REPUBLIC OF SOUTH SUDAN
AGRICULTURAL YOUTH ACTION FOR DEVELOPMENT AGENCY (SOUTH SUDAN)
PROPOSAL FOR THE PEACE BUILDING AND COVID19 REPONSE TO IDPs IN ALUR/MAPLE OF JUR RIVER COUNTY WASTERN BAHR El GHAZAL STATE WAU, SOUTH SUDAN.
Okello James Awet (Executive Director)
AlkaKureel (Fundraising Manager)
MISSION TO UNREACHED
PROMOTING PEACE AND SOLIDARITY IN THE FACE OF COVID-19 IN WAU
with support from any interesting partners, AYADA Will implement a project entitled, Promoting Peace and Solidarity in the Face of the COVID-19 in Wau.
The purpose of Idea project is to use the fight against the COVID-19 pandemic to promote peaceful co-existence, social cohesion and combat stigmatization, creating the conditions for cooperation needed to limit and respond to the spread of the virus. As such, the project will need up to $50,000 USD to implement projects sitting at the nexus between COVID-19 and peace building. They will also be provided with capacity building and training.
This project aims to strengthened community leader’s capacity in peace building and conflict negotiation skills, healing and reconciliation and to instill spirit of community ownership rather than depending on outsiders. The project principle is advocates that the best experts on matters concerning a people are the people themselves they know their situation better that any other Republic of South Sudan currently facing its worse humanitarian crisis. In Jur river county western Bahr el Ghazal state Wau, South Sudan with about 1335 households within individuals of total 8010 people. The most vulnerable include women, children and households in Internally Displaced Position (IDPs) camps, particularly those in surrounding areas. Humanitarian assistance is needed in several sectors, including health, care, nutrition, safe water and sanitation.
Amount of FINANCIAL AID :The total amount of emergency grant is USD $ 50,000
COVID19 is having an unprecedented impact on all regions, both in terms of prompting the scaling of public health preparedness and response and protection of vulnerable population, and in terms of requiring mitigation of broader social and economic impacts.
While all the regions need to respond to COVID19 those with existing humanitarian crises are particularly vulnerable and less equipped and able to do so. Humanitarian crises are particularly most vulnerable and less equipped and able to do so. Excessive pressure of health system and the overall delivery of essential commodity service, as well as secondary effects employment, the economy and mobility, the rule of law protection of various human rights, and possible social discontent and unrest.
Humanitarian needs assessment must be adopted to understand the specification of new crises including using technology that facilitates and accelerated data collection in a context of constrained access to people and need for real time information in a fast evolving emergency. While COVID-19 has a greater morbidity and mortality impact among specific vulnerable groups of remote and far flung areas such as the older people, the chronically ill, the immunologically compromised and the people with disabilities, its spread is linked to the rapid circulation of the virus in the general population. The effect of the disease are severe in most cases younger and otherwise healthy population groups, but indirect effect of the preventive measures such as confinement, greatly influence the ability of people to secure a basic living. These effects are also overburdening underperforming and stretched health care systems, and putting excessive pressure on education access and many other aspects that add to the difficulties that existed prior to the pandemic. Understanding the socioeconomic impacts of the pandemic is crucial, including elements of social cohesion and sensitivity and gender inequality and gender-based violence. Although needs assessments and analysis are seriously constrained by the restricted mobility and avoidance of social interaction, available to implement the most urgent actions, and the identification of the critical gaps. Humanitarian teams are currently gathering and analyzing information on the situation in- country, and determining how vulnerable people assisted through ongoing operation might be affected, including by potential disruption to the operations themselves. Our teams are identifying the various additional vulnerable groups in need of assistance, introducing new activities and technologies, reprogramming some resources and requesting new plans, and potentially even expanding the scope of existing plans. The HRP is meant to encompass there adjustments to response in a number of priority humanitarian.
Therefore, the project will encourage local people to be the main role-playerto takes active responsibility of transformingtheir destinies into what they want to be by addressing their grassroots causes of the conflict to ensure a sustainable recovery and to transforming their own communities into peacefully society.
Targets areas of intervention the project target six Payams of Jur River County, WBG State Wau namely: Roc-Roc Dong, Kuajieno, Umbili, Wathelala, Dangachok and Alur/Mapel.
