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United Nations Development Programme
United Nations Development Programme Project Document
Country: SUDAN
Project Title:
Darfur Community Recovery for Coexistence Project (DCRC)
Relevant
UNDAF
Outcome(s)1:
-UNDAF Outcome 1: Peace-Building: By 2012, the environment for sustainable peace in Sudan is improved
through increased respect for rights and human security, with special attention to individuals and communities
directly affected by conflict.
-UNDAF Outcome 3: Livelihoods and Productive Sectors: By 2012, poverty, especially amongst vulnerable
groups is reduced and equitable economic growth is increased through improvements in livelihoods, decent
employment opportunities, food security, sustainable natural resource management & self reliance.
Expected CP
Outcome(s):
- CPAP Outcome 7: Post–conflict socio-economic infrastructure restored, economy revived and employment
generated, and in particular, Output 7.4 Post-conflict recovery accelerated in strategic areas to ensure peace
dividends are visible and tangible to conflict-affected populations.
Specific outputs resulting from this project, and contributing to the above, are:
Expected
Output(s):
Output 1: Existing Peace capacity og dialogue mechanisms between the IDPs and Host Community in Idd
El-Fursan strengthened
Output 2: Facilitate the establishment of Peace and Development Councils in the areas of potential
return in Mukjar Locality (West Darfur)
Output 3: Conduct a comprehensive conflict assessment in town of Tawila in the El Fasher Community
and establish Peace and Development Councils in Tawila
Output 4: Grants for small community improvements projects
Implementing
Partner:
Direct Implementation by UNDP (DIM)
Contribution
to
relevant
MDGs
MDG 1: Eradicate Extreme Poverty and Hunger
MDG 3: Promote gender equality and empower women
Project
Description
The project aims to develop the ability and willingness of 1) IDP host communities, 2) IDP
communities and 3) communities of return, to initiate and nurture peacebuilding processes by
enhancing the capacity of traditional leaders in the IDP host communities, in the IDP camps and
villages of IDP origin. Under a peacebuilding framework of recovery for peaceful coexistence and
reconciliation, the project is designed to open and sustain direct communication channels for
cooperation between IDPs and host communities – channels that enable joint identification of
livelihood stabilization priorities and joint action in establishing dignified and sustainable basic social
services. As an expected outcome of the project, DCRC aims at facilitating intercommunal dialogue
for return of IDPs in their villages of origin. The project is targeting 300,000 individuals out of which
25% are IDPs in Mukjar locality (West Darfur), Idd El-Fursan Locality (South Dafur), and Tawila
Locality in North Darfur.
Programme Period: 2012-2013
Key Result Area (Strategic Plan): Crisis prevention
and recovery
Atlas Award ID:
00046028
Start date:
January 2012
End Date
September 2013
LPAC Meeting
15 December 2011
Management Arrangements
1
AWP budget:
US$ 990,993
Total allocated resources:
US$ 990,993
Donor: Darfur Community Peace and Stability
Fund (DCPSF)
US$ 990,993
DIM
UNDAF Sudan 2009-2012
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United Nations Development Programme
Endorsed by:
Mr Sayed AQA
Country Director
UNDP SUDAN
Signature...............................................................
Date:
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United Nations Development Programme
I. Introduction
The Darfur conflict has been analyzed by scholars for years. Many of these analyses point out one
important finding: that the modernization of Darfur administration has led to reduced intercommunal
dialogue and weakening of traditional leaders. The post-independence government policies have resulted
in the politicization of the native administrations and increasing polarization between tribal groups in
Darfur. The native administration leaders and community leaders in Darfur are however indispensable for
achieving long lasting peace in Darfur. Thus, strengthening community leaders, enabling and empowering
them to find solutions to the conflicts in their communities is pivotal. Currently, community
disempowerment is one of the biggest peace building gaps in Darfur. Empowering community leaders to
work together means contributing to building the necessary conflict prevention infrastructure that is
currently weakened or missing. As more and more humanitarian and development actors now recognize
the need and opportunity to incorporate a longer-term perspective, the DCRC project has been designed
to fill this peace building gap and consequently restore trust and confidence in and between Darfurian
communities.
II. Background
The Darfur region in Western Sudan has been severely afflicted by one of the country’s civil wars. The
area of the three states in Darfur (North, South and West) covers approximately 493,180 km² (190,418
square miles) and is home to a diverse set of ethno‐cultural groups. The total population of Darfur
Region is 7.5 million (5th Sudan Population and Housing Census, 2008). Traditionally, Darfur people are
primarily nomadic herders, pastoralists, farmers, or some combination of each.
The Darfur conflict is extremely complex, but as with some of the other conflicts in Sudan, it is essentially
regarded as a result of long‐standing marginalization and weak governance structures. Competition over
natural resources (e.g. farmland, pasture and water) has been a feature of conflict in Darfur for decades.
Because of climate change, this competition has recently broadened to include other natural assets such
as firewood, fodder and wood for construction. Starting in the 1970s, changes in the administrative
structure eroded the traditional systems of native administration that successfully mediated inter‐tribal
relations, settlement of disputes and conflict management.
The Darfur crisis is taking place in the context of chronic underdevelopment and vulnerability, leaving
people less able to cope with the consequences of violence and displacement. Isolated communities
have minimal access to basic services and infrastructure. Indeed, wide disparities have historically
characterized the country, including along regional lines, between urban and rural areas, and by gender.
