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Activity Completion Report

Communities for Progress (C4P II) Project

Agreement Number 55244

UNDP in Sri Lanka

Reporting Period: 1st July 2010 – 30th November 2013

Report submitted: 31st January 2014

Table of contents

Executive summary 3

Activity summary 4

1. Summary data 4

2. Activity description 6

3. Expenditure/inputs 9

4. Approach/strategy adopted and key outputs received 9

5. Key outcomes 21

6. Expected long-term benefits and sustainability 28

Overall assessment 29

7. Relevance 29

8. Appropriateness of objectives and design 31

9. Implementation issues 32

10. Lessons learned 36

11. Recommendations for further engagement 39

12. Handover/exit arrangements 40

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Glossary

ACRP : Australian Community Rehabilitation Programme ADIC : Alocohol and Drug Information Centre BC : British Council CBO : Community Based Organization CHA : Consortium of Humanitarian Agencies CPAP : Country Progamme Action Plan CSO : Civil Society Organization C4P : Communities for Peace C4PII : Communities for Progress DAC : District Advisory Committee DCC : Divisional Coordination Committee DRB: District Review Board D, M&E: Design, monitoring and evaluation DSD : Divisional Secretariat Divisions DS : Divisional Secretariat FCS: Fisheries Cooperative Society GA : Government Agent GBV : Gener Based Violence GLED: Governance for Local Economic Development GOSL : Government of Sri Lanka GN : Grama Niladhari HNB : Hatton National Bank IP : Implementing Partner INGOs : International Non Governmental Organizations LLRC: Lessons Learnt and Reconciliation Commission M&E : Monitoring and Evaluation MOH : Medical Officer of Health MTR : Mid term Review NCE : No Cost Extension NCPA: National Child Protection Authority NGO’s : Non Governmental Organization’s ORHAN: Organization for Rehabilitation of the Handicapped PCNA: Participatory Context Needs Assessment PS: Pradeshiya Sabha PTF: Presidential Task Force RDS: Rural Development Society SELAJSI: Strengthening Enforcement of Law, Access to Justice and Social Integration SLF: Sri Lanka Foundation S4P: Sports for Peace TOT : Training of Trainers TRP : Transition Recovery Programme TSP: Twinning Schools Programme TST: Technical Support Team UNDP : United Nations Development Programme WRDS: Women’s Rural Development Society YED: Youth Enterprise Development

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Executive summary

This Activity Completion Report compiled by UNDP Sri Lanka, details the progress of activities and thereby

the achievement of Outcomes of the Communities for Progress (C4PII) project funded by the Government of

Australia, during its implementation period July 2010 – November 2013. The report also provides a

provisional financial update for the project and key observations and lessons learnt during the course of the

project thus far. The C4PII project was implemented under the overall Transition Recovery Programme (TRP)

framework, with an overall goal of, promoting social cohesion and socio-economically empowers vulnerable

groups in conflict-affected DSDs in five districts of Sri Lanka. Two programme outcomes were designed,

namely: 1) Enhanced cohesive social structures and collective action to promote socio-economic

empowerment involving all social groups within target communities and; 2) Improved social interaction and

acceptance among and within socio-culturally diverse communities. Partnerships were established amongst

a variety of stakeholders which included both state and non-state actors. Strategies such as, facilitating

inclusive and participatory decision making; promoting the inclusion of vulnerable groups; strengthening/

establishing community dialogue mechanisms; enhancing skills of Community Based Organizations (CBOs)

and collaborative livelihood support were adopted to achieve the objectives of the project.

Hundred and three CBO’s have been partnered with and have had their capacities developed on a range of

subjects. These have had multiple effects on the workings of the CBOs, which is evident through the

sustained linkages built with government service providers; formation and continuity of inter community

CBO fora, inclusion of vulnerable groups such as women, youth and excluded groups into decision making

forums; successful planning and implementation of common development projects during and beyond the

project period and enhanced social cohesion within and amongst other communities. 178 inter community

dialogue programmes and exchange visits were contributors to promoting social cohesion as well. The

Twinning School Programme (TSP) was one such inter community programme and reached over 300

children and adults. Livelihood support to both individual and groups have reached over 1500 individuals, in

a bid to not only support income generation but also promote collective action. Women and youth have also

been focused on in these livelihood initiatives.

The report also provides a reflection on the lessons learnt during the project’s implementation and

recommendations for further engagement especially in the areas of continued focus on social cohesion,

promoting the expansion of CBO fora and youth enterprise development as an integral part of grass root

community development.

Overall project implementation activities have been completed as at 30 November 2013 with the exception

of higher level review exercises which are scheduled to be completed by 31 March 2014. Furthermore as at

the date of reporting the recorded financial expenditure is an estimated 95% against the budget. The project

ends on 31st March 2014, on completion of the two reviews for the TSP and overall C4PII project.

Subsequently, a Final Report will be submitted.

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Activity summary

1. Summary data

Description of the Activity:

The Communities for Progress (C4PII) project funded under phase three of the Australian Community Rehabilitation Programme (ACRP3) programme built upon the Communities for Peace (C4P) project, funded under phase two of the ACRP.The project was implemented under the Transition Recovery Programme (TRP), the United Nations Development Programme (UNDP)’s 2008-2013 flagship delivery mechanism for socio- economic recovery in conflict-affected communities in the Northern and Eastern Provinces and adjacent districts, in Sri LankaC4P II was implemented in nine Divisional Secretary Divisions (DSD) in the Ampara, Anuradhapura, Jaffna, Polonnaruwa, and Vavuniya districts.1 The goal of C4PII was to promote social cohesion and socio-economically empower vulnerable groups in conflict-affected DSDs in five districts of Sri Lanka. The project targeted vulnerable groups with a special focus on gender, youth, and disabled persons, in communities with more than one ethnic group. At the outset, it was expected that the project would seek to realize the following two outcomes:

a) Enhanced cohesive social structures and collective action to promote socio-economic empowerment involving all social groups within target communities.

b) Improved social interaction and acceptance among and within socio-culturally diverse communities.