Target groups of the proposed intervention the target groups are 42 Community Peace Mobilizers Leaders and these include traditional leaders, youth leader, church leader leader’s women group representative, County Commissioner authorities, civil society and cattle camp leaders who are psychological deranged, physical handicapped, and mental dismantle by the recent horrifiable tribal conflict. In line of the above, the following interlinked specific objective has been formulated.
The overall goal of the project is to deter violence connected to the spread of COVID-19 and to contribute to social cohesion and peaceful coexistence through the promotion of solidarity and tolerance.
The outcomes of the project are as follows:
Outcome 1: Women and youth led-CSOs are able to play key roles in mitigating and resolving conflicts connected to COVID-19 and its impacts;
Outcome 2: Women and youth led CSOs and their constituencies are able to influence government bodies tasked to manage the COVID-19 outbreak and its impacts;
Outcome 3: Civic engagement and collective action in managing COVID-19 is strengthened.
Specific objective: Strengthen Community leader’s capacity with relevance skills in conflict negotiation skills, peace building and Reconciliation.
Concrete expected results of the intervention, leading to the achievement of this objective, are
(1)Equipping leaders with relevance skills in conflict negation management.
(2)Training of Community Peace Mobilizer leaders to advocate for a culture of dialogue as avenue for healing forgiveness and reconciliation.
(3)Setting up Local Inter-Community peace committee in six Payams to oversee the implementation of the community peace, recovery and reconciliation and to continue to encourage individuals to maintain their commitment to peaceful cohabitation.
(4)Signing community peace agreements form a crucial element of strategies to restore security and acknowledgement of justice and historical issues, engage community in negotiations on constructing the future Community dialogue.
Encourage accountability community to take up their responsibilities in peace building and conflict mitigation. In doing so; the project will collaborate closely with the government, committee for National Healing, Peace and Reconciliation for South Sudan and other development actors within the context of the WBG Strategic Plan.
Objective: The project objective is to contribute to the ongoing efforts by the community to prevent the infection reduce high rates of illness and death caused by the poor nutrition, lack of clean and safe water and poor sanitation, the ultimate goal is to reduce morbidity and mortality due to corona virus (COVID-19).
In the light of the unprecedented impact that the COVID-19 outbreak is having in refugee and IDPs (Internally displaced people) situations worldwide and the multiple crises that people already scarred by having been forced to flee are facing in terms of loss of lives, livelihoods and protection. We had to update its requirements. AYADA’S initial appeal focused on preparedness and emergency response. Funds will allow us to protect the most vulnerable from direct and indirect impacts of the virus in the region at high-risk due to its rapid spread, and scale up life-saving protection and assistance in priority areas.
CORONAVIRUS EMERGENCY APPEAL
AYADA’S PREPAREDNESS AND RESPONSE PLAN
Areas affected by COVID-19 in Mapel Centre 815 households within individuals of 1540 while in Dakum have 300 households within individuals of 2100
Refugees hosting areas reporting local transmission around 130 people
People forcibly displaced 9345
The pandemic is inflicting deep wounds across for people who fled wars and persecution, the impacts on their mostly hand-to-mouth existence and on their hosts has been devastating together with our organization partners, determined to stay the course and deliver for refugees, Internally displaced, stateless people, and their hosts and ensure their inclusion in public health responses and social safety ills. The needs are vast, but not insurmountable, and the only collective action is to curb the threat of corona virus can save lives. Timely, generous and flexible response from all our supporters is critical.
Brief description of the humanitarian Assistance: The emergency humanitarian assistance will cover three components, namely:
Scope of the Project: The world faces a global crisis. The humanitarian response plan (HRPs) arms enable us to fight the virus, one that spreading human suffering, crippling the economy and upending people’s lives. COVID19 threatening the whole of humanity and the whole of humanity must fight back. Global action and solidarity are crucial. This COVID19 Global Humanitarian Response Plan aims to enable us to fight the virus in the poorest community, and addresses the needs of the most vulnerable people, especially women and children, older people and those with disabilities or chronic illness. Properly fund will provide laboratory materials for testing, supplies to protect health-care workers and medical equipment to treat the sick. It will bring water and sanitation to places that desperately need it, and enable aid workers to get to the places they are needed. We strongly appeal to the government to strongly support this plan, which will help stem the impact of COVID19 in already vulnerable humanitarian contexts. To maintain core support to programs for the most vulnerable including though coordinated humanitarian and refugee response plan. Funding for humanitarian needs at this time would create an environment in which many diseases would thrive, even more children would become malnourished, and the narratives of violent extremists would take deeper hold. It would also extend the breeding ground for the corona virus disease itself. We can’t afford to lose the gains we have made through investments in humanitarian action and in the sustainable development goals. This is a moment when we should come together to save lives and fight a common threat. The only war we should be waging is the war against COVID19.