As of the end of 2010 it was estimated that the number of IDPs in Darfur was somewhere between 1.9m
and 2.7m. Given the estimated population of 7.5m, roughly 25‐36% of Darfur’s population has been
displaced. Most are living under harsh conditions with insufficient health care, nutrition, water, sanitation
and child protection. The protracted and large‐scale nature of displacement has meant that many IDP
camps have developed into semi-urban settlements. An estimated 135,000 refugees from Darfur are in
neighboring Chad.
UNDP, interagency and other assessment reports validated and confirmed that there is evidence of
voluntary returns (depending on relative security) of IDPs and affected communities to their original
villages to pursue their normal livelihoods. This spontaneous return process requires support to become
sustainable. The priorities as identified during the joint interagency assessments are water, health and
education services, shelter, income generating activities and human security and protection.
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United Nations Development Programme
III. Relevance to DCPSF rationale
The DCRC project contributes directly to the DCPSF purpose “to stabilize communities while restoring
trust & confidence between communities and paving the way towards early recovery”. The overall
objective of the Darfur Community Recovery for Coexistence (DCRC) project is to facilitate dialogue for
coexistence and reconciliation between the 1) IDP host communities, 2) IDP communities and 3)
communities of return.
Specifically, DCRC aims to develop the ability and willingness of these communities to initiate and nurture
peacebuilding processes by enhancing the capacity of traditional leaders in the IDP host communities, in
the IDP camps and villages of IDP origin. Under a peacebuilding framework of recovery for peaceful
coexistence and reconciliation, the project is designed to open and sustain direct communication channels
for cooperation between IDPs and host communities – channels that enable joint identification of livelihood
stabilization priorities and joint action in establishing dignified and sustainable basic social services.
As an expected outcome of the project, DCRC aims at facilitating intercommunal dialogue for return of
IDPs in their villages of origin. The project is targeting 300,000 individuals out of which 25% are IDPs in
Mukjar locality (West Darfur), Idd El-Fursan Locality (South Dafur), and Tawila Locality in North Darfur.
DCRC is designed along the rationale of the DCPSF which aims at encouraging community-based,
bottom-up approach to the stabilization of Darfur and the creation of conditions for local peace & equitable
and sustainable growth. The project contributes to the DCPSF fund purpose of stabilizing communities
while restoring trust & confidence between communities and paving the way towards early recovery.
Through enhanced capacity of traditional leaders to address and foresee potential conflict flashpoints (for
the purpose of engaging in community-level preventive action), and by opening new and improved
communication channels between IDP and host communities, and through tangible peace dividend
support that is mutually agreed up by the different communities, DCRC directly contributes to the following
DCPSF Outputs:

Effective community-level conflict resolution and prevention platforms in Darfur are in place

Increased cooperation between communities over disputed livelihoods assets & income
generating opportunities

increased cooperation between competing communities over access to natural resources

Equitable and sustainable growth and access to basic services and infrastructure promoted, with
particular attention to ensuring that stabilized rural and urban areas remain stable
The DCRC project will work in establishing community-level Peace & Developing Councils (PDCs) in the
following communities:

IDP host communities, and

Communities of IDP origin
PDCs are broad-based councils of citizens, and deviate from formally elected government committees
populated by appointed officials. PDCs will serve as tools for engaging local communities in the local-level
peace development process. PDCs will be composed of around 15 members that represent a given
community's diversity. PDCs will also represent a defined geographic area. The main goal of PDCs is to
assist the residents of a community in identifying and prioritizing the needs they think are most important
for the improvement of their community. PDCs will serve as community forums to facilitate IDP return,
resettlement and integration. No single political interest, social organization or interest group is allowed to
dominate a PDC.
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United Nations Development Programme
The PDCs will be established in all three localities targeted by the project, and where similar fora already
exist in the community, UNDP will work to enhance their work rather than create new or parallel
structures. UNDP will work with the PDCs in developing their conflict resolution skills by using UNDP
methodologies such as the Conflict-Related Development Analysis (CDA) methodology and CRMA’s
Participatory Mapping Method, tailored to fit local capacity and need, by providing accompaniment and
technical assistance through project staff. Such knowledge/skill development exercise will be combined
with an actual analysis and conflict/stakeholder mapping exercise rather than engaging in abstract
trainings. The DCRC project, through its output four – grants for small community improvement projects –
will fund projects that are identified by PDCs as important for peaceful coexistence between different tribal
groups.
IV. Project Strategy
The DCRC project was designed based on the following conflict assessments:






The UNDP/RCSO pre-assessment mission to West-Darfur in December 2010
The Interagency assessment in West Darfur in January-February 2011
Detailed assessment conducted by CRMA in the West Darfur state.
Socio economic needs assessment conducted in Darfur for the purposes of the ongoing Honey
Value Chain Project
The Conflict-Related Development Analysis workshop (Development and Social Cohesion) held in
Nyala on May 4, 2011
The findings and recommendations of the Early Recovery Workshop held in El Fasher on 23 June
2011.
Further fine-tuning and updating of the conflict assessments in the targeted areas will be completed during
the first quarter of the project by conducting a stakeholder mapping exercise in order to identify the trusted
and respected leadership within the native administration of the targeted communities, women and youth
leaders, IDP governing structures, IDP leaders and actors of the private sector. This exercise will be
followed with the facilitation of the establishment of the councils.
The overall goal of the project is to establish sustainable peace dialogue mechanisms in Idd El-Fursan,
Mukjar and El Fasher Locality. The project purpose is to strengthen existing and facilitating the
establishment of the new peace dialogue mechanisms in the Ed Fursan, Mukjar and El Fasher localities
between the IDP and the host communities to ensure sustainable IDP resettlement and/or return in their
villages of origin.
