparency and accountability through enhanced community engagement. Phase-1 Key Actions A PRE-LAUNCH / FORWARD - Build capacity of staff to act as ambassadors of SSSNP CAMPAIGN ON SSSNP - Carry out a virtual launch of the project (Already explained in section 3.1) at strategic level. Also Key Objective: to sensitize refer to Annexure 4. and build collaborative - Identify key stakeholders, sensitize and build their capacity to act as champions of SSSNP. Also support for the launch of refer to Annexure 3. SSSNP - Mobilize and set up Project Committees, build their capacity, positioning them as a ‘bridge’ between the SSSNP and communities - Sensitize and mobilize staff to act as champions for gender and GBV, by promoting the inclusion and empowerment of women and girls Phase-2 Key Actions LAUNCH OF SSSNP & CECB - Reinforce and leverage local partnerships with stakeholders - Carry out stakeholders’ forums to launch the project at the community level Roll-out CECB Plan at - Launch community mobilization, targeting and validation campaign community level and launch - Mobilize beneficiaries for registration through display of eligible beneficiary lists DIS - Follow up with registration, launch of Payment Model & GRM (Test roll out of “Plus� components) - A comprehensive CECB Toolkit accompanies the CECB Plan for further guidance. - Mobilize stakeholders to follow a gender and GBV-sensitive approach as laid out in the CECB toolkit and project material Phase-3 Key Actions POST-LAUNCH OF SSSNP & - Reinforce DIS, Cash Plus and LIPW (when appropriate and as COVID restrictions are lifted) CECB - Carry out stakeholders’ forums to build momentum for “Plus� campaign Roll-out “Plus�, LIPW & GBV - Complement ongoing DIS activities, finding inroads for Plus Sensitization Campaign - Follow up through household visits; collaborate with UNICEF’s social mobilizers where possible Draft roadmap for the implementation of the CECB Plan 1.Sensitization of >>> 2. Pilot the CECB in Juba >>> 3. Scale up outside Juba >>> 4. Monitor activities >>> 5. Refine and tailor >>> staff & stakeholders for scale up to 3 new counties ▪ Pre-launch orientation and ▪ Rapid roll-out / piloting of the ▪ Develop finalized IEC ▪ Collect and analyze data ▪ Develop launch materials ToT workshop with staff on CECB mobilization activities in materials and implement in 7 through the TPM ▪ Test and iterate rolling out of BOS and around Juba (Targeting, counties registration and enrolment) ▪ Enable the CECB Plan to work ▪ Agree on roles, ▪ Document lessons, across geographies and new responsibilities & deliverables ▪ Develop and pretest relevant beneficiary stories for PR and counties delivery channels, IEC wider dissemination ▪ Stakeholders’ engagement materials, key messages and orientation sessions ▪ Iterate, incorporate ▪ Coordinate a virtual launch of improvements and finalize SSSNP in Juba campaign materials for scale up to other counties ▪ Collect lessons and conduct a refresher session/workshop with staff to upgrade and improve CECB Plan before roll-out to other counties ▪ Work with PSP to launch payments / cash distribution Ongoing coordination between communications, UNOPS implementation and World Bank teams >>>>> Coordination between UNOPS, World Bank and Field Teams IEC material and delivery channels deployments Coordinate for implementation in counties outside Juba and during the roll-out phase new counties ▪ Design and develop products for the roll-out ▪ Regular interaction with technical staff (Mobilization, ▪ Periodic updates on status and next steps ▪ Select vendors (e.g., printers, videographer, etc.) Targeting and Enrolment, Payments, GRM, GBV, Cash Plus/LIPW) ▪ Manage production of IEC materials (as required) ▪ Ongoing updates and upgrades COVID-sensitive measures for Community Engagement Guidelines on Adaptive Approach to Pandemic20 APPROACH TO CECB KEY PILLAR ACTIVITY COVID-SENSITIVE KEY CONSIDERATIONS APPROACH TO CECB STRATEGIC National Launch of Organize a virtual launch Closed group of invitees ENGAGEMENT SSSNP at Juba event through a webinar Invitation only Limit to high profile individuals Seek confirmations Send a reminder two days before the event Use the platform of WebEx Share WebEx software and connection details; make sure participants are well- conversant with it Arrange for attendance venues with good internet connection Stakeholders’ Forum Targeted and virtual In case virtual engagement is not possible, outreach (wherever limit the number to 10-15 participants. • General possible) to limited Include basic COVID-19 instructions in the awareness and number of participants invite sent to participants; mentioning to sensitization session stay at home in case sick; risks for elderly • Capacity building Follow basic COVID-mitigation measures: and training Hand hygiene; Use of hand sanitizers; sessions tissues; disposable facemasks; disinfectants; avoid handshakes and physical greetings; observe physical distancing of staying 2 meters/6 feet apart; avoid touching face, eye and nose, and surfaces; disinfect surfaces, such as table counters, doorknobs, laptops, etc. Print and display COVID-19 awareness & prevention materials prescribed by WHO, CDC and Ministry of Health (MoH) South Sudan: 20The given guidelines will be further informed by the POM and COVID Adaptation Project paper available with the UNOPS Project implementation team. a) FACTSHEET: What you should know about COVID-19 to protect yourself and others https://www.cdc.gov/coronavirus/2019- ncov/downloads/2019-ncov-factsheet.pdf b) How to protect yourself and others https://www.cdc.gov/coronavirus/2019- ncov/prevent-getting-sick/prevention-H.pdf A series of forums for Follow CDC prescribed COVID-19 small groups (8-10 Community Mitigation Guidelines participants) e.g., GRSS, https://www.cdc.gov/coronavirus/2019- UN Agencies, Media, Civil ncov/faq.html#Community-Mitigation Society, etc KEY PILLAR ACTIVITY COVID-SENSITIVE KEY CONSIDERATIONS APPROACH TO CECB OPERATIONAL SSSNP Staff Organize virtual Use available and