The C4PII project was implemented in the following areas and targeted 5062 families:

District Divisional Secretariat Division

Village

Ampara (Eastern Province)

(1) Maha Oya (1) Pollebedda

(2) Sammanthurai (2) Majeedpuram (3) Mallikatheevu (4) Uthayapuram

Anuradhapura (North Central Province)

(3) Kebetigollawa (5) Etawetunuwewa (6) Hanugahawewa

(4) Welioya 2 (7) Ellawewa (8) Janakapura

Pollonnaruwa (North Central Province)

(5) Dimbulagala (9) Dalukaana (10) Dimbulagala II (11) Mannampitiya (12) Namalpokuna (13) Soruvila

Jaffna (Northern Province)

(6) Sandilipay (14) Kakaitivu (15) Mulli (16) Shanthai (17) Sillalai East

Vavuniya (Northern

(7) Cheddikulam (18) Pavatkulam Unit 2 (19) Pavatkulam Unit 4

1 See Annex 1 for the country map and locations of project districts. 2 This Divisional Secretariat Division was shifted to the Mullaitivu administrative district in 2011.

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Province) Vavuniya North (8) (20) Pattikkudiyiruppu

Vavuniya South (9) (21) Palaiouruwa

Key dates:

The C4PII project commenced in July 2010 with an implementation timeframe of three years and seven months, which included two no-cost extensions (NCE) , resulting in the final project end date of 31st March 2014. The first NCE was approved in July 2013, in order to expend foreign exchange gains on additional activities planned in response to feedback received from the Technical Support Team (TST) and Mid-Term Review of ACRP3. The second NCE was approved in December 2013 in order to complete previously identified activities which faced delays in initiation requiring a further three months in order to enable quality completion.

During the first eight months (July 2010 – March 2011) of the project’s implementation period, planning and preparation activities were completed, through which UNDP was able to extensively mobilize communities including vulnerable groups as outlined in the project design stage, i.e. women, youth and disabled persons. The community mobilization process involved conducting participatory context and needs assessments (PCNAs) for the target groups to be able to identify their own needs and prioritize them, and accordingly the PCNAs informed the design of project interventions.

The Technical Support Team (TST) of the Government of Australia, carried out three separate monitoring missions, in in 2011, 2012 and 2013, in order to monitor the progress of the projects supported under ACRP3, in addition to the Mid -Term Review (MTR) also conducted in 2012. UNDP followed up on recommendations through formal responses from UNDP’s senior management and project delivery mechanisms were revisited and where ever necessary and possible action was taken to address gaps/areas of concern, in support of further strengthening the achievement of project results.

The following relate to the remedial action taken/initiated in response to the TST and MTR observations/feedback/recommendations over the project duration;

a) Initiatives to strengthen the technical capacity of C4PII Partners b) Risk assessment of micro-finance lending to Youth Enterprise Development (YED) clients in

the targeted districts c) The provision of insurance to beneficiaries who received livelihood loans from the Hatton

National Bank d) External Review of the Twinning School Programme (TSP) e) Enhanced Monitoring and Evaluation of Project Activities to be augmented with an overall

review of the C4PII project

As at November 30th 2013, all the originally planned C4PII project activities have been completed. Pending are only three activities, i.e. the risk assessment of micro finance lending, external review of the TSP and the review of the C4PII project. All of these have been initiated and were in progress at the time of writing. They are scheduled to be completed by 31st March 2014 respectively. 3

Summary Financials:

3 Further details on the progress of this specific activity is outlined under Section 4, output 1.2

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Income received ( USD) Expenditure as at November 30th 2013 ( USD)

Government of Australia 3,305,766.41

Carry forward from

Sports for Peace Project : 43,972.56

Total : 3,349,738.97

Total : 3,194,369

Activity Governance Arrangements: C4P II was implemented under UNDP’s Transition Recovery Programme (TRP). UNDP TRP worked closely with the Ministry of Economic Development, as its national partner institution, and Co-Chair of its Project Board. As such it was a key stakeholder in providing overall direction to the Programme. Catering to local development priorities at the district level, sub project ideas were designed utilizing a bottom up approach, which involved the communities and local authorities, thereby strengthening relationships and facilitating space for longer term recovery. Communities engaged in PCNAs to identify and prioritize their needs. These were translated into sub-project proposal designs and forwarded for approval to the District Review Board (DRB), a multi-stakeholder forum for selection, review, endorsement and monitoring of project interventions. This mechanism ensured strong local ownership of project interventions. The DRB was chaired by the Government Agent (GA), with representation of the relevant local Community Based Organizations (CBOs), International Non-Governmental Organizations (I/NGOs) and other UN and development partners. In addition, relevant decentralized and local government counterparts, including the Divisional Secretaries (DSs), Provincial Departments, Pradeshiya Sabha (PS) officers, Grama Niladharis (GN) and relevant government technical departments, were consulted and thus closely involved in the planning, designing, implementation and monitoring and evaluation of sub-project interventions. At the district-level, TRP also maintained close ties with other recovery and development partners including UN agencies and I/NGOs, particularly as a result of the lead role it played in supporting the Government’s coordination of early recovery activities. Sub-projects were implemented through CBO’s, central and local government authorities and local contractors (particularly in the case of construction activities requiring technical expertise). UNDP strived to ensure community-labour was utilized wherever possible, in all sub-project activities.

A District Advisory Committee (DAC), chaired by the Zonal Education Director with representation from the relevant school Principals and teachers, was also set up to undertake the implementation and monitoring of school-based programmes such as the Twinning Schools Programme. The DAC in Polonnaruwa is still functional as the TSP concept has been converted into their annual class trip and the Committee continues to be involved in the organization of these.