IV.1. Target beneficiaries
The target beneficiaries are primarily IDP/host population, as detailed in previous description. DCRC,
upon implementation, will ensure equitable gender and youth representation in its activities, and will
include disaggregation by gender and age in its reporting. Furthermore, DCRC team has identified the
following baseline information for the areas of intervention:
*Locality/
All Ages
0 - 16
17 and above
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United Nations Development Programme
Mihaliyya
Total
Male
Female
Total
Male
Female
Total
Male
Female
W. DARFUR
Mukjar
101,265
49,959
51,306
53,290
27,370
25,920
47,975
22,589
25,386
S. DARFUR
Ed AL-Fursan
522,649
269,375
253,274
281,609
150,961
130,648
241,040
118,414
122,626
N. DARFUR
Fasher
504,080
251,746
252,334
231,949
117,165
114,784
272,131
134,581
137,550
Target beneficiaries were identified through information provided by CRMA exercise in West Darfur which
was conducted upon a request from the State Wali of West Darfur. This in addition to the field information
gathered by the Honey Value Chain project officer based in Kubum.
IV.2. Methods of implementation
Building community capacity to prevent and solve conflicts is an integral part of sustainable development.
The DCRC peace building and conflict resolution/prevention training methodology is developed having in
mind the following:



Traditional customs, the culture, and roles of the elders, women, and other leaders, especially
non-military leaders.
Supporting or developing local venues for mitigation and mediation and allowing enough time for
those processes to take place.
Identifying the influential and effective leaders or individuals that enjoy the trust and the respect of
their communities.
The DCRC will combine classroom trainings, workshops and conferences with on-the-job skills transfer
and grants for community improvement as a methodology for the peace building/ conflict prevention
capacity building of the targeted communities.
The following are the steps accompanying the methodology of peacebuilding and conflict resolution/
prevention capacity development:
Step One: Assess target areas of Strategic interventions:




Area with IDP population
Areas inhabited by population belonging to different tribes
Areas that are or prone to conflict;
Locations with high demand for reconciliation;
Step Two: Conduct a “Who is Who” stakeholder mapping exercise. Through this exercise, the leaders of
communities will be identified and encouraged to become involved in Peace and Development Councils.
The exercise will be carried out in approximately 30 locations in all three Darfur states. For identified
individuals, an orientation to conflict and peacebuilding language and terminology, processes and skills
will be undertaken, tailored to the local tradition and custom. This will be undertaken by UNDP’s peace
and development advisory team.
Step Three: Ensure open channel of Communications between the Peace and Development Councils.
These channels of communications need to be established for the purposes of relaxing the tensions
between IDP and host community, ensuring access to information to the communities so that they make
the right decisions in regard to return and reintegration.
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United Nations Development Programme
Step Four: Grants for small community improvement projects will be utilized as a mechanism to bring
communities together to strategize on their most immediate needs. Through PDC project, we are aiming
at funding at least 20 small projects worth $ 20,000 dollars each. UNDP will also complement its peace
interventions of the PDC Project aligning is Value Chain Project, the Livelihoods project, Youth Volunteer
project and The potentially new Returns Project in the three target areas.
All activities of the DCRC are grouped in outputs that will result in the desired outcome: to establish
sustainable peace dialogue mechanisms in Idd El-Fursan, Mukjar and El Fasher localities. These
processes require, among other, ample time. Thus, the first 12 month of the project will be intensive in
creating the necessary conditions for the Peace and Development Councils to be effectively established,
to clarify their role and, gain (or re-gain) the trust of communities. In addition, the project avoids to be
dominated by classroom trainings and workshops. Instead, the project will link capacity development with
actual undertakings of conflict assessments to achieve its goal.
For this purpose, we will place two Project Officers in the deep field locations, one in Kubum and in the
Mukjar to work directly with communities. A project manager will be based in El Geneina. The project will
be directly supported by UNDP’s Early Recovery Specialist based in El Fasher, an international Capacity
Development Officer based in Nyala (to be hired during this year), UNDP Monitoring and Evaluation officer
in El-Fasher, and by the UNDP Peace and Development Advisory team (one international and one
national) based in Khartoum.
IV.2. Proposed Outputs
The project aims at achieving the following four outputs:
1. Existing Peace capacity of dialogue mechanisms between the IDPs and Host community in Idd ElFursan strengthened
2. Facilitate the establishment of Peace Development Councils in the areas of potential return in
Mukjar Locality (West Darfur)
3. Conduct a comprehensive conflict assessment in town of Tawila in the El Fasher community and
establish Peace Development Councils in Tawila
4. Grants for small community improvement projects
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ANNUAL WORK PLAN, YEAR: 2012
Workplan and Budget (Year 2012)
Project title:
Expected Output
Output 1: Peace Development Councils
in Idd el Fursan Locality established and
its capacity strengthened
Darfur Community Recovery for Coexistence Project (DCRC)
Timeframe
Planned Activities
Q1
1.
2.
Hire peacebuilding and conflict
resolution/prevention officer
Conduct a “who is Who” in Idd el
Fursan, locality
3.
Conduct separate meetings with
the stakeholders
4.
Train stakeholders in Conflict
management techniques
5.