Basic Approach: The COVID19 HRP (Humanitarian Response Plans) is a joint committee by members of AYADA (Agriculture youth Action for development Agency) with a humanitarian mandate, to analyze and respond to the direct public health and indirect immediate humanitarian consequences of the pandemic particularly on people in state already facing other crises. It aggregates relevant COVID19 appeals and inputs from the community and its complements other plan developed by AYADA. It helps to shape the plans and conveying local actors.
Response & Approach: The response approach is guided by humanitarian principles as well as by inclusivity, gender, and protection and community engagement principles. The importance of supporting and involving local volunteers in emphasized given the key role they are playing in this crisis, which is increasingly being characterized by limited mobility and access for international actors.
Coordination, Mechanism & Monitoring framework: The public health response outlines in the HRP is fully aligned. We soon updated strategic preparedness and response plan for COVID19, which has a much broader remit than the global humanitarian response plan. HRP integrates a monitoring framework to provide systematic and frequent information on changes in the humanitarian situation and needs emanating from COVID19 pandemic and to inform rapid adjustments of the response.
The project successful will be determined by the No. of individual healed/reconciled, social mobility in fragile areas, reduction No. of cattle raid, No. of cases handle by peace committees amicable without third party and No. of peace agreement signs and honored by the conflict parties.
Title Increased Community’s Dialogue in Peace Building and Conflict Prevention management for Social Economic Transformation
Location in WBG/Jur River
Roc-Roc Dong, Kuajieno, Umbili, Wathelala, Dangachok and Alur/Mapel
Overall Goal of Project
Strengthened community leader’s capacity in peace building and conflict negotiation skills, and national healing and reconciliation in six Payams of WBG State-Wau
Proposed period of time
10 months (300 days)
1st April 2021
31st Dece 2021
HEALTH AND WASH
Undertake risk communication and promote community engagement with emphasis on hygiene promotion, hand washing with soap, respiratory hygiene, care seeking and physical distancing using preferred and accessible communication channels with an emphasis on two-way communication. Ensure continued access to essential health services, including routine vaccination, health services, care for children, youth and other adults, emergency care, care and support for people with non communicable diseases and mental health condition. Identify and respond to protection and rights violations that may affect the effectiveness of health response; and those protection risks triggered or exacerbated by COVID-19 and related measures.
Protection the most vulnerable
All the internally displaced people are hosted in low-to-middle income people, many of which have weaker health, water and sanitation as well as social protection systems. Many of them live in camps and camps like settings, on in poorer urban areas with limited public health facilities and face specific barriers and vulnerabilities that must be taken into consideration when planning for COVID-19 response operations. Many persons of concern are also frequently neglected, stigmatized, and may face difficulties in accessing health, social protection and other services that are otherwise available to the general population.
EMERGENCY ON THE TOP OF EMERGENCY
IDPs may feel compelled to return home risking their lives and putting pressure on already fragile health systems. In regions where healthcare systems are weak, diseases such as malaria, measles and diarrhea pose additional threats. We are expecting a higher case-fatality amongst people of concern due to poverty, congestion, overcrowded living conditions and limited and WASH infrastructure.
SHELTER AND SETTLEMENTS
Many refugees and internally displaced people live in densely populated areas with inadequate housings or in camps, formal or spontaneous settlements or overcrowded urban shelters and slums. These living conditions compromise health outcomes and increase protection risk (including risk of gender-based-violence) making refugees and internally displaced particularly vulnerable to this pandemic.