2. Activity description

Project Background and Rationale:

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TRP proposed that the C4PII project contribute to the overall ACRP3 programme aim “To strengthen trust-building efforts, enhance capacity, and foster cooperation and networking of vulnerable populations across conflict-affected communities”. The C4PII project has significant relevance to the ACRP3 since TRP’s overarching objective, strategy and implementation model mirrors the goal, purpose and theory of change articulated by the ACRP3 goal. TRP worked to strengthen communities to design, plan, implement and monitor recovery and development interventions that benefit them as a whole, ensuring participation and integration at all levels so as to contribute to both the socio-economic empowerment and social cohesion. More specifically C4PII contributed directly to ACRP3’s Result Area 2—Increased economic and social development opportunities for vulnerable groups, and Result Area 3—Empowered actors promoting peace and strengthening social inclusion. Accordingly, C4PII aimed to strengthen social cohesion through intra and inter-group dialogue, sports, recreational, cultural and socio-economic recovery activities. The project design was informed by feedback received from the communities, implementing partners and project staff across 11 districts who were involved in implementing its predecessor projects; namely Sports for Peace (S4P) and C4P supported under Phase 1 and 2 of ACRP. It was also noted that S4P and C4P needed to further strengthen tangible cross-community networks and pay more attention to addressing the root causes and consequences of local-level conflicts. The project design was also informed by the independent evaluations commissioned by Government of Australia for Phase 1 and 2 of ACRP. Implementation of the C4PII project was for an original period of three years (May 2010 – April 2013), with a budget of AUS $ 3,400,000. Project Design:

The following Outcomes and Outputs were derived to achieve the overall goal of the project.

Goal: Promote social cohesion and socio-economically empowered vulnerable groups in 9 war-affected Divisional Secretary Divisionsin 5 Districts.

Outcomes Outputs

Outcome 1:

Enhanced cohesive social structures and collective action to promote socio-economic empowerment involving all social groups within target communities.

Output 1.1 : CBOs assisted to take inclusive and leadership role in community socio-economic development

Output 1.2 Livelihood related assistance provided to community members to promote collective action

Outcome 2:

Improved social interactions and acceptance among and within socio-culturally diverse communities.

Output 2.1: Established common social structure to

address social issues and to promote interaction

among community members

Output 2.2: Established mechanism to initiate

interaction among different communities/ districts

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Stakeholders: Three categories of stakeholders were part of the C4PII project. The primary stakeholders were vulnerable groups and organizations including CBOs, local non-governmental organizations 4(NGOS), schools, youth clubs and government service providers belonging to the target geographical areas. Secondary stakeholders included technical partners such as training institutions/ individuals, 5the private sector and government authorities who were responsible for providing the formal approvals. Tertiary stakeholders included the National Government Ministries with keen interest in the recovery and development of the conflict affected regions.

Partnerships:

Across the board, C4PII was implemented primarily by the local communities or by local implementing partners (IPs) such as CBOs, local NGOs, local and provincial government actors, and/or local private contractors. The IP’s for all project interventions were identified based on recommendations from the GA and/or CBO capacity assessments. All C4PII sub-projects were reviewed and endorsed by the District Review Boards ( DRB) , and as a project implemented under the umbrella TRP, it remained linked to the formalized partnerships of the TRP at the national level vis-à-vis the Ministry of Economic Development.

Overarching cross cutting issues:

The cross cutting themes of gender , youth, conflict sensitivity, disability and child protection were addressed as part of C4PII’s overall implementation strategy and accordingly four specific strategies were adapted to ensure these issues were addressed by the project.

Firstly, all C4PII interventions prioritized needs and interests of vulnerable groups focusing on the empowerment, networks, and inclusion of vulnerable groups in community decision-making processes. For example, 51% of those who were interviewed for the PCNAs were women, ensuring that their needs were captured. Special steps were also taken in order to ensure inclusion of women. For example, in Majeedpuram, Ampara an informal group of women were supported to formalize their organization as a Women’s Rural Development Society (WRDS) and become an important part of the CBO forum-a forum set up under the project. In another example, three women were included in the Executive Committee of the Rural Development Society (RDS), and other women promoted to take on active roles within this organization in the village of Mallikatheevu in Ampara. This organization was previously operated and managed solely by men.

Secondly, all community consultations throughout project implementation began with focus group meetings in which vulnerable populations were given their own space to articulate concerns and aspirations.

Thirdly, TRP modified its gender sensitivity checklist to include checks for other vulnerable groups, especially the disabled and the youth population. These modified checklists guided local IPs and the Social Mobilizers to monitor project implementation and the achievement of outputs.

Fourthly, TRP ensured that all PCNA exercise reports and other data gathered were gender disaggregated. This ensured that gender specific data was highlighted and gaps identified. It also ensured that project design was then informed by the data captured and disaggregated in this manner.

As the project was designed to work with inter-ethnic and inter-religious groups the requirement for being conflict sensitive was further heightened. As such the project practised it right from the

4 Local NGO’s include : ORHAN (Organization for Rehabilitation of the Handicapped) in Vavuniya ,KIRDO (Kebethigollawa Integrated Rural Development Organization) in Anuradhapura and JSSK (translation reads as : Inter Communities Co-existence Development Organization) in Pollonnaruwa 5Private sector partnerships include Aitken Spence School of Hospitality and Gamagedera who provided vocational training in hospitality and rush and reed weaving respectively, for youth. Dilmah tea who provided sponsorship for the TSPs.

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inception and throughout the project. The PCNA exercises, allocation of project funds and the selection of social mobilizers were all carried out in a manner that ensured all community groups benefitted equally and no further conflicts/divisions were created amongst already divided groups.

The cross cutting theme of equality also extended specifically to include disabled persons. Wherever possible disabled persons were specifically included in the needs assessments to ensure their voices were heard and needs met. Disability was also a vulnerability criterion in the selection of beneficiaries for project interventions. The partnership with Organization for Rehabilitation of the Handicapped (ORHAN), a local NGO, and enrolling them as an implementing partner in Vavuniya, was a positive step towards including children with disabilities into the school based TSP. Community sensitisation on disability rights was also carried out to increase awareness on the difficulties faced by those with disabilities and how they needed to be overcome.