Organize consultative meeting
for facilitating writing the Statute
of PDC
Q2
Q4
Planned Budget
Input
Budget Description
Amount
Consultancy
15,000
Workshop
$4,000
UNDP
√
√
√
√
Meeting Costs:
$6,000
√
√
Consultancy:
10,000
Training Costs:
$10,000
Translation costs:
$5,000
One day consultative meeting for
facilitating to prepare an annual
plan
7.
Provide training of
implement the pan
8.
Assist the PDC to implement the
workplan
√
9.
Organize regular community
meeting at the IDP Camp in
Kubum jointly with the camp
leadership.
√
√
to
10. Gather socio economic data of
Kubum and Kubum IDP camp
and publish
11. Facilitate the organization of
regular meetings of the Peace
and Development councils
Responsible Party
√
6.
PDC
Q3
√
√
√
√
Consultancy:
$5,000
√
√
√
√
Conference costs:
√
$5,000
12. Organize meeting between the
PDC in Kubum with the PDCs in
Mukjar localities
Staff Cost
13. Organize
a
conference
Travel
regional
PDC
$30,000
Other
√
√
√
$10,000
$5,000
√
√
√
United Nations Development Programme
Conduct a “who is Who” in Idd el
Fursan, locality
√
2.
Conduct separate meetings with
the individuals
√
3.
Organize a workshop on Conflict
management
√
4.
Organize series of consultations
to come up with the written
statute of the PDC
√
Output 2: Facilitate the establishment of
Peace and Development Councils in the
areas of potential return in Mukjar
Locality (West Darfur)
1.
Output Baseline:
Output Indicators
6.
Work with the committees to
prepare an annual plan
7.
Develop the capacity of PDC to
implement the pan
√
√
8.
Assist the PDC to implement the
workplan
√
√
9.
Organize regular community
meeting at the IDP Camp in
Kubum jointly with the camp
leadership.
√
√
10. Gather socio economic data of
Kubum and Kubum IDP camp
and publish
√
√
√
√
√
√
13. Organize
a
conference
regional
Workshop
$4,000
Meeting Costs:
$6,000
Consultancy:
10,000
Training Costs:
$10,000
Translation costs:
$5,000
√
Work with PDCs to draft a public
outreach
strategy
for
the
Councils
√
√
Consultancy:
of
12. Organize meeting between the
PDC in Kubum with the PDCs in
Mukjar localities
15,000
√
5.
11. Facilitate the organization
regular meetings of the PDC
Consultancy
UNDP
√
$5,000
Conference costs:
$5,000
PDC
√
√
√
Staff Cost
Travel
$30,000
√
$10,000
$5,000
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United Nations Development Programme
Output 3: Conduct a comprehensive
conflict assessment in town of Tawila in
the El Fasher community and establish
Peace Development Councils in Tawila
1.
Identify and enter into agreement
with a national NGO/ CBO in
Tawila
2.
Conduct a “who is Who” in Ed
Fursan, locality
3.
Conduct separate meetings with
the individuals
√
√
5.
Organize series of consultations
to come up with the written
statute of the PDC
√
7.
Work with the committees to
prepare an annual plan
8.
9.
√
Develop the capacity of PDC to
implement the pan
√
√
Assist the PDC to implement the
workplan
√
√
10. Organize regular community
meeting at the IDP Camp in
Tawila jointly with the camp
leadership.
√
11. Gather socio economic data of
Tawila IDP camp and publish
√
14. Organize
a
conference
regional
√
PDC
Meeting Costs:
$6,000
Consultancy:
10,000
Training Costs:
$10,000
Translation costs:
$5,000
√
Consultancy:
$5,000
√
of
13. Organize meeting between the
PDC in Tawila town with the
PDCs in the IDP camps
$4,000
√
√
12. Facilitate the organization
regular meetings of the PDC
Workshop
√
Organize a workshop on Conflict
management
Work with PDCs to draft a public
outreach
strategy
for
the
Councils
15,000
√
4.
6.
Consultancy
UNDP
Conference costs:
√
√
√
√
$5,000
Staff Cost
√
Travel
√
√
$30,000
Other
$10,000
$5,000
√
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United Nations Development Programme
Output Four: Grants for small community
improvement projects
1.
Output Baseline: Poor community services
in place
Output Indicators: 20% of the communities
have better access to services
2.
3.
Based on results/findings of quick
assessments,
facilitate
rehabilitation and equipment as
possible of critical community
socio-economic
infrastructure
and public facilities;
Support establishment of joint
management committees for the
rehabilitated infrastructure to
promote community participation,
reconciliation
and
ensure
peaceful coexistence
Facilitate
partnership
with
government
institutions,
UN
Agencies and NGOs to provide
necessary equipment and assets
to the rehabilitated community
and public utilities/facilities;
TOTAL
Proposed DCPSF Contribution (in $): USD 990,993
√
√
√
√
UNDP
√
√
√
√
√
√
√
10
Community
improvement
projects
$200,000
500,000
(for
2012
only.