officially prescribed ENGAGEMENT sensitization on Basic sensitization sessions on: platforms (WebEx, Teams, Zoom, Google, COVID-mitigation etc.) preparedness and General awareness on protection measures COVID-19 mitigation Follow basic COVID-mitigation protocols: measures Hand hygiene; Use of hand sanitizers; tissues; disposable facemasks; disinfectants; SOPs for Staff on avoid handshakes and observe physical SSSNP Staff protection and distancing to stay 2 meters/6 feet apart; sensitization on preparedness to mitigate avoid touching face, eye and nose, and Community COVID19 risks for rolling surfaces; disinfect table counters, Engagement COVID- out CECB Plan doorknobs, laptops, etc. 19 Guidelines SOPs on COVID-19 Make use of COVID-19 awareness & Community Mitigation prevention materials prescribed by WHO, Guidelines (as prescribed CDC and Ministry of Health (MoH) South by CDC and adapted in the Sudan: context of SSSNP) a) WHO Guidelines: https://www.who.int/docs/default- source/coronaviruse/advice-for-workplace- clean-19-03-2020.pdf b) FACTSHEET: What you should know about COVID-19 to protect yourself and others https://www.cdc.gov/coronavirus/2019- ncov/downloads/2019-ncov-factsheet.pdf c) How to protect yourself and others https://www.cdc.gov/coronavirus/2019- ncov/prevent-getting-sick/prevention-H.pdf c) CDC prescribed COVID-19 Community Mitigation Guidelines https://www.cdc.gov/coronavirus/2019- ncov/faq.html#Community-Mitigation Staff ToT on CECB Organize virtual ToT Use available and officially prescribed Plan platforms (WebEx, Teams, Zoom, Google, etc) Regular staff Limit to virtual meetings Use available and officially prescribed meetings platforms (Teams, Zoom, Google Meet, WebEx, etc) In case of physical meeting, follow COVID-19 awareness & prevention guidelines prescribed by WHO, CDC and Ministry of Health (MoH) South Sudan (as mentioned above) Field Team and Sensitize on COVID-19 Develop a Field Mobilization Toolkit on Community Community Mitigation COVID-19 Community Mitigation Guidelines Mobilizers Guidelines (as prescribed by WHO, CDC, MoH SS) Community Visits Use PPE as per WHO standards KEY PILLAR ACTIVITY COVID-SENSITIVE KEY CONSIDERATIONS APPROACH TO CECB COMMUNITY Formation and General awareness on Follow basic COVID-mitigation measures: ENGAGEMENT AND Training of Project COVID-19 mitigation Hand hygiene; Use of hand sanitizers; CAPACITY BUILDING Committees (Quarter measures tissues; disposable facemasks; disinfectants; Council Development avoid handshakes and physical greetings; Committee, Appeals SOPs for Committee observe physical distance of staying 2 Committee, Members, Chiefs, Elders meters/6 feet apart; avoid touching face, Beneficiary and FBO representatives eye and nose, and surfaces; disinfect Registration on protection and surfaces, such as table counters, door Committee), Mobile preparedness to mitigate knobs, laptops, etc. Registration COVID19 risks for rolling Committee) out CECB Plan Make use of COVID-19 awareness & prevention materials prescribed by WHO, Sensitization of SOPs on COVID-19 CDC and Ministry of Health (MoH) South Chiefs, Elders, Community Mitigation Sudan: Representatives of Guidelines (as prescribed Faith-based by CDC and adapted in the a) FACTSHEET: What you should know Organizations (FBOs) context of SSSNP) about COVID-19 to protect yourself and others https://www.cdc.gov/coronavirus/2019- ncov/downloads/2019-ncov-factsheet.pdf b) How to protect yourself and others https://www.cdc.gov/coronavirus/2019- ncov/prevent-getting-sick/prevention-H.pdf c) CDC prescribed COVID-19 Community Mitigation Guidelines https://www.cdc.gov/coronavirus/2019- ncov/faq.html#Community-Mitigation Community General awareness on Make use of COVID-19 awareness & mobilization by QCDC, COVID-19 mitigation prevention materials prescribed by WHO, Chiefs and Elders measures CDC and Ministry of Health (MoH) South Sudan (as mentioned above) For household visits observe basic COVID-19 SOPs on COVID-19 mitigation measures, e.g. face masks; Community Mitigation gloves; avoidance of handshakes and Guidelines (as prescribed touching of surfaces (e.g. doorknobs); use of by CDC and adapted in the hand sanitizers; enquire in case there is a context of SSSNP) sick household member; ask COVID-related Annexure to be attached) questions to make sure the household is already aware; ask whether sensitization on RCCE by UNICEF’s Community Mobilizers who visit house-to-house is done; if not, carry out a short sensitization session on COVID-19 and observe physical distance of 2 meters from others; fast track household discussion and try to spend less time to minimize risk to exposure; etc. Community groups to be limited to 10-15 members. Use basic PPE (Face Masks, Disposable Gloves); carry hand sanitizers; set up hand washing stations at strategic points (make your own list of required equipment to set up a modular, cost-effective, easy-to-use handwashing point with soap, tissue paper and trash cans); observe physical distance of staying 2 meters apart Implement crowd control measures (where necessary): choose a large, open space to ensure physical distancing; use public address system e.g. loudspeakers, megaphones; put seating markers (chalked circles on the ground) for seating of individual community members, use of roll- up banners with visually-strong COVID- sensitive illustrated messages on physical distancing, avoidance of handshakes, face covering, coughing protocol, etc for general awareness; tag strategic points with place markers (e.g. handwashing stations, disinfection points etc) Beneficiary General awareness on For household visits observe basic COVID-19 Households COVID-19 mitigation mitigation measures e.g. face masks; gloves; Mapping measures avoidance of handshakes and touching of (by UNOPS) surfaces (e.g. doorknobs); use of hand Staff sensitization on how sanitizers; enquire in case there is a sick to carry out COVID- household member; ask COVID-related sensitive household visits questions to make sure the household is already