Child protection was another issue which was specifically focused upon by the C4PII project, especially within the TSP and other activities which included the direct involvement of children. Towards this, all adults, including teachers and parents received an orientation on child protection and were signatories to a child protection policy. The National Child Protection Authority (NCPA) also conducted programmes on sensitization of child protection for CBO and community members. Relevant government officers such as the Child Protection Officers and Police were also introduced to the communities as part of the process of introducing the government complaint- referral system to the local community. The aim was to raise awareness on the available protection mechanisms for children. Partnerships were created in Jaffna with child focused NGO’s to strengthen the capacity of children’s clubs in the communities as a means of ensuring issues of social cohesion are introduced to children and their parents early on.

3. Expenditure/inputs

Please refer Annex 2 for the financial report.

Financial, Material or Human Resources provided by Government Institutions/Other Organizations:

In the implementation of the collective action projects, the government offices made significant contributions in cash, material and/or technical advice. For example, the construction of the Manampitiya Dam in the Pollonnaruwa District was augmented with funds from the office of the Divisional Secretariat while the Mahaweli Authority went on to provide technical advice for the construction. Furthermore, the DRB, which has government and community representation came together to review the design and ensure the quality of all the C4PII sub project proposals implemented at district level.

Community contribution towards project implementation was built into the programme design, through the tool of collective action. Thus all activities were performed with the ultimate aim of bringing about social cohesion. Community leaders were also able to mobilize the larger community, particularly the youth in garnering their support for the implementation of numerous collective action projects. Communities thereby contributed to implementation with both labour and material resources.

Under the TSP, many professionals/specialists in the fields of media, sports performing arts, hotel management, IT, vocational skill training and health care also provided their skills, knowledge and time entirely on a pro bono basis.

4. Approach/strategy adopted and key outputs received

Overall, the project adopted the following strategies to achieve the said outcomes:

a) Facilitating inclusive and participatory decision making processes at community level

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b) Promoting, planning and participation at the community level with a strong focus on including

vulnerable groups

c) Strengthening or establishing community dialogue mechanisms to address social issues and

local-level conflicts, particularly around gender-based and domestic violence, land disputes,

and resource distribution

d) Enhancing skills of CBO’s that particularly represent vulnerable groups for using dialogue as a

vehicle for planning, consultation, and inter-group interactions.

e) Improving income of vulnerable groups through collaborative livelihood support.

Outputs along with a set of activities were designed under each of the two Outcomes with the aim of achieving the required results. Progress made against these outputs is detailed below.

Outcome 1: Enhanced cohesive social structures and collective action to promote socio economic empowerment involving all social groups within target communities.

Output 1.16: CBOs assisted to take inclusive and leadership role in community socio-economic development The CBO capacity-development support which was provided to 103 CBOs reached 516 members across the 21 project villages. The support provided has resulted in greater institutional effectiveness and participatory and inclusive decision-making within CBO structures in addition to strengthening linkages across CBOs in the same and in different geographical areas. There has also been greater inclusion of previously marginalized groups such as women, youth and other marginalized groups due to caste and ethnicity. The training modules that were developed for the purpose of CBO capacity development has also been taken up by other institutions such as Sri Lanka Foundation and University of Colombo, engaged in governance capacity-development work. Furthermore, the CBOs have had opportunities to use their improved skills and to concretize the standing of their institutions within the community. They have had opportunities to connect with those from outside of their identity groups, to plan and use scarce resources for a common interest or benefit, and to improve their relationships and linkages with government service-providers.

1.1.1) CBOs trained in financial management, leadership, accountability, transparency, participatory decision-making, ethics, advocacy, etc.

During the project cycle the capacities of a total of 103 CBOs were developed on subject areas such as CBO management and financial management to enable the CBOs to operate more effectively. Initially, four modules were developed by the NGO Management Centre and Consortium of Humanitarian Agencies (CHA) and the CBO’s were provided with basic technical capacity development support on managing a CBO, including more specifically on participatory and accountable CBO management, CBO book-keeping and financial management together with proposal development and writing. Awareness and sensitization was also provided on issues such as conflict sensitivity, networking and advocacy, and key societal issues.

6 Please refer Annex 3 for district wise output achievement against indicators

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CBO Empowerment Initiative: CBO Forum constitution development meeting 2011, Pollonnaruwa

In response to the 2012 MTR observation that further strengthening of capacity of these CBO’s going beyond the highest tier of its governing structure, 12 additional modules were developed by the Sri Lanka Foundation (SLF) and the University of Colombo. The process of development of these modules entailed a capacity assessment/training needs gap analysis of the CBO’s, which was followed by the formulation of tailored course material for purposes of addressing the identified capacity gaps. One of the outcomes of all the trainings provided has been that each CBO has gone on to develop a five-year Village Development Plan, and through these, has succeeded in identifying and

implementing collective action initiatives7 which have resulted in greater opportunities for social cohesion amongst neighbouring communities or previously ostracized groups. The selection of the CBO members to participate at any of the above trainings was done through an application process for interested current/ potential CBO leaders. The application was circulated through the CBOs and CBO forums8 where the overall selection process was explained to its members. Based on the applications received, interviews were held to select CBO leaders to undergo the capacity development trainings. UNDP project staff, Social Mobilizers, CBO and CBO forum members as well as government officials were involved in the selection process of suitable candidates. A combination of all the above trainings have supported more than 90% of the CBOs, to increase their membership and include previously excluded groups such as women and youth and also establish stronger links with respective government offices, thereby contributing to stronger networks created between and amongst various community development stakeholders.

1.1.2) CBOs provided with financial and/or physical inputs to strengthen their outreach and working capacity.

Seventy three of the 103 CBOs were provided with financial and/or physical inputs based on findings of assessed needs. Assistance was mostly in the form of furniture and stationery which have enabled the organization to operate more effectively. Many of the CBO’s that the project worked with were as part of the project interventions formally registered at their respective DS offices, which has enhanced their capacity to undertake community development activities, strengthen member services and deliver better against organizational mandates. It has also resulted in an improvement of their organizational standing within their constituent communities.

1.1.3) CBO members sensitized on conflict, gender, disability, rights, etc.

A visible increase in a number of social issues, including alcoholism and domestic violence, affecting the communities, led to an apparent need for greater awareness raising on a range of areas including conflict sensitivity, gender empowerment, child protection, alcoholism, disability and also other topics such as, community disaster risk management and community-based advocacy.