without
overhead)
Total Estimated Expenses (in $): USD 990,993 (for 2012&2013, overhead inclusive)
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V. Partnerships, synergies and parallels with other projects
The project is part of the UNDP overall strategy and framework for livelihoods and recovery in Darfur,
which makes use of already-existing initiatives and projects on the ground. This livelihood and recovery
framework has been developed in line with the UN agencies’ Beyond Emergency Relief document – a
document and strategy for recovery and development in Darfur that accounts for the government’s
strategy for peace in Darfur. It has potential synergies with the following other initiatives:
Pro-poor Value Chain Project: This project aims to promote peace through supporting the (re-) creation of
inclusive and environmentally sustainable commodity value chains for 10,000 micro-entrepreneurs in 45
communities of Darfur. The project has been specifically designed to complement and further strengthen
the sustainability of ongoing livelihoods activities of national and international NGOs, other UN-agencies
and local government institutions in the region. In order to encourage peaceful coexistence and balanced
support between sedentary and nomadic livelihoods groups, IDPs, returnees as well as to focus on
women’s traditional productive activities, the following commodity types have been selected for this
project: hibiscus, groundnuts, sheep, cattle and honey, including their by-products. The project is part of
the UN-early recovery strategy for Darfur and is complementing upcoming Foreign Direct Investment as
well as the government “Darfur Development Program”, which started operating in 2010. The project is
starting 1 September 2011 (duration 18 months)
Youth Volunteer Project: This project addresses the main challenges for environmentally sustainable
poverty reduction in Darfur through an innovative approach that supports and complements existing local
initiatives. These include entrepreneurship skills training, self-employment, access to microfinance, value
chains, natural resource management, forestry and climate change adaptation. In cooperation with the
Federal Ministry of Finance “Darfur Development Program”, UNDP, UNV, ILO and Sudanese Universities,
this scheme provides a nationally owned, intensive and cost-effective approach to fill the enormous
business and financial skills capacity gap among youth and women in Darfur, while at the same time
contributing to the employment of skilled graduates. In addition to facilitating access to markets, business
and financial services for rural and peri-urban micro-entrepreneurs, young graduate volunteers will
promote local entrepreneurship among youth and other community members and connect them to UNDP
value chain programs as well as UN-environmental programs at the local level. (Start date: 1 April 2011.
Duration: 18 Months)
Livelihoods Project: The Darfur Livelihoods project aims to prepare the ground for enhanced socioeconomic recovery. The specific objectives of the project seek to 1) enhance employment opportunities
through vocational training in such skills as construction, motor and bicycle repairs, carpentry, welding; 2)
enhance the recovery of the local economy ownership and sustainability through capacity development of
local NGOS and CBOs; 3) support the development of curricula and delivery of certified skills training for
youths including girls and particularly IDP youths for access to formal employment; 4) enhance exchange
of knowledge, experiences and information on livelihoods and natural resources management in Darfur
through the establishment of a web based platform; 5) Strengthen enterprises and increase their income
through capacity development of economic organizations such as cooperatives and farmers unions and
assisting producers to maximize profits by developing commodity value chains. Duration: October 2007 –
December 2011)
Returns Project: Under design. The objective is to provide returnees with a package of assistance upon
return in their villages. The assistance is comprised of water hand pump, grinding mill, fuel efficient stove,
donkeys and carts, goats restocking, and basic capacity development & training. First phase: 10 villages,
50 return families by village.
United Nations Development Programme
VI. Management Arrangements
Acknowledging the complexity of the context, which is elaborated in the revised proposal, and will be
further detailed in the initial participatory stakeholder dialogue/conflict analysis during the first quarter of
implementation where CSO partners will be identified for this project particularly, and given the limited
funding and duration of the project, UNDP does not believe that the project human resources are
insufficient. As mentioned in the original document, the following is the staffing plan for the project:
1. National Project Manager (NOB) based in el-Geineina: oversees the overall implementation of the
project. Terms of Reference to be developed per UNDP guidelines and needed qualifications and
experiences.
2. Field project officer (NOA, Mukjar): Terms of Reference to be developed per UNDP guidelines
and needed qualifications and experiences.
3. Field Project Officer (NOA, Kubum): Terms of Reference to be developed per UNDP guidelines
and needed qualifications and experiences.
4. Portfolio Manager (P3) based in el-Fasher, 30% time: Will be hired by UNDP to serve overall
Darfur Conflict Prevention and Recovery Portfolio. The DCRC project will represent 30% of her/his
terms of references and DCRC would cover 30% of her/his salary. Terms of Reference to be
developed per UNDP guidelines and needed qualifications and experiences.
In addition, for technical, advisory and quality control purposes, the DCRC project is supported by a highly
experienced team in Khartoum and in the field:
1. Peace and Development Advisor (International, Khartoum)
2. Peace and Development Advisor (National, Khartoum)
3. Early Recovery Specialist (International, el-Fasher)
4. Monitoring and Evaluation Officer (National, El-Fasher)
Furthermore, DCRC has access to additional support staff in UNDP’s Crisis Prevention and Recovery Unit
for operational, HR and procurement support, as well as other peacebuilding, conflict analysis, CRMA and
recovery technical support.
Additional comments here:
1. The project seeks to primarily set up 3 Peace & Development Councils (PDCs), one in Mukjar,
one in Kubum (primarily in the IDP camp), and one in Tawila (through our NGOs implementing
partner that is identified during the first quarter of implementation). The national officers’
responsibility will primarily be directed at (re)establishing these three councils, building their
capacity and ensuring open lines of communication between them. The councils, with support
from the national officers, will themselves be involved at the village level.
2. The PDCs, composed of a cross-section of stakeholders in the community, will act as a
community-level selection board for the small grants once UNDP has worked with them, through
participatory mapping methodologies, to identify priority, prevention-oriented and social cohesionfocused (soft or hard) interventions.
3. Through CRMA maps (see attached and additional maps that will be made public after the
clearance of the W. Darfur Situation Analysis by the W. Darfur government) the DCRC project will
work in areas along the main road between Mukjar and Kubum, where settlements or partial
returns are taking place. The project anticipates working with approximately 5 villages along the
road between Kubum and Mukjar where returns/settlement is taking place, along with the primary
areas of activity in the towns of Mukjar, Kubum, and Tawila through our NGO partner.