aware; ask if sensitization on RCCE SOPs on COVID-19 by UNICEF’s Community Mobilizers who visit Community Mitigation house-to-house is done before making a Guidelines (as prescribed visit; if not, carry out a short COVID by CDC and adapted in the awareness session; observe physical context of SSSNP) distance of 2 meters from others; fast track Annexure to be attached) household discussion and try to spend less time to minimize risk to exposure; etc. Beneficiary targeting, General awareness on Implement crowd control measures as validation by Mobile COVID-19 mitigation above; limit number of community meetings Registration and measures to household or up to 8-10 members to Beneficiary ensure social distancing and COVID-sensitive Registration Teams Staff sensitization on how mitigation measures to carry out COVID- sensitive targeting and validation SOPs on COVID-19 Community Mitigation Guidelines (as prescribed by CDC and adapted in the context of SSSNP) Annexure to be attached Cash Plus Make use of COVID-19 awareness & Complementary prevention materials prescribed by WHO, Services CDC and Ministry of Health (MoH) South Sudan (as mentioned above) Cash plus activities are translated into visual key messages to be delivered during cash distributions. Number of participants in a session is limited to 15 beneficiaries per group Encourage all participants to use the necessary PPE (masks) and sanitize and/ wash their hands before joining the session. Attendance to the cash plus activities will be encouraged to all beneficiaries and community members but not mandatory The amount of time per session is 30 Minutes Cash Distribution General awareness on Minimize use of paper money and employ COVID-19 mitigation innovative ways to distribute cash e.g., measures mobile money, particularly in Juba due to availability of connectivity and relatively PSP’s sensitization on how improved access and literacy levels of to carry out COVID- beneficiaries to transact through mobile sensitive cash distribution money Make PSP’s agent’s fully compliant to SOPs on COVID-19 COVID-sensitive cash distribution; set Community Mitigation minimum standards mandatory to be Guidelines (as prescribed implemented under all field conditions. by CDC and adapted in the Attach penalty in case of failure to do so. context of SSSNP) Safeguards to be in place to prevent unnecessary exposure and contamination of surfaces e.g., in case where there is no alternative to biometrics Sanitize cash brought to the payment points Invite small groups of beneficiaries to visit payment points according to a pre- scheduled date, time slots to minimize numbers Deploy more staff to fast-track cash disbursement Follow basic COVID-mitigation measures and customize as per local realities: Hand hygiene; Use of hand sanitizers; tissues; disposable facemasks; disinfectants; avoid handshakes and physical greetings; observe physical distance of staying 2 meters/6 feet apart; avoid touching face, eye and nose, and surfaces; disinfect surfaces, such as table counters, door knobs, laptops, etc. Make use of COVID-19 awareness & prevention materials prescribed by WHO, CDC and Ministry of Health (MoH) South Sudan and adapt accordingly: a) FACTSHEET: What you should know about COVID-19 to protect yourself and others https://www.cdc.gov/coronavirus/2019- ncov/downloads/2019-ncov-factsheet.pdf b) How to protect yourself and others https://www.cdc.gov/coronavirus/2019- ncov/prevent-getting-sick/prevention-H.pdf c) CDC prescribed COVID-19 Community Mitigation Guidelines https://www.cdc.gov/coronavirus/2019- ncov/faq.html#Community-Mitigation Annexures 8.1 Annexure 1: Project Site-Specific Conflict Mapping Matrix Before the roll out of initial CECB activities, the SSSNP Community Mobilization Team will conduct conflict mapping of the specific area (Locations or Quarter Councils) as part of the initial Vulnerability Mapping exercise. The below template is developed for UNOPS project staff and community mobilization teams to serve as guidance on how to undertake conflict mapping of a given area. It is meant to be flexible, and therefore, it is expected that the template will be adapted to suit a particular situation and context, as needed. Conflict Profile & Causes and Triggers of Conflict Actors Conflict-sensitive Dynamics Conflict Community Engagement STEP 1 >> STEP 2 >> STEP 3 >> STEP 4 >> Why is there conflict? What drives it? Who is in it? What should SSSNP do about it? ✓ Develop contextual ✓ Understand and identify ✓ The most significant actors ✓ How will the given conflict understanding of a potential triggers and in the conflict context and dynamic affect SSSNP’s work particular FCV setting drivers of conflict. the relationships between and its beneficiaries? ✓ Is it in government- or ✓ These could be main issues these actors. ✓ How will the project ensure former opposition- that are causing grievances, ✓ What are the motivations that conflict mapping controlled areas? divisions, conflict and of key actors, and to whom considers the information ✓ Map broad conflict context violence. are they accountable? needs of those who are not (recent history, society, ✓ Consider gender, age and eligible but exist in proximity demographics, identity other identities when to the potential/target groups, gender norms, analysing the actors and beneficiaries? political systems, economy, their positions of power ✓ How will the project prevent cross-border dynamics within the given context and mitigate risks of GBV etc.). ✓ Identify and involve local, arising from conflict? How can ✓ Conflict trends: What influential stakeholders it ensure the safety of women factors can contribute to: who can act as enablers and girls in crisis? a) outbreak or further and interlocutors of ✓ Include adaptive approaches escalation of conflict (e.g., community awareness and to mitigate GBV risks for elections, worsening of cohesion women and girls (such as security situation, natural peacebuilding sessions with disaster, rise of inflation the community, focusing