7 Please refer Output 1.2 for specific examples of these. 8 Further details on CBO forums appears under output 2.1.

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Responding to this need UNDP and its partners provided training and awareness for a total of 516 CBO members. Conflict sensitivity training for CBO’s was especially focused upon in the CBO modular training. The module was titled, “Empowering Grass-root Leaders on Handling Community Concerns and Disagreements”. This training helped the CBO leaders’ work through issues that arose within and between other CBOs and/or communities, and continues to be put to use in the day- to- day functioning of the CBOs. A CBO member from Vavuniya, remarked that previously, several misunderstandings arose amongst the different ethnic communities of his village; primarily due to language barriers and negative perceptions created as a result of their past experiences. All three ethnic groups participated in the conflict sensitivity training, which was conducted at a neutral location, and provided a platform for the various groups to understand each other better. The training also provided participants with tools and skills on how to deal with conflicting situations. Following the trainings, participants were in a better position to deal with conflict situations and build bridges and understanding across language and ethnic divides.

Seven CBOs identified specific social issues, through an assessment carried out in their communities. Child abuse and alcoholism were those issues prioritized to be addressed. In response, UNDP in collaboration with the National Child Protection Authority (NCPA), conducted awareness on child abuse and child protection, and also introduced the government complaint- referral system to the local community in the event there was a need to report a case of child abuse. The government Child Protection Officers and Police were also part of these programmes. In addition, gender inclusive workshops and training programmes were organized to increase awareness about social issues regarding women and children.

UNDP also commissioned the services of ADIC (Alcohol and Drug Information Centre) to carry out a specific assessment on ‘alcohol demand’ in the project villages in the Jaffna, Ampara and Polonnaruwa districts. ADIC went on to implement an ‘Alcohol Demand Reduction Programme’, which included, conducting baseline surveys on alcohol consumption, a Training of Trainers (TOT) for capacity development of village volunteers, developed action plans to combat alcoholism and conducted door to door visits of alcohol users and sellers. ADIC Video messaging and field level campaigns were also conducted as a means of sensitizing the community on

the evils of alcoholism. A final evaluation of this sub-activity is expected and will be reported on in the C4PII Final Report.

1.1.4) CBOs facilitated to increase equitable representation of vulnerable/ marginalized groups such as women, youth, the differently-abled, etc.

The capacity building programmes on gender, disability rights and youth involvement have enabled CBO’s to ensure more equitable representation within their organization. For example, a key criterion for the selection of members for trainings, was that women (when possible a 50% representation), youth and other targeted vulnerable members were included.

ADIC also conducted a session on Alcohol and Drug prevention at the TSP Finale in 2013, Uva Wellassa University – Baddulla

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Currently 46 % of decision making positions in the target CBOs in all five districts are held by women, where previously this was less than 10%. Similarly, in Mulli, Mallikatheevu and Manampitiya, the youth are taking on leadership roles in collective action initiatives and other CBO activities, which were previously limited to older persons. These CBOs have or are in the process of changing their organizational structure in order to include more women and youth into positions of responsibility. Steps were also taken to ensure the inclusion of vulnerable and other excluded groups in the CBO forums. For example, WRDSs were brought into the CBO forums across the project districts; members from the indigenous community were brought into the fold of conventional village CBOs in the village of Pollebedda, and in Uthayapuram, in the Ampara district, where representation of both Hindus and Christians were ensured within a single CBO.

1.1.5) CBOs in target communities facilitated to be inclusive and engage in participatory decision making processes.

Many CBOs that had exclusive membership in terms of gender, age, and ethnicity have gone on to expand membership criteria, thereby making these organizations more inclusive. As a result, previously excluded groups such as women and those from indigenous communities have gained greater acceptance and recognition, after being involved in the functioning of the CBOs they represent.

Output 1.2 Livelihood related assistance provided to community members to promote collective action Over 1500 individuals have received livelihood support in the form of inputs and training which has helped improve their economic conditions. The strategy of providing support for collective livelihood enterprises has also served as an entry point for relationship-building across social, ethnic and language differences, especially for youth. The project has renovated or constructed 59 infrastructure units to meet assessed infrastructure gaps in the target locations. These infrastructure facilities have contributed to meeting basic socio-economic needs; injected immediate income into communities in the recovery phase through the use of community labour; facilitated CBO strengthening and community integration at the local level; and improved the provision of government services to communities in remote DSDs.

1.2.1) Livelihood related inputs (training, equipment or raw materials) provided to improve or initiate income generation activities.

Livelihood assistance was provided to 714 beneficiaries, in the form of micro-capital grants, machinery and tools, and inputs such as sewing machines, fishing gear, livestock and home gardening kits. This was to establish livelihoods, in a recovery context. Loans and skills development training were also provided to beneficiaries with viable business plans for livelihood related activities such as poultry rearing, cattle rearing, and business activities such as painting, carpentry,

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Renuka Priyanthi engaged in the

business of ornamental fishing- 2012,

Dimbulagala Devana Piyawara,

Polonnaruwa.

construction and tailoring.9 English language training was provided for 118 youth in the five districts as a means of improving basic English language competency in order to make it easier for them to secure employment. The participants then passed on to their learning to children within their communities through the use of non-traditional learning techniques. The British Council (BC), provided this English language training, on its own initiative and 32 selected teachers from the nine DSDs, were provided with a TOT on English language training for adults using non-traditional teaching methods. These teachers went on to partner with BC to provide a third round of training to the

selected youth.

1.2.2) Communities are assisted to establish strategic market linkages and/or collective enterprises that promote interaction between groups / social strata.