There is a direct link between the density of living conditions( both inside a shelter and of an overall settlement) and the risk of COVID-19 spreading the more that living condition can be improved, through repairing, upgrading and extended existing shelter to reduce density, and providing additional shelter options for the most vulnerable, the better protected the population. Particular attention should be given to those living in temporary collective accommodation ( such as transit and reception centers) where they are most vulnerable to viral transmission of shelter material, our organization has been able to provide shelter , option with safe and clean-living conditions, and adequate health and WASH facilities. We need more funds to continue to provide this assistance to decongest camps and ensure better shelter conditions. In addition as many people of concern live in shelters that are not individually provided with hygiene and sanitation facilities, people must leave their home to access these ;
WOMEN AND GIRLS
Implications of the COVID-19 outbreaks for women and girls include increase care giving and household responsibilities, such as having to care for children and sick family members. This reduces opportunities for education and livelihood activities while also increasing exposures to the virus. In some contexts, the medical needs of male family members are prioritize over the needs of women and girls. Intersecting forms of discrimination further risks of violence for displaced women and girls with disabilities, those living in poverty as well as other marginalized women and girls, vulnerable placed women may have limited access to official information on health precaution measures and services generally, where living in inadequate conditions.
Women and girls are exposed to particular risks also in terms of the socio-economic impact of the pandemic. They are often disproportionately involved in unpaid care work, which will increase with the health crises, have fewer savings and are affected by insecure employment, and are highly exposed front-line workers- either professional or voluntary- as women invariably are those who care for the sick. Nonetheless, displaced women and girls remain at the forefront of the response, advising on their priorities in terms of program design, informing their communities about the risks of violence against women and girls and providing information on prevention and protective health measures.
WHAT IS DRIVING THE COST?
AYADA first appeal focused on preparedness measures in all locations where refugees, IDPs, returnees, stateless person found themselves. This included the purchasing the masks, gowns and ventilators to support local health authorities as well as the purchasing of personal protective equipment. These items now have been procured and delivered to various operations. Through this initial large-scale procurement, has helped the government to protect people of concern as well as ensure that AYADA staff can continue to operate even in the case of an outbreak. In urban areas, where refugees are spread out amongst the national population, AYADA has supported the national health authorities by expanding existing health facilities and provided ambulances, beds, mattresses, ventilators and medical equipment in line with WHO guidelines.
In camp setting, AYADA has built isolation units, field hospitals and deployed some 1500 refugee housing units to serve as isolation and quarantine facilities. AYADA also invested in new technology for remote registration and innovative ways of ensuring a two-way communication with communities. AYADA has been able to measures its own preparedness for the response, which in the past five weeks has increase from 45% to 85%.
For this new appeal, AYAYDA is building on work already done, and on the evidence gathered from its operation with regards to new and emerging needs. While we have yet to witness a large-scale outbreak of COVID-19 among displaced populations, refugees and IDPs, who are in daily contact with our staff, report their main concerns as linked to inc violence (including gender-based violence) and xenophobia and loss of earning in informal sectors in which they work, cuts in food rations and pipeline breaks in several areas, where refugees are dependent on food aid due to restrictions in freedom of movement and right to work render refugees and IDPs even more vulnerable.
AYADA is working with development actors to advocate for the inclusion of refugees and other persons of concern in social security schemes, while providing immediate and life-saving aid through cash grant to avoid destitute people sliding further into poverty, being evicted and going to bed hungry. Understanding that the inclusion of persons of concern in emerging new social security schemes will take time, In addition AYADA will also need to continue to procure medical and other equipment in close coordination with supply chain. Ongoing efforts in shelter sector to decongest densely populated refugee camps and settlement needs to be further scaled up to facilitate a measure of physical distancing. IDPs to get through what is likely to be an extended period with only minimal humanitarian assistance, without such efforts COVID-19 will spread more quickly and the capacity of the population to cope will be reduced. These activities are some of the main drivers of the increased needs. Addressing them now will be cheaper and more cost efficient than allowing refugees, IDPs and stateless to slide even further behind. If AYADA does not receive timely funding to help the needy people, there will likely be a knock- on impact with the risk of losing or limiting recent advancements in the granting of rights for refugees such as the access to work, jeopardizing the gains.