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United Nations Development Programme
(Above is a proposed Organizational Chart for DCRC and a proposal for how it fits within the overall
framework of UNDP Recovery Programming in Darfur)
The project will be managed by UNDP under Direct Implementation (DIM) modalities and coordinated
within the overall framework and work plan of the UNDP Crises Prevention and Recovery Unit. UNDP will
also be responsible for managing funds and for further resource mobilization for the project in Darfur and
ensuring timely delivery of outputs.
Project Manager
Under the direct guidance and supervision of the Early Recovery Specialist, the Project Manager has the
authority to run the project on a day-to-day basis on behalf of the Project Board within the constraints laid
down by the Board. The Project Manager is responsible for day-to-day management and decision-making
for the project. The Project Manager’s prime responsibility is to ensure that the project produces the
results specified in the project document, to the required standard of quality and within the specified
constraints of time and cost.
Project Assurance (UNDP Programme Officer)
Project Assurance is the responsibility of each Project Board member. The Project Assurance role
supports the Project Board by carrying out objective and independent project oversight and monitoring
functions. This role ensures appropriate project management milestones are managed and completed.
Project Support (UNDP Crisis Prevention and Recovery Unit)
The Project Support role provides project administration, management and technical support to the Project
Manager as required by the needs of the individual project or Project Manager. The provision of any
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United Nations Development Programme
Project Support on a formal basis is optional. It is necessary to keep Project Support and Project
Assurance roles separate in order to maintain the independence of Project Assurance.
Sustainability structures:
UNDP’s direct implementation modality, along the capacity building mandate of the agency, and coupled
with the inclusion of tangible peace dividends as an integral part of the project will facilitate local
ownership and sustainability of the DCRC project. Given UNDP’s long-term mandate in Sudan and in
Darfur, the agency expects there to be continuing and multi-level support for several years to come.
However, since there is no significant financial investment in the community, exit strategies are not
expected to be complicated. Furthermore, the support that will be given to PDCs will ensure continuity at
the end of the project.
VII. Monitoring Framework and Evaluation
Day-to-day monitoring of the project will be the responsibility of the Project Manager. UNDP Crises
Prevention and Recovery Unit will ensure that key stakeholders are kept appraised of progress in the
following steps. The project will also be subject to a mid-term review and end-of-project evaluation to take
stock of overall progress, identify lessons learned and make recommendations to the Project Board. An
M&E officer will conduct the review and evaluation of the project.
The project will be monitored through the following within the annual cycle:
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On a quarterly basis, a quality assessment shall record progress towards the completion of key
results, based on quality criteria and methods captured in the Quality Management table below.
Quarterly reports will be shared with the DCPSF TS.
An Issue Log shall be activated in Atlas and updated quarterly by the Project Manager to facilitate
tracking and resolution of potential problems or requests for change.
Based on the initial risk analysis submitted, a risk log shall be activated in Atlas and quarterly
updated by reviewing the external environment that may affect the project implementation.
Based on the above information recorded in Atlas, a Quarterly Progress Reports (QPR) shall be
submitted by the Project Manager to the Project Board through Project Assurance, using the
standard report format available in the Executive Snapshot.
A project Lesson-learned log shall be activated and quarterly updated to ensure on-going learning
and adaptation within the organisation, and to facilitate the preparation of the Lessons-learned
Report at the end of the project
A Monitoring Schedule Plan shall be activated in Atlas and updated quarterly to track key
management actions/events
A Final Review Report shall be prepared by the Project Manager and shared with the Project
Board. As minimum requirement, the Final Review Report shall consist of the Atlas standard
format for the QPR covering the whole year with updated information for each above element of
the QPR as well as a summary of results achieved against pre-defined annual targets at the
output level.
Annually, the project will be monitored through the following:
Annual Review Report. An Annual Review Report shall be prepared by the Project Manager and
shared with the Project Board. As minimum requirement, the Annual Review Report shall consist
of the Atlas standard format for the QPR covering the whole year with updated information for
each above element of the QPR as well as a summary of results achieved against pre-defined
annual targets at the output level.
Annual Project Review. Based on the above report, an annual project review shall be conducted
during the fourth quarter of the year or soon after, to assess the performance of the project and
appraise the Annual Work Plan (AWP) for the following year. In the last year, this review will be a
final assessment. This review is driven by the Project Board and may involve other stakeholders
15
United Nations Development Programme
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as required. It shall focus on the extent to which progress is being made towards outputs, and that
these remain aligned to appropriate outcomes.
Budget for audit is secured in the budget proposal.