on and unemployment, shared objectives between increased price of basic men and women, providing commodities, etc.) safe transport to payment and OR b) de-escalation LIPW sites, increasing /easing of conflict (e.g., supervision of project sites to peace agreements, prevent opportunistic decrease in inter- harassment, strengthening communal conflict accessibility to GRM/helplines) Refer to Sections 2.2.2 and 3.1.1 ✓ Identify communication and Refer to Section 2.2.2 for Refer to Section 2.2.2 for community engagement further guidance for further guidance further guidance adaptive approaches tailored to the conflict dynamics ✓ Opportunities for peace and conflict resolution (processes, tools and people). Refer to Section 5 for further guidance. However, it is not an exhaustive list as tools and methods can be context-specific 8.2 Annexure 2: Communication, Community Engagement and Capacity Building Risk Mitigation Matrix Following is a risk mitigation template for the SSSNP operational and community engagement teams. This needs to be plotted along with conflict mapping (Annex 1) of a particular area to ensure risks pertaining to relevant communications and community engagement are identified along with context-specific mitigation strategies. This will not only strengthen effective understanding of the SSSNP’s features (eligibility criteria, targeting process, etc.) among local authorities and target communities and beneficiaries, but is also expected to reinforce efforts aimed at improved community cohesion, peacebuilding and unity. The given matrix is cited as a reference sample which was developed as part of the initial diagnostic assessment of community engagement and capacity building issues. Communication, Community Engagement and Capacity Building Risk Mitigation Strategies Project Activity FCV Risk Description Probability Impact Risk Index Mitigation Strategy (1-10) (1-10) (Prob x Impact) Project launch at Lack of involvement of key ministries 5 7 35 • Involve all the ministries in the initial planning for the national (Juba) level i.e. Gender, Agriculture, Local launch • Give them visible roles as inaugural and keynote speakers Government authorities, Physical to ensure buy-in and firm commitment from the Infrastructure etc. in the plan and Government of the Republic of South Sudan launch • Interviews from the Ministers to be aired through electronic media such as radio. • High level ministerial exposure visits to project sites on special occasions such as inauguration of an activity, etc Project launch at the Lack of support from the Governor/ 7 8 56 • All stakeholders including the governor should be briefed local govt/county level commissioners and line ministries at about the project and where relevant take their inputs • Regular briefings to the governor/commissioners on the the local levels for the project progress (including challenges) Formation of • Lack of incentives to the members 9 9 81 • Incentivize and motivate committee members through committees (County to participate in the committees non-monetary benefits, e.g. awarding with certificates of may result in lack of interest appreciation, project give-aways, experience sharing Core Team, Payam • Lack of gender balance in the 7 7 49 events, etc. Development committees (male and female • Ensure gender balance and encourage women to Committees, Boma ratio) participate and meaningfully engage in decision making Development • Lack of clarity of roles and • Sensitize and train committee members, developing clear 5 6 30 Committees (BDC), responsibilities understanding of their roles and responsibilities and Appeal committees, etc Codes of Conducts Training of national and • Inadequate understanding of the 4 6 24 • Devote sufficient time in the training of the committees local committees roles/responsibilities by the through a well-designed training program to ensure committees due to ad hoc training better understanding of their roles and responsibilities. of the members • Carry out periodic refresher training for committee • Lack of refresher training impacts members the performance of the committee members Community Lack of awareness and social 6 7 42 • Adequate focus on social mobilization to create mobilization by BDCs, mobilization around the project will awareness and facilitate participation among all groups, especially women and the elderly. chiefs and elders lead to low turnout of beneficiaries during community engagement which may lead to inclusion/exclusion errors Household mapping by Potential for malpractices by youth 7 7 49 • Incentivize youths during the mapping process youth volunteers to include their families in the mapping for benefits Inclusion of vulnerable Lack of awareness and outreach may 7 8 56 • Engage community leaders, community-based groups, particularly result in mistrust and disappointment organizations, elders and chiefs to reach out to vulnerable and marginalized groups to ensure their women, persons with posing a potential reputational risk to participation disability, marginalized the Project • Sensitize Project staff and committee members on how ethnic groups, etc to engage vulnerable groups through dialogue, FGDs and interpersonal communication 8.3 Annexure 3: Guidance on Stakeholders’ Mapping A broad definition of a stakeholder is a person, organization or a social group that can affect or is affected by an intervention or a program. Stakeholders have the power to set the course, influence and negotiate a change for a project or a program. Stakeholders have a crucial role in community engagement and social accountability of SSSNP. The communication ecosystem of safety nets in South Sudan consists of a multi-layered group of stakeholders at the national, sub-national and local level. Furthermore, the administrative structures at the center, peri-urban and rural levels are exposed to sporadic information while operating in a rapidly changing, fragmented, fluid and fragile environment. This largely results in an information disconnect and