AYADA RESPONSE TO DATE
SANITIZERS AND SOAP
REFUGEE HOUSING UNITS
PUTTING PEOPLE FIRST: ACCOUNTABILITY TO AFFECTED PEOPLE
Our primary goal is to ensure that all measures taken are aligned with the rights and need of people of concern, and that they are included in national COVID-19 surveillance preparedness (response planning and activities). Throughout its response to the COVID-19 pandemic, AYADA has been putting the people it serves at the centre and empowering them to be an active part of prevention and response. Physical distancing has required partnership with people of concerns and host communities through leaders, influencers, volunteers, community leaders and community based organization. We have been provided with training and materials to produce face masks and soap to protect themselves and host their communities, they have led awareness and accountability which raising campaigns and expanded access to mental health and psychological support, and have been engaged in consultation of set up of feedback and response systems, including for confidential and sensitive complaints, such as potential instances; Displaced women playing a key role in the response.
Needs and gaps analysis
The main risks to South Sudanese refugee populationsregarding the COVID 19 crisis are related to populationdensity in camps or urban settings, lack of awareness, insanitary conditions, poorhealth and nutrition status, and inadequate sanitary provisionsand humanitarian assistance. The refugee population in the region remains the largest andone of the most vulnerable groups. The health and nutrition status of many refugees is still poor, vulnerable and sustainable health screening services at broader points andreception centre remains a challenge. While in almostall countries hosting refugees, basicstandards are not met, the supply of water and soap is not adequate for the additional hand washing required and theneed to upgrade and increase access to WASH facilitiesremains a critical to limited agriculture and livelihood opportunities, the vast majority of refugees rely on fooddistributions that due to funding shortfalls, do not always meet the standard of 2,100 kcal per day, per person. Foodrations for the in Wau have beenreduced by 15 per cent, while 30 per cent ration cuts are already in place in Kenya and they are foreseen in Ugandaand elsewhere starting in April. In many of the asylum, global acute malnutrition rates and severe acutemalnutrition are high among refugees, asthe rates of anemia among health zones hosting refugees face deterioratinginfrastructure, lack of qualified staff, and inconsistent supplies of vaccines and drugs – a situation that limits accessto health care for refugees and host communities these conditions, local service-based responsescan only ensure quality services where there are sufficientfunds and partners to reach remote communities and far flung areas. Whilehealth centers in refugee camps and settlements may beable to manage patients with mild symptoms of COVID-19,there is little capacity for isolation or for management of severe and critical conditions that require hospitalizationand intensive care, including oxygen, health ventilators and doctors who are well trained. In addition, there is alack of protective equipment for health personnel, increasingrisks during the pandemic.
Coordination structures are in place in all asylum countries,with dedicated Crisis Management Teams and task forcesby sector to map and tackle the most urgent gaps. AYADA is working in collaboration and under the leadership of thenational authorities, with technical support, toensure the response to refugees is integrated into partners will seek to provide increased medicalequipment and supplies, including with prepositioning of drugs and equipment for health facilities. Teams ofcommunity outreach workers will be expanded to conductawareness-raising, and sensitization campaigns and generalhygiene promotion activities will be activities will aim to considerably increaseWASH support and step up humanitarian assistance (food,shelter, non-food items, hygiene items, etc.) of populations at high risk. Increased water trucking to ensure adequatesupply may be required in some locations. The supply ofalternatives to firewood may be required in the event of restrictions on movement for camp-based populations like refugees and partners will develop case referral mechanismsin refugee settings and capacity-building will be provided to community-based committees. In this connection, partners will step up information technology equipment toenhance connectivity and facilitate remote monitoring andcoordination.
Response monitoring indicators are identified to capture the progress and achievements of high-level indicators are not exhaustive and do not reflect all thecomponents of the strategic priorities and specific objectives.
Strategic priority 1
Contain the spread of the COVID-19 epidemic and decrease morbidity and mortality.
Prepare and be ready
Proportion of countries
that have a nationalInfection Prevention andControl program and
WASH standards within allhealthcare facilities
Preparedness is key to decrease risk and prevent of the various disease
Detect and test all cases
Number of testing for COVID-19 and reporting routinely through survey and response system
Understanding the epidemiology of COVID-19 and detection is life saving.
Prevent, suppress and interrupt transmission
Proportion of COVID-19 national preparedness and response plan.
Demonstrate the level of preparedness and readiness.