Nineteen collective livelihood enterprise development initiatives were supported under the project. These have involved different communities in ownership of business and/or in core business operations such as marketing, recruitment and sourcing of raw materials. A small scale garment production facility was established in Uthayapuram in the Ampara district, involving 10 women from the Muslim and Tamil communities. Whilst one group of women engaged in the stitching of garments the other group took on the responsibility of marketing the products. This was a novel initiative for these communities, who were able to build on the strengths of each other’s skills as well as form close personal relationships. The Rush and Reed training provided to 51 women in Ampara, resulted in the sourcing of raw material from the project villages of Pollonnaruwa and Vavuniya, thereby creating an opportunity for women from all three ethnic groups to interact. Thus, these initiatives, not only provided an economic benefit to the groups, but also created opportunities for new or enhanced social interaction. In December 2012, following a NCE grant for the programming of additional activities the Youth Enterprise Development (YED) initiative was proposed.10The PCNAs carried out during the planning phase of the C4PII project revealed that the lack of income generation and employment opportunities for youth contributed to harmful social behaviour (such as alcoholism, violence, school drop outs and underage marriages), exclusion, isolation, and a lack of social responsibility and interaction with the community at large. Thus, the YED activity was designed to contribute specifically to Output 1.2, aiming to promote social cohesion through enterprise development for youth in the project districts.

9 Selection criteria for such beneficiaries included, minimum livelihood/business skill requirement, women headed households, recently resettled persons, persons with disabilities, individuals who have lost a family member/s, due to the war or has been disabled, individuals with a higher number of dependants and individuals supporting family with no permanent income. 10This activity was initiated in December 2012 and was augmented with co-funding from the exchange gain under C4PII funded by AusAid and the Northern Livelihood Development Project (NLDP) funded by the Government of Norway. C4PII funds including the allocation from exchange gains covered the districts of Ampara, Polonnaruwa, and Anuradhapura while allocation from NLDP covered the districts of Jaffna and Vavuniya.

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A total of 449 youth were selected from the five districts based on predetermined criteria 11. A resource agency12 was contracted to provide technical guidance on business development services, youth mobilization, awareness raising on viable business opportunities, screening of business ideas, networking support and managing project funds. As at 30th November 2013, 272 youth had gone on to prepare business development plans on a diverse range of activities such as, sculpture work, retail shop, welding, cattle farm, construction materials supply, carpentry workshop, tailoring, poultry farm, production of toy dolls, painting and construction work. The resource organizations have conducted on-site follow-up counselling and mentoring sessions for these youth. Eighty three grants were disbursed to the selected beneficiary youth in Pollonnaruwa and Anuradhapura, at the time of reporting. These grants, it is expected will enable the establishment and strengthening of youth entrepreneurs. Delay in receiving the tranche of project funding in October 2013, limited the disbursement of loans in November in the other districts. Also, as a means of encouraging interaction within different groups and social strata, the (re)construction of 59 non- livelihood infrastructure units was supported. The CBOs and/or youth groups were responsible for the coordination and implementation of these initiatives. Beneficiaries supported the activities by volunteering their skilled and unskilled labour and in some cases helped secure a certain portion of the funding. Examples of such initiatives include;

- Construction of the storm water drainage channel in Mulli in the Jaffna district, where previously, haphazard diversion of flood waters caused tensions amongst the community. Construction of the drainage channel led to the improving of the communities’ resilience to disaster and avoiding future conflicts. The Kalioli Community Centre CBO coordinated and implemented this activity.

- In Manampitiya in the Pollonnaruwa district, the absence of a dam at the tank led to dry spells during the drought, leading to fishing activities ceasing during the period. The construction of the dam has not only helped retain the water in the dry season but also to manage the water table levels. Fishermen from neighbouring villages have also begun fishing at this tank, with the improved water management system having been established creating a conducive environment for breeding fish.

- Construction of a maternity clinic in Kiriketuwewa in the Anuradhapura district brought the maternity medical services closer to the residents of the village. Previously, a 10km journey was made to the Kebethigollawa Hospital to avail themselves of these services, inconveniencing the residents. The clinic now serves both Sinhala and Muslim community members, providing them with maternal and child health care services at their doorstep.

11 Criteria for beneficiary selection : aged 18-35, unemployed or working less than 16 hours a week, demonstrate past examples of or positive attitude to engaging with others from diverse backgrounds, or demonstrate entrepreneurial attitude towards enterprise development 12The project was implemented through a Letter of Agreement between the UNDP and the Industrial Services Bureau (ISB). ISB worked together with its partner organizations, the Nucleus Foundation and CEFE Net Sri Lanka- ISB directly implemented this component in Pollonnaruwa and Anuradhapura, whilst all three organizations worked together in Ampara, Jaffna and Vavuniya.

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Outcome 2: Improved social interactions and acceptance among and within socio-culturally diverse communities

Output 2.1: Established common social structures to address social issues and to promote interaction among community members.

During the course of the project, 28 CBO fora were established to facilitate collaborative functioning of CBOs at the DSD, Grama Niladhari (GN) and village levels. The creation of these fora have resulted in CBOs becoming more willing to share information with each other, utilize their collective capacities and resources in a cooperative manner, ensure the participation of multi ethnic/marginalized/excluded groups, and to make decisions collectively.

The CBO fora have also enabled community representatives from remote villages to gain better access to government service providers. The fora have also established linkages with local officials, and provided the means for CBOs to strengthen their bargaining and advocacy skills to obtain better services.

Three stages of construction of the Manampitiya Dam in Pollonnaruwa, 2012 –A Collective Action Initiative

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2.1.1) Inter ethnic /cross community CBO Forum formed at the GN level representing all CBOs

Twenty eight cross community/inter-ethnic CBO fora have been set up. These fora provide its members the opportunity to share their experiences and seek collective solutions to issues faced by

the communities at large. They have also provided an opportunity for the individual CBOs to network and carry out collective action initiatives to meet the needs of their communities such as health, education, roads, electricity and to tackle social issues such as alcoholism, school drop outs and child abuse.

A CBO forum in Vavuniya -‘Integrated Water Management Committee’ was set up to address the issues caused by the unequal water distribution amongst the different ethnic communities residing along the banks of an irrigation channel. The CBO forum, with multi- ethnic representation was able to reach a collective decision, through dialogue which ensured a fair water distribution

system amongst all its member families, resulting in the lack of tensions and misunderstandings which arose as a result of the lack of access to water.