misalignment among stakeholders, limiting their capacity to work in a complementary and coherent manner. In addition, the role of chiefs, community elders, faith-based leaders etc. as interlocutors of community awareness and engagement is not optimally realized to facilitate effective community cohesion and unity. Recommendations21: • Stakeholders need to be mapped at various levels according to their spheres of influence, roles and responsibilities and subsequently sensitized through a systematic and participatory process to build their knowledge of the SSSNP. • It is essential to offer practical guidance to specific groups of stakeholders, particularly Payams and Boma Development Committees, Appeal Committees, and Community Support Teams to build their capacities in conflict-sensitive communication and mobilization skills, grievance management, risk mitigation, conflict resolution and negotiation skills. The role of Appeal Committees and Group Leaders is predominantly crucial with respect to GRM and hence they need to be mobilized through specialized training. • Stakeholders’ engagement mechanisms at the community level need to support a spirit of collaborative action among local representatives such as chiefs, community leaders, elders and faith-based leaders to realize their roles as interlocutors and brokers of peace, unity and change champions of community cohesion. • The focus must be on the meaningful participation of women in every aspect, be it in project committees, engaging women’s groups, or other female stakeholders. This involves going beyond merely ensuring their presence. Meaningful participation is when specific measures are taken to help women overcome barriers to accessing resources, voicing their opinions, exercising agency and contributing to decisions. This can done by ensuring that the meeting times and venues are always accessible and convenient for women given other responsibilities (ask them what is suitable); regularly encouraging female members and groups to share their thoughts, especially by breaking away from stereotypes (such as encouraging women to contribute to what are considered ‘male dominant/non-feminine issues’); actively acknowledging and appreciating their participation; having more women facilitators to create a safe space for female participants; sensitizing men on respecting everyone’s contribution, especially women (by explaining how it’s beneficial for the community) etc. Following is a brief description of stakeholders’ interest, power and sphere of influence. The SSSNP staff and community mobilization teams are advised to read through this in the context of SSSNP to identify relevant stakeholders groups and plot the given stakeholders’ engagement matrix. 21 Technical Note Informed by the Consultation and Diagnostic Mission on Community Engagement & Capacity Building Plan, February 2020 Advocates Key Players High interest High interest Low power High power Masses Context setters Interest High interest Low interest No power High power Low High Power a) High power and high interest (Key players) need to be given serious and dedicated attention. They are at the forefront and have the power and authority to influence the course of the project. These may include critical players and key drivers who will set the course for the project’s implementation. b) Low interest and high power stakeholders (Context-setters) may have little interest but the power for wider influence and awareness if an area comes under their radar, for example media. c) High interest and low power (Advocates) may not have authority, but carry deeper knowledge and energy to demand transparency and accountability e.g civil society groups; local influentials, etc. d) High Interest and No Power (Masses) relates to communities that need to be mobilized and educated to understand how the project impacts their lives, particularly the poor and vulnerable communities. 8.4 Annexure 4: Concept Note on the Virtual Launch of the SSSNP Proposed timeline (July 2020), Juba, South Sudan This note describes the proposed launch of the World bank funded South Sudan Safety Net Project (SSSNP) executed through a virtual interface. The purpose is to promote visibility of the SSSNP as a flagship development focused safety net intervention, emphasizing the commitment from the Government of the Republic of South Sudan in protecting the vulnerable communities and strengthening their resilience to shocks through safety nets while establishing a predictable and reliable safety net system in South Sudan, supported by the World Bank and UNOPS. 8.4.1 Background Social protection (SP) is an important pillar of the Government of the Republic of South Sudan’s strategy to fight poverty. Despite ongoing efforts, the persistent challenges of an economic and humanitarian crisis, wide-spread poverty and vulnerability, deepening food insecurity, repeated cycles of conflict and limited institutional capacity hinder the Government’s ability to deliver effective development assistance, including safety nets. The World Bank is committed to supporting the Government of the Republic of South Sudan's efforts to address the deeper challenges related to vulnerability and marginalization of the poor through SP interventions. This is aligned with the National Social Protection Policy Framework (2014) which emphasizes the role of safety nets in protecting the vulnerable communities and strengthening their resilience to shocks. To this end, the Safety Net and Skills Development Project (SNSDP) funded by the World Bank and implemented by the Ministry of Agriculture and Food Security, through two implementing partners, UNOPS and Action Africa Help-International (AAH-I), 22 established the foundations of a predictable safety net system in South Sudan and provided access to income opportunities and temporary employment by the poor, promoting inclusion and equity. In continuation of its engagement towards promoting inclusive development and strengthening the safety net system, the World Bank funded South Sudan Safety Net Project (SSSNP) aims to build on the experiences and lessons of the SNSDP ‘to provide access to temporary income opportunities to selected poor and vulnerable households and strengthen safety net delivery tools’23 in a conflict-sensitive manner in close coordination and collaboration with the Government and development partners, implemented by the United Nations Office for Project Services (UNOPS) as the direct recipient of the IDA24 grant. 