Learn, innovate and improve
Enroll in clinical trials
Indicate efforts to improve knowledge and response effectiveness.
Ensure essential health service and system.
Number of proportional hub for preposition and storage of humanitarian health and supplies.
Continue of health and humanitarian supplies crucial for life saving response.
As COVID-19 continues to spread, the future has never felt so unpredictable. These are challenging times for us all, and we hope you’re in good spirits and health! Right now, we are doing everything possible to sustain daily operations and provide services to our community. While there is a lot of uncertainty, we know that we need to adapt fast to our changing reality. Now more than our community needs us and we need you.
As we adapt to these unprecedented circumstances we will continue to serve our communities as best as we can. However, in order to ensure the safety of our community and ourselves, we have made necessary modifications to our programming that we’d like to share with you.
Background about the implementing organization, mandate on this issue, network works with other peace stakeholders in the state.
AYADA approach is a process of community-driven dialogue, while peace agreements are often negotiated at the State level, the aim of the AYADA approach is to extend peace processes to the local (community) level. This is necessary because while State/ political peace agreements create an improved political environment, they do not necessarily respond to the realities on the ground; often their success is dependent upon the support of the affected population, which may be dealing with more pressing challenges, such as loss of life, loss of their livelihood, displacement, rape and diseases.
Often, national governments forget and/or ignore the conflicts and tensions that remain at the grassroots level once a peace deal has been attained at the national ; Similarly, judicial systems are often unable to ensure accountability after the conflict, either because of capacity gaps, because of mistrust arising from a history of their being subject to manipulation by political authorities, or simply because the scale of atrocities and human right violations that might have occurred is too big for them to handle.
Moreover, for justice, accountability and reparation to apply in a context of mass violation of human rights, colored by political and ethnically negative solidarities and manipulation, it is important to ensure that peace has been achieved at the local/community , the mandate of the AYADA approach is toensure that national peace agreements reflect local needs and realities and generate a grassroots momentum for national peace . The model supports divided and affected communities to take leadership in the process of dialogue and negotiation in order to come up with agreeable social contracts for sustainable peace and recover this is achieved through community conversations that involve the following;
Community dialogue: The Community Peace Mobilizer leaders will guide communities in dialoguing their differences and to share experiences of the conflict and how it has affected them. This helps in the development of a shared social narrative about the causes and the nature of the conflict that enables community members to hear views. “From the other ; Community members then jointly take the responsibility of identifying the root causes and effects of the conflict, as well as the role individuals and groups have played in contributing to the conflict. Subsequently, the communities take the lead in proposing community-based solutions for the issues identified .
Community negotiations on constructing the future: Given the hurt and anger that prevails in communities that have experienced conflict, it is often very difficult to get community members to accept the things they did wrong or to apologies for them. In many cases, this is because the structural issues that led to the conflict have still not been addressed. Community members feel they are giving up too much if they accept obligations on peaceful relationships while the structural issues remain unresolved.
therefore is to support Community Peace Mobilizer Leaders to engage community in a visioning process. Community members are encouraged to create a vision of the future and the kind of community they would like to live in. They are then supported to work backwards from this vision of the future, to the present. The goal should be to assist them to agree on a shared vision. A shared vision assures them that while the present issues may not have been addressed or fully addressed, the future holds within it the possibility of real social transformation. It is then possible to work with them to develop obligations and responsibilities for making that shared vision a reality.
Signing community peace agreement:
Peace agreements form a crucial element of strategies to restore security. However, one key weakness is that agreements are usually made at the top political level thus conspicuously excluding broad based ; However, this time its community to agree and sign on their own behaves in order to formally commit to peaceful coexistence, the Community Peace Mobilizer leaders will assists Local Inter Community Peace committee o negotiate “social contracts and witnessing the signing of peace between the conflict ; These are morally binding contracts which commit all parties in the conflict to contribute to a culture of peace and refrain from negative behavior identified during the community conversations. These social contracts are signed by representatives from the various conflict parties.