2.1.2) Networks created between Government service providers and inter-ethnic /cross community CBO Fora

Eighty three per cent of the CBO fora in the districts have government officials participating and supporting them. In most cases one or two government officials (usually the Rural Development Officer, GN Officer or Social Service Officer) attend the monthly meetings, while higher level government officials participate at special meetings as and when needed. Some fora have set up measures to pass on meeting minutes to officials who are unable to attend meetings. On average, the fora convene once a month with additional ad hoc meetings when needed.

This initiative has been particularly successful in Ampara, where the DS offices came together to establish DS and Zonal CBO fora to provide increased opportunities for CBOs from different communities to build relationships and network. In some instances, such as in the village of Mallikatheevu in Ampara the networks created between the government service providers and the CBO fora have resulted in government funding for community development work such as the road and water supply system construction.

2.1.3) Community mechanisms developed to address social issues such as Gender Based Violence (GBV) and inter/intra community conflicts through inter -ethnic /cross community CBO forum.

As mentioned above, the CBO fora have gone on to establish mechanisms to address social issues, and also resolve community conflicts.

The Integrated Water Management Committee in Vavuniya during one of their needs identification sessions.

The WRDS in Kakaitivu, Jaffna took the lead role in coordinating the construction of the water supply project in their village in 2013

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Output 2.2: Established mechanism to initiate interaction among different communities/ districts.

The Project has supported 178 interventions that promote interaction between communities. These have been implemented through the CBO Fora and the Twinning Schools Programme. These interventions have involved the participation of a range of actors from CBO representatives to school principals, children and parents as well as decentralized and local government officials. The Project reports on impact both with the targeted beneficiaries, but also the ripple impact on their families and communities at large. These initiatives have broadened the understanding of individuals and communities of the ‘other’ and deepened their desire to learn more about different groups.

The Twinning Schools Programme experience - in most cases the first of its kind for participants – served to chip away at stereotypes amongst children and adults. The Project reports increased interest among children for continued interaction with other communities, and increased interest among parents for their children to maintain such linkages.

2.2.1) Dialogue programs carried out to motivate positive inter-divisional/district community interactions13

During the reporting period, a total of 178 inter community/ social transformation initiatives, took place with the involvement of over 11,000 individuals across the five districts. These have been in the form of joint religious festivals, shramadhanas14, and celebration of events such as International Women’s Day and Peace Day which promote cross community interactions. Many of these were planned, conducted, and coordinated through the CBO fora, with the CBOs taking on the responsibility of mobilizing other villagers to participate at these events. In addition, many of these activities were conducted in partnership with or with the support of government officials such as the GN and DS officers, not only proving the CBOs’ active involvement for the betterment of their communities but also increasing interaction and further strengthening the CBO relationship with government partners.

2.2.2) Links established between similar interest groups through exchange visits between divisions/districts to build inter community relationships

Whilst the overall C4P II project aimed to increase opportunities for interaction between different communities through all its interventions, directly contributing to this particular output, was the

Twinning Schools Programme (TSP)15.This was implemented across 21 schools from the project’s target villages/districts. This programme reached both students and adults from diverse backgrounds in the 21 schools which were part of the C4PII – TSP. The TSP was designed to include three phases in order to ensure sustained interaction between the programme participants.

13 This indicator refers to results achieved through the CBO fora-related activities (both at village and DSD levels). 14 This refers to instances where people come together to volunteer labour to achieve a common task. 15 The concept of TSP piloted under the Sports for Peace (S4P) project in 2006/ ’07 and was further tested and the initiative expanded to 33 schools from 11 districts in the North, North Central, East and South districts. In the third phase, the TSP involved schools from the 21 villages that C4P II worked in, under the five districts of Jaffna, Vavuniya, Anuradhapura, Pollonnaruwa and Ampara.

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Targeting children from Ampara, Anuradhapura, Jaffna, Pollonnaruwa and Vavuniya, in May 2011 the TSP had its orientation programme at the Ella Adventure Park bringing together 105 students from 21 schools along with 42 parents and teachers. The primary focus of the orientation was to lay a solid foundation for interaction. Using team building, leadership and personal development as a platform to achieve this goal the students were given the opportunity to enhance their leadership skills and build self-confidence through

adventure sports, meditation, bird-watching, group activities on conflict resolution and creative arts. At the end of the orientation programme the participating schools had identified their “twinned” school and were ready to work towards strengthening their friendship. All five districts conducted Peer Mediation Programmes at a school level, through which 27 teachers and 105 students were trained on non‐violent dispute resolution skills. The TSP went on to facilitating 106 intra‐district events including: 42 exchange visits amongst the 21 “twinned” schools (which enabled students to visit each other’s home districts, experience different cultures, meet their families and engage with the local community), inter-district sports activities, Peace Day celebrations and other cultural activities promoting cross‐community interactions. In April 2013 UNDP held the Finale of the TSP hosted by the Uva Wellassa University in partnership with the Rotary Club of Badulla. The event brought together 226 students and 50 parents along with

teachers and education officials from all five districts. A uniquely tailored programme, the Finale worked towards not only strengthening the already existing ties among the TSP participants but also gave the students an opportunity to explore their future career options and improve and showcase their skills and talents. The event also facilitated parallel sessions for parents and teachers who were made aware of means to become better mentors, agents of peace, advocators for community needs and models of good- conduct while providing a conducive and safe environment for children to grow in. A career and skills carnival, sports gala, ten professional

training sessions led by renowned sports, aesthetic and media personalities, a cultural evening, a campfire with the indigenous community, and gallery walk with 20 professionals formed the events of the Finale. Another highlight of the finale was the ‘peace train’; the painting of a special five compartment train, with the participation of 210 school children from the five districts. This was a unique initiative portraying social cohesion and inter-ethnic understanding and friendship as seen through the eyes of the children in Sri Lanka. The students gathered at the Badulla railway station to paint messages of peace and to date it continues to carry passengers to the North and East ensuring that the message lives on. The TSP not only created impactful changes amongst the participant children, but also had the ability to influence adults’ perceptions on various community divides. Interaction between the children from Pattikkudiyiruppu and Etawetunuwewa – two neighbouring communities - under the TSP, created strong ties between the children, including frequent visits to each other’s homes, via a road that had been closed as a result of tensions between the two villages for over 30 years. Adults seeing the relationships build between their children and the futility of not using the connecting

Journey in the peace train: 2013,

Badulla Railway Station, Twining

Schools Programme Finale

Trust building exercise: 2010 at the Elle adventure park, during the TSP orientation

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road more often, went on to clear and re-open the road. This not only created positive attitudes and feelings amongst both communities, but also opened up the local communities’ access to markets, schools and other services.