8.4.2 COVID-sensitive adaptive approach through ‘Direct Income Support’ Given the recent outbreak of COVID-19, global evidence demonstrates that a pandemic of this scale is bound to exacerbate existing inequalities, increasing the risk of pushing the vulnerable and marginalized households into extreme poverty through the loss of incomes and livelihoods. It is well understood that the pandemic and its associated health emergency can have a devastating impact on the lives of the vulnerable in South Sudan, particularly the poorest segment of the society, unless they have a cushion to mitigate the economic risks. To this end, the rapid roll-out of the Direct Income Support component of SSSNP (through the implementation support of UNOPS) in Juba will be critical in adapting and responding to the increasing vulnerabilities resulting from the COVID-19 on the lives of the urban poor. Given that South Sudan is also moving forward in its efforts to consolidate peace and stability in the country through the establishment of the Transitional Government of National Unity, safety net is also poised to play a fundamental role in sustaining a gradual move from humanitarian approaches to inclusive development in the country. At the same time, the SSSNP will provide temporary relief and income opportunities to meet immediate needs of the vulnerable due to the imminent crisis of COVID-19, while strengthening the safety net delivery tools and local-level capacities for medium term recovery and longer-term development outcomes. 22 UNOPS implemented in the 6 locations namely, Bor, Torit, Kapoeta East, Pibor, Tonj South and Gogria West. While AAHI implemented only in Juba Municipality. 23 Concept Note on Enhancing SP Systems for Conflict Sensitive Delivery (ID: P169067) South Sudan, Africa 24 International Development Association The project is expected to help poor and vulnerable households to smooth immediate consumption gaps and avoid negative coping mechanisms due to shocks such as COVID-19, enabling cost-efficient and effective delivery of development support. Thus, given the World Bank’s enduring commitment to strengthening the delivery of safety net systems in South Sudan, the SSSNP presents a promising opportunity to deepen the long-trusted collaboration between the World Bank , UNOPS and the Government, as well as to reaffirm their roles as strategic partners in strengthening a reliable and predictable national safety net system. 8.4.3 Rationale to support the Virtual Launch of SSSNP Given the limitation and risks associated with organizing large gatherings, and observe social distancing measures, it is proposed to coordinate a virtual launch event for SSSNP, which will be moderated by the World Bank, with the purpose to highlight the commitment of the Government of the Republic of South Sudan towards social safety nets. and endorsement for the SSSNP. The launch will make creative use of a virtual platform 25 , which could be World Bank’s Video Conferencing facility/WebEx/Microsoft Teams to engage a pre-defined closed group of stakeholders to participate in the virtual launch event of SSSNP. 8.4.4 Objectives • The objectives of the launch event are stated as under: • Position SSSNP as a development focused safety net intervention aimed at strengthening a reliable, predictable and adaptive safety net system in South Sudan • Reinforce ownership by the Government of the Republic of South Sudan as a strategic partner in safety nets to ensure high-level policy and operational support for SSSNP • Highlight strategic role, commitment, and engagement of the World Bank in safety nets delivery within the context of South Sudan with an added emphasis on addressing the increasing vulnerabilities due to the COVID-19 on the lives of the poor and vulnerable communities • Clarify salient features of SSSNP, highlighting income support for livelihoods with a focus on complementary activities as well as safety nets delivery tools strengthening and local capacity building • Bolster collaborative support from development partners and UN agencies , (particularly USAID, DFID, Canada, WFP, UNICEF, UNHCR, UNDP, UNFPA, IOM etc.) as partners in inclusive development • Build a national (media) narrative on the role of SSSNP within the FCV and COVID context of South Sudan • Sensitize key stakeholders to develop a shared vision of safety nets with a particular focus on SSSNP 8.4.5 Methodology The proposed methodology will orchestrate a mix of pre-launch, launch and post-launch activities to deliver a drumbeat of key messages that complement the objectives of the launch of SSSNP: a) Pre-launch - Following WBG board approval of project: • Issue a press release, announcing the board approval and the project • Publish an opinion piece by the VP and coordinate virtual media interviews of VP and Ministers by international press (as deemed appropriate) • Reach out to counterparts from Government through a targeted virtual meeting/s: Explain the background and objectives of SSSNP and manage expectations to mobilize the Government of South Sudan as a ‘strategic champion’ and also for supporting the emergency response to COVID-19 impacts (through direct income support as part of SSSNP) in collaboration with the World Bank and UNOPS. Key counterparts from Government will include Ministry of Finance and Planning; Ministry of Agriculture and Food Security; and the Ministry of Gender, Child and Social Welfare. b) Launch - Organize and host the Virtual launch event in late July/early August 2020 (exact date TBC): 25Based on the technical advice from the World Bank’s internal IT team and Government of South Sudan on the appropriate choice of the online interface commonly accessed by key stakeholders • Invite a cross-section of closed and limited group of key stakeholders to the virtual launch, including key representatives from Government of South Sudan (national level), humanitarian and development partners, UN agencies, international non-government organizations, international and local media • Conduct an approx. 