16
Results and Resources Framework
Intended Goal : Establish sustainable peace dialogue mechanisms in Idd el Fursan, Mukjar and El Fasher Locality
Intended Purpose :
Strengthening existing and facilitating the establishment of the new peace dialogue mechanisms in the Iddel Fursan, Mukjar and El Fasher
localities and between the IDP and the host communities to ensure sustainable IDP resettlement and/or return in their villages of origin
Purpose Baseline :
Weak capacity of peace dialogue mechanisms exist
Purpose Indicator :
Indicator 1: One dialogue mechanism per locality established and functioning
Indicator 2: Peace and Development Councils have capacity to mediate and resolve local disputes and conflicts
Indicator 3: Increased trust and sustainable and safe returns as measured by beneficiary surveys
INTENDED OUTPUTS
OUTPUT TARGETS FOR
INDICATIVE ACTIVITIES*
RESPONSIBLE
INPUTS
(YEARS)
PARTIES
Output 1: Peace and
Development Councils in Ed
Fursan Locality/Kubum
established and its capacity
strengthened
Output Baseline: No functioning
dialogue mechanism exist
Output Indicators:
Peace and Development
Councils established and
effective in their function
Targets/milestones (year 1)
Target 1: At least one
Peace and Development
Council established in Idd
el Fursan/Kubum with
diverse stakeholder
participation
Target 2: Peace and
Development Councils
meet regularly and have
identified at least two
community improvement
projects
Targets/milestones (year
2):
Target 1: Peace and
Development Councils
have an agreed workplan
1. Hire National Project Field Officer
2. Conduct a “who is who” in Idd el
Fursan, locality
3. Conduct separate meetings with
the individuals identified as
potential members of the Peace
and development Councils to build
support for the establishment of the
council
4. Once the individuals are identified,
organize a workshop on Conflict
management for purposes of
having them in the same room. This
event will be used to establish the
peace and Development Council
5. Train stakeholders in Conflict
management techniques
6. One day consultative meeting for
facilitating writing the Statute of
PDC
7. One day consultative meeting for
facilitating to prepare an annual
plan
8. Provide training of PDC to
UNDP
Output 1:
$129,291.00
United Nations Development Programme
on voluntary IDP
resettlement and return
Target 2: Peace and
Development Councils
meet regularly with Mukjar
Community Councils to
plan on voluntary return
Output 2: Peace and
Development Councils in the
areas of potential return in
Mukjar Locality (West Darfur)
established and facilitate
sustainable IDP returns and
reintegration processes
Targets/milestones (year 1)
Target 1: Peace and
development Councils are
established and trained in
at least 10 villages of
Mukjar with diverse
stakeholder participation
Output Baseline: No functioning
dialogue mechanism exist
Target 2: Peace and
Development Councils
have adopted their
workplan on facilitation of
voluntary return in at least
10 villages
Output Indicators:
At least 10 Peace and
Development Councils
established and effective in their
function:
Target 3: Increased trust
and sustainable and safe
returns
implement the pan
9. Assist the PDC to implement the
workplan
10. Organize regular community
meeting at the IDP Camp in Kubum
jointly with the camp leadership
11. Gather socio economic data of
Kubum and Kubum IDP camp and
publish
12. Facilitate the organization of regular
meetings of the Peace and
Development councils
13. Organize meeting between the
PDC in Kubum with the PDCs in
Mukjar localities
14. Organize a regional PDC
conference
1. Hire National Project Field Officer
2. Conduct a “who is who” in Mukjar,
locality
3. Conduct separate meetings with
the individuals identified as
potential members of the Peace
and development Councils to build
support for the establishment of the
council
4. Once the individuals are identified,
organize a workshop on Conflict
management for purposes of
having them in the same room. This
event will be used to establish the
peace and Development Council
5. Organize series of consultations to
come up with the written statute of
the PDC
UNDP
Output 2:
$136,291.00
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United Nations Development Programme
Targets/milestones (year 2)
Target 1: Peace and
Development Councils are
and trained in at least 10
villages of Mukjar
Target 2: Community
Councils have adopted
their workplan on
facilitation of voluntary
return in at least 10 villages
Output 3: Conduct a
comprehensive conflict
assessment in town of Tawila in
El Fasher locality and establish
Peace and Development
Councils in Tawila
Output Baseline: No functioning
dialogue mechanism exist
Targets/milestones (year 1)
Target 1: Peace and
development Councils are
established and trained in
at least 10 village s of
Tawila with diverse
stakeholder participation
Target 2: Peace and
6. Work with PDCs to draft a public
outreach strategy for the Councils
7. Work with the committees to
prepare an annual plan
8. Develop the capacity of PDC to
implement the pan
9. Assist the PDC to implement the
workplan
10. Organize regular community
meeting at the IDP Camps jointly
with the camp leadership. The
agenda of the meetings to be jointly
decided by the members of the
PDC
11. Gather socio economic data of
Mukjar and Mukjar IDP camps and
publish
12. Facilitate the organization of regular
meetings of the Peace and
Development councils
13. Organize meeting between the
PDC in Kubum with the PDCs in
Mukjar localities
14. Organize a regional PDC
conference on an issue that is not
seen as politically sensitive (such
as youth education, culture or
environment)
1. Identify and enter into agreement
with a national NGO/ CBO in Tawila
2. Conduct a “who is who” in Tawila,
locality
3. Conduct separate meetings with
the individuals identified as
potential members of the Peace
and development Councils to build
support for the establishment of the
UNDP
Output 3
$186,291.00
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United Nations Development Programme
Output Indicators:
At least 10 Peace and
Development Councils
established and effective in their
function
Development Councils
have adopted their
workplan on facilitation of
voluntary return in at least
10 villages
Targets/milestones (year 2)
Target 1: Peace and
Development Councils are
and trained in at least 10
villages of Tawila
Target 2: Community
Councils have adopted
their workplan on
facilitation of voluntary
return in at least 10 villages
council
4. Once the individuals are identified,
organize a workshop on Conflict
management for purposes of
having them in the same room. This
event will be used to establish the
peace and Development Council
5. Organize series of consultations to
come up with the written statute of
the PDC
6. Work with PDCs to draft a public
outreach strategy for the Councils
7. Work with the committees to
prepare an annual plan
8. Develop the capacity of PDC to
implement the pan
9. Assist the PDC to implement the
workplan
10. Organize regular community
meeting at the IDP Camp in Tawila
jointly with the camp leadership.