Community Infrastructure for Peace: Local inter-Community Peace committee mechanisms are subsequently set up in each payam to oversee the implementation of the community peace, recovery and reconciliation contracts and to continue to encourage individuals to maintain their commitment to peaceful cohabitation. These mechanisms will be in the form of Local inter-Community Peace Committee at payam composed of community members who volunteer their time to ensure that community members are keeping to the agreements/obligations reached, and who are available to deal with any new breaches or infractions of the peace agreement. This committee will be linked with State Crisis Management Committee and CEPO particular for WBG State, CEPO South Sudan any other development peace actors that strategic underline peace in fragile situations in which involved affected communities to take leadership in theprocess of dialogue and negotiation in order to come up with agreeable social contracts for sustainable peace.
The Community’s Peace Mobilizer Leaders (6 Payams): The CPML will be representative or focal point to the community and answerable to the Peace ; The role of Community Peace Mobilizer leaders at the payam level is to advocate for a culture of dialogue and acknowledgement within the community on a day-to-day basis and to help to mobilise the community for dialogue sessions in preparation for the community dialogue. Community Peace Mobilizer leaders are democratically elected from 6 Payams by the target population and trained by the Community Peace Trainer in Alur/Mapel and send back to their respective Payams. The committees play the role of catalysts for peace and monitor the implementation of peace among the communities and visioning community to be on concrete solutions that fall within the realm of influence of the community and local authorities. For the social contracts of peaceful coexistence and the subsequent peace and recovery projects, in this regard, the peace committee members are expected to undergone community leadership and mentorship to strengthen their capacity as Mobilizers and advocates for the community. Enhance their role and responsibilities are as follow;
1. Facilitate and co-ordinate implementation of peace project activities at the payam level.
2. Formation of Local inter-Community Peace committee in each payam.
3. Monitoring and evaluation of peace and report on the progress of the peace activities in the payam
4. Support initiatives for the eradication of illicit firearms, and safety and security (community Policing) in the payam.
5. Organize community meeting to assess the situation and submit reports to the Community Peace Trainer
6. Participate in community conflict resolution and chair community peace building and consolidation sessions
7. To act as a point of reference for information on peace building, conflict management and illicit small arms activities and organizations at the payam level
8. Promote peace education, a culture of peace and non-violence and network with other peace forums/Committees and organizations to enhance harmonious relationship
Formation of Local Inter-Community Peace and Reconciliation Committee: The Community Peace Mobilizer leaders will form Local Inter-Community Peace Committee in their respective Payam. The committee will consist of 9 to15per committee per payam. Local Inter-Communal/community peace committees are democratically elected by the target population. One criteria is that the peace committee should be representative of each of the different social groups (men, women, young people, IDPs, cattle camp leaders returnees, minorities, etc. The modalities of election of their representative’s will need to be agreeable to all. The committee members are selected by the participants in the community peace negotiations. The main criteria for selection are the willingness and commitment to peace building and conflict prevention in the community. People of that calibre are known within the community.
Agricultural Youth Action for Development Agency (AYADA) is the development Organization arms by working with 50 million people to help them have quality health (WASH), education, livelihoods, and peace building activities and overcome the effects of disasters in Western Bahr el Ghazal State and Warrap State however, in this arrangement AYADA is implementing partner of UNMISS-CAD for Peace building project.
Community Empowerment for Progress Organization (CEPO) is AYADA partner in the area of peace building and conflict transformation. CEPO is training Peace Trainers of trainees in Wau South Sudan and in this arrangement CEPO will provide trainers to AYADA conduct training to Community Peace Mobilizers Leaders and provide supervision and monitoring and evaluation for the period of the project; the trainers will be accountable to AYADA Administrator.
County and Payam; AYADA will work closely with duty bearers at local governance structures (County, Payam, and Boma) including line ministry departments.
Local chiefs as the institutions of customary law will play a key role in issues related to access to land, Water sources, grazing land, conflict management & resolution AYADA will work with chiefs in that areas.
CPML Community Peace Mobilizer Leaders are strategic AYADA’s representative in 6 Payams, in charge of Local Inter-Community Peace Committee and accountable to Community Peace Trainers at the county level.
AYADA at the interface will work with community and women groups and other community-based organisations, youth, women, religious organisations and other informal and formal grassroots organisations.
CONCLUSION: As we adapt to these unprecedented circumstances, we will continue to serve our communities as best as we can. However in order to ensure the safety of our community and ourselves, we have made necessary modification to our community and ourselves. We have made necessary modification to our programming that we’d like to share with you.