1.5-hour brief yet engaging launch ceremony with a pre-defined agenda (includes two keynote addresses and inauguration from Government of the Republic of South Sudan; a brief statement from the Country Manager, World Bank; a short presentation on SSSNP by UNOPS; a multimedia video, capturing the voices from the communities, particularly former beneficiaries of SNSDP). • Issue a press story for media coverage, highlighting the online launch and overarching endorsement from the Government of the Republic of South Sudan. c) Post-Launch - Follow-up with online dissemination and visibility: • Develop and disseminate a web story or a blog on the World Bank’s external websites; UN/UNOPS online portal • An article/opinion column in national media • Social media posts on UN/UNOPS, World Bank Twitter, Facebook, and LinkedIn handles (video-record short statements from Government of South Sudan, World Bank, UNOPS, etc.) and stagger their dissemination on social media 8.4.6 Participants • The proposed participants/guests will include representatives from: • Government of South Sudan (national) • Development and humanitarian partners (DFID, USAID, Canada, EU, ECHO, NGOs etc.) • UNOPS • World Bank • UN Agencies (WFP, UNICEF, UNHCR, UN-WOMEN, UNDP etc.) 8.4.7 Communication & dissemination support • Design and develop a virtual e-invite for event sign-up (in collaboration with IT support from World Bank) • Press release (EXT, World Bank) • Photography during virtual launch • Support in developing project presentation • Conceptualize and produce a short video, capturing the voice from the community • Media coverage • SSSNP Fact Sheet 8.4.8 Technical support will include: • Strategic guidance; technical organizational support and virtual set up by World Bank • Hosting of launch event and media outreach by UNOPS Team. 8.5 Annexure 5: Media Engagement and Visibility Plan 8.5.1 Introduction Following the successful virtual launch of the SSSNP on 28 July 2020 in Juba, it is essential to continue to enhance and build a positive perception about the role of the SSSNP through a visibility campaign. This note briefly describes the ‘visibility plan’ proposed as part of strategic engagement, which is also one of the key pillars of the delivery framework of SSSNP’s CECB Plan. As the first stream of cash payments is rolled out through the Direct Income Support component in Juba along with the Cash Plus activities, it is proposed to use the opportunity to further enhance the visibility of SSSNP among the stakeholders and wider audience in South Sudan. Secondly, the Project needs to continue to highlight the ownership of the Government of the Republic of South Sudan (i.e., Ministry of Agriculture and Food Security, Ministry of Gender, Child and Social Welfare etc.) as a strategic partner in strengthening the safety net systems in South Sudan. In addition, the visibility efforts will work towards developing a consistent narrative to communicate the Pro ject’s progress and achievements through various other streams of delivery channels like social media, print media, developing a Project’s web page linked with the UNOPS website, and visibility and promotional materials to distribute and disseminate to incentivize the stakeholders such as members of project committees. Media also has an important responsibility towards creating awareness on GBV prevention and response and positively shaping perceptions on gender among the community. This includes information sharing on reporting (e.g. GBV helpline numbers), referral services (e.g. hospitals, legal processes), and support services (e.g. shelters, crisis centers). Media can also shape perceptions by engaging men and norm holders in conversations on gender equality; conducting radio shows on improving family dynamics / conflict resolution; debunking common myths related to GBV; and highlighting positive stories of resilience and empowerment. Any media engagement on the topic must be done with a survivor-centric approach i.e. ensuring the safety, well-being, and confidentiality of the survivor. 8.5.2 Visibility Approach and methodology • Raise awareness through collecting and disseminating evidence from the field that brings out the human face of the SSSNP, e.g., through voices and experiences of the communities as they engage with the Project through community mobilization and other activities of the Project cycle • Follow the payment cycle trail through cash distribution points and identify a cross-section of project beneficiaries, e.g., vulnerable and female-headed households, persons with disability, children, and the elderly to capture their first-hand experiences and testimonials • Document interviews and endorsements (in writing or through video clips as convenient) of key stakeholders, which may also include a cross-section of high-level representatives from the GRSS and disseminate through relevant media outlets and delivery channels to further strengthen the narrative The overall goal of the visibility approach is to communicate on the progress and successes of SSSNP, while also highlighting challenges encountered during the delivery of activities. 