The agenda of the meetings to be
jointly decided by the members of
the PDC
11. Gather socio economic data of
Tawila and Tawila IDP camp and
publish
12. Facilitate the organization of regular
meetings of the Peace and
Development councils
13. Organize a regional PDC
conference on an issue that is not
seen as politically sensitive (such
as youth education, culture or
environment)
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United Nations Development Programme
Output 4: Grants for small
community improvement
projects
Output Baseline: Poor
community services in place
Output Indicators: 20% of the
communities have better access
to services
Targets/milestones (year 1)
At least 10 community
improvement projects
completed
Targets/milestones (year 2)
At least 10 community
improvement projects
completed
1.Based on results/findings of quick
assessments, facilitate rehabilitation and
equipment as possible of critical community
socio-economic infrastructure and public
facilities;
Output 4:
$474,291.00
1.Support establishment of joint
management committees for the
rehabilitated infrastructure to promote
community participation, reconciliation and
ensure peaceful coexistence;
1.Facilitate partnership with government
institutions, UN Agencies and NGOs to
provide necessary equipment and assets to
the rehabilitated community and public
utilities/facilities;
In case your project includes community recovery or development activities as outlined in the results framework (e.g. water wells, agricultural inputs,
construction,..) please explain in this table how these activities will contribute to fill peacebuilding gaps and why these activities are necessary for peaceful
co-existence and/or preventing that stabilized areas relapse into conflict - failure to demonstrate this will result in non-eligibility for funding.
Output Four: Grants for small community improvement projects
Grants for small community improvement projects will be utilized as
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United Nations Development Programme
Output Baseline: Prevention- and social-cohesion-oriented
Output Indicators: 20% of the communities have better access to services
1.Based on results/findings of quick assessments, facilitate rehabilitation and
equipment as possible of critical community socio-economic infrastructure and public
facilities;
1.Support establishment of joint management committees for the rehabilitated
infrastructure to promote community participation, reconciliation and ensure peaceful
coexistence;
1.Facilitate partnership with government institutions, UN Agencies and NGOs to
provide necessary equipment and assets to the rehabilitated community and public
utilities/facilities;
a mechanism to bring communities together to strategize on their
most immediate needs. Through DCRC, we are aiming at funding
at least 20 small projects worth $ 20,000 dollars each. The
community improvement projects will serve as an incentive of the
PDCs to be established and will empower and enable this inclusive,
community-led decision-making process to be a central mechanism
by which communities are able to improve the living conditions of
their residents. As is the experience of UNDP/CPRU Sudan,
prevention and peacebuilding programming, in fragile, conflict or
post-conflict contexts, is most successful when accompanied by
delivering peace dividends that 1) respond to basic community
needs, 2) is based on an inclusive community decision about
priority areas and issues, and 2) is geared toward promoting
greater social cohesion and prevention future inter-communal
tension of basic needs.
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VIII.
LEGAL CONTEXT
This document together with the CPAP signed by the Government and UNDP which is incorporated by
reference constitute together a Project Document as referred to in the SBAA [or other appropriate
governing agreement] and all CPAP provisions apply to this document.
Consistent with the Article III of the Standard Basic Assistance Agreement, the responsibility for the safety
and security of the implementing partner and its personnel and property, and of UNDP’s property in the
implementing partner’s custody, rests with the implementing partner.
The implementing partner shall:
put in place an appropriate security plan and maintain the security plan, taking into account the security
situation in the country where the project is being carried;
assume all risks and liabilities related to the implementing partner’s security, and the full implementation of
the security plan.
UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan
when necessary. Failure to maintain and implement an appropriate security plan as required hereunder
shall be deemed a breach of this agreement.
The implementing partner agrees to undertake all reasonable efforts to ensure that none of the UNDP
funds received pursuant to the Project Document are used to provide support to individuals or entities
associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not
appear on the list maintained by the Security Council Committee established pursuant to resolution 1267
(1999). The list can be accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This
provision must be included in all sub-contracts or sub-agreements entered into under this Project
Document”.
United Nations Development Programme
ANNEX I – RISK ANALYSIS
#
Description
Type
Impact &
Countermeasures / Mgmt response
Probability
Enter a brief description of the risk
Environmental,
Financial
Describe the potential effect on the
project if this risk were to occur.
Operational,
Organizational
Enter probability on a scale from 1
(low) to 5 (high) P =
Political, Regulatory
Enter impact on a
(low) to 5 (high) I =
Strategic, Other
1
The main risk of the outcome is failing to create synergies within
the councils. The project should avoid the risk of PDCs
becoming only a tool for the communities to receive the
Improvement Community Grants.
Financial
2
Slow delivery on community improvement projects and
increased expectations of the communities
Strategic
What actions have been taken/will be taken to
counter this risk?
scale from 1
This would imply that the pace of
IDP return would be slowed down
and short-term impact reduced
P=2, I=3
The emphasis of the project should be on
highlighting the ability of the PDCs to solve
problems, prevent conflict and ease tensions in the
community
This would reduce the authority and
accountability of the PDC
Manage the delivery on projects in a timely manner
and manage expectations of the communities
P=2, I=2
3
Insecurity in the targeted localities may escalate
Political/Operational
This would delay or stall the
implementation of the project in
affected target communities.
Be ready to switch activities to an alternate plan
based on security conditions
P=3, I=5
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