8.5.3 Proposed Information Delivery Channels a. Social Media Given the media consumption trends, social media is a powerful tool to reach out to a wider audience, partners and donors, achieving scale and visibility. The Project will consciously employ UNOPS’ and World Bank’s social media handles (on Facebook and Twitter) to post testimonies from beneficiaries and stakeholders accompanied with relevant photos captured from the field. Comments and feedback from the posted messages will be analyzed and targeted messages developed in response. b. Project Webpage A project web page will be developed and hosted on the UNOPS website with basic information, results stories, news and announcements. This page will be periodically updated to reflect progress made on the project. Discussion will be undertaken with World Bank’s External Communications focal person to look at the possibility of linking up to World Bank’s South Sudan webpage. c. Electronic Media e.g., particularly Local Radio Stations (with good listenership) For a wider reach, interviews and live-call sessions (as possible) of relevant individuals will be organized and conducted on local radio stations and the national television (as possible), and delivered in a mix of English, Classic Arabic and Juba- Arabic. Radio stations include Eye Radio, Radio Miraya, City FM, Catholic Radio Network, that has sister stations in Tonj, Torit, and the South Sudan Broadcasting Corporation (SSBC). Interviews of high-level spokespersons representing key government institutions and implementation partners will be coordinated based on their consent and availability. UNOPS will coordinate with GRSS as deemed feasible. This also includes members of the NAC and NTC, including the national and state ministries of Agriculture and Food Security, Gender, Child and Social welfare, Finance and economic planning. d. Newspapers Coverage Quarterly press releases and stories will be published on SSSNP’s achievements and major events in project areas, e.g., project’s activation of community mobilization, cash distribution, stakeholders’ meetings related to ongoing implementation will be given periodic coverage. The two most circulated and widely read English newspapers in the country; Juba Monitor and The Dawn will be used for the purpose. e. Documentation of Success Stories At different stages of implementation, the project team in partnership with national and local government partners will conduct a range of events, such as training, meetings, project launches in the different target locations. Where necessary, these stories will be documented with visual references and disseminated through social media, project web page and as stand-alone success stories. UNOPS community mobilization team, with support from the SSSNP Communications Specialist, will identify and pick stories from the field as they proceed with implementation. f. Promotional & relevant IEC materials Project branded materials such as T-shirts, caps and water bottles will be designed, produced and distributed among key stakeholders, including project committees, government counterparts and staff. A Project’s Fact Sheet has already been produced, which will be updated from time to time. Banners, posters and signposts will also be designed and displayed at project sites and events. 8.5.4 Proposed frequency and schedule No Channel Frequency Responsibility Technical Support 1. Social media posts 2-3 / Monthly 2. Project webpage Develop and upload (October UNOPS World Bank on need 2020) basis. Update periodically on need basis 3. Newspaper coverage � Issue PRs on need basis � Monitor media coverage on quarterly basis 4. Radios interviews 1 on quarterly basis 5. Success stories 2-3 thematic stories on quarterly basis (e.g., women empowerment; uptake of cash plus interventions, LIPW projects (as rolled out), etc. 6. Promotional materials Produced once and distributed whenever there is a chance 8.6 Annexure 6: Consolidated Visibility Plan and Roll-Out of CECB, Tools and Activities (To be updated annually after periodic stocktaking of lessons and impact) No Action 2020 2021 Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Frequency/Comments A. Strategic Communications 1. Social Media Posts . . . . . . . . . . . . . 1-2 per month 2. Project Web Page . . Published online by March and updated regularly 3. Newspaper coverage / . . 2 press releases/news Press Release coverage to coincide with ministerial visits 4. Radio Interviews . . . . 1 radio interview on quarterly basis 5. Success Stories . . . . . . . . . . . . . 1 impact story produced per month 6. I.E.C Materials- . . . . . . . . . . . . . Materials will be distributed developed and whenever there is demand distributed on need/ongoing basis Project Fact Sheet . . . . . . . . . . . . . Disseminated as per need Project FAQS (English) . . . . . . . . . . . . . Disseminated as per need 7. High Level Ministerial & . . 2 visits will be organized per WB/UNOPS Management year visits & Press Conference 8. Document beneficiary . . Disseminate on social media stories through short and to a targeted list of form videos stakeholders via WhatsApp; (2 mins) screen at high level meetings No Action 2020 2021 Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Frequency/Comments B. Community Engagement & Capacity Building 9. Ongoing implementation . . . . . . . . . . . . . . of CECB Plan 10. Short refresher on CECB . . Timeline needs to be in sync Plan for SSSNP Staff to the planned roll-out of before roll-out of LIPW LIPW 11. Use of CECB Toolkit . . . . . . . . . . . . . . 12. Periodic refresher on . . . CECB for beneficiary HHs 13. Roll-up banners on SSSNP . . Used at strategic points e.g., components & COVID Cash Distribution Sites; Cash protocols Plus training; community mobilization 14. Design and print GBV . . Disseminate among local Leaflet, Poster, Roll-Up stakeholders and beneficiary banners households (English + Arabic) 15. Design and print GRM . . Disseminate among local Leaflet, Poster, Roll-Up stakeholders and beneficiary banners (English + Arabic) households 16. Design and print . . Disseminate among local Payments leaflet stakeholders and beneficiary (English + Arabic) households 17. Promotional and visibility . To incentivize Project materials (T-Shirt, P-Caps, Committee members and local Water Bottles, Canvas stakeholders Bag, etc.) 18. Comms support to Cash . On need basis Plus to adapt IEC materials