Having identified the need to capture overall results of the TSPs that have been implemented since the first which was piloted under the S4P and C4P projects, a TSP Review has been initiated and is currently ongoing. It is scheduled to be completed by 31 March, 2014. UNDP expects the findings of the review to contribute towards and inform policy level discussions to be taken forward in the 2013-2017 programme cycle through the social integration component of its new, ‘Strengthening Enforcement of Law, Access to Justice and Social Integration’ (SELAJSI) Programme, nationally implemented by the Ministry of National Languages and Social Integration, with a view to mainstreaming the twinning schools concept within the education system.

2.2.3) Inter-group programmes facilitated to increase working/productive interactions between divisions/ districts

The project created numerous opportunities for interaction between similar interest groups, particularly amongst women, youth, children and community leaders. Collective action initiatives, collective livelihood enterprise development, cross community CBO fora, the Twinning Schools Programme and the Youth Enterprise Development activities, are all examples of how the programmes were facilitated to increase greater interaction/working relationships between DS divisions and districts.

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5. Key outcomes

Following are the achievements of the Outcomes of the project, reported against the relevant indicators.

Overall Outcome Achievement Indicator Year Planned Target

Cumulative Results Achieved

Outcome 1: Enhanced cohesive social structures and collective action to promote socio-economic empowerment involving all social groups within target communities.

- CBO leaders are identifying and prioritizing the needs of their village and developing proposals aimed at developing their communities, to submit to relevant government officials. They are able to mobilize villagers to contribute towards implementing development work. The interventions also served to improve their credibility as community representatives, due to enhanced transparency and accountability of their organizational practices. Feedback from participants who attended these courses state, ‘The knowledge I gained within these three days is excellent, if we are given the opportunity to join such a programme once again we would really appreciate it’ and ‘I hold a number of positions in several community based organizations in our village and this programme has given me good knowledge to continue my work in the future”.

- The capacity of CBO forums to undertake projects to solve community issues has improved. In addition, they are using their experiences from the conflict sensitivity training to work and engage with members of different communities. Trained

1.a. Ratio of women to men members in CSOs in target communities in decision making positions

2011 129:170 86:101 (can be

approximated to 1:1 ratio)

2012 257:291

2013 140:141

1.b. % of beneficiaries in target communities reporting participation in community events

66%

1.c. % of CSOs in target communities have adopted administrative and accountability practices 6 months post training

2011 53%

78% 2012 85%

2013 96%

1.d. Beneficiary perception of benefits received from improved livelihood practices

Livelihood remains a priority area for many of the targeted villages. Inconsistent markets, lack of technical capacity and administrative best-practices meant that in the past even those who did engage in traditional livelihood practices and entrepreneurship were unable to maximize profits. Within this context, the beneficiaries’ response to livelihood support provided under this project has been overwhelmingly positive, particularly because the project focused on the improvement of skills rather than the mere provision of livelihood inputs such

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CBO leaders including a number of women and youth have played key roles in sharing knowledge and skills with the other people in the village.

- CBO capacity development training modules which were developed during the life cycle of the project has resulted in two institutions, namely the Sri Lanka Foundation and the University of Colombo, offering these as recognized certificate courses/programmes to those in the development field. Project CBO members were the first batch to complete the certification course at SLF.

- Youth participation in discussions related to village

development and vocational training programmes has increased. The youth clubs in the villages have begun to conduct regular meetings and engage with other CBOs as well. UNDP has been able to rely on support from youth (both from male and female) who offer this support on an entirely voluntary basis. Further, trainings targeting youth have led estranged youth from conflicting communities to come together. This has resulted in fresh perspectives and building new relationships across differences.

- In the past women’s role and opportunity to engage in decision making processes was restricted to the WRDS. With the formation of the CBO forums, in which the WRDS is also represented, women are able to influence decisions in general including those which relate to Rural Development Societies (RDSs) and Fishermen’s Cooperative Societies (FCSs). CBO forum meetings provide ample evidence to this fact. Further, women in the community are more aware of

as tools and equipment. Benefits noted by beneficiaries included increased income through increased profits, better business development acumen and improved relations between neighbouring communities. Youth and women in particular expressed gratitude for the encouragement and opportunity the project provided them with in order to develop their true potential and provided largely positive insight and feedback on the impact it has had on their lives. “I have learnt key techniques of business development such as how to mobilize capital, what are the challenges, how to start the business, etc., through the five-day training programme on enterprise development conducted by CEFENET. If I didn’t participate at this training programme, I might have started my business without forecasting profit and might have encountered a loss.. Previously, I faced difficulties to get loans due to unfamiliarity of the banking procedures; this project helped me establish links with banks and now I have sufficient capital through the UNDP grant and HNB loan”. -Mr.M.Vishnuvarathan, from Shanthai village, Jaffna; a 27- year- old, father of a child who previously worked as a daily wage labourer. He now owns a construction business and also employs a few more individuals from his village. The C4PII project also created new ties and relations between villages and communities that had previously chosen either consciously or unconsciously to not work together thereby inhibiting natural marketing avenues and trade relations. For example in Vavuniya, the model

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their gender rights as well as means and mechanisms to address rights violations and other grievances including sexual and gender based violence and domestic violence.

shed for intensive cattle rearing introduced by UNDP illustrates a livelihood initiative which led directly to greater social integration between communities belonging to different ethnic groups. Before the intervention, cattle that belonged to Muslim and Tamil communities grazed in the paddy fields belonging to Sinhala families, damaging their crop. This led to friction between the groups. By promoting the intensive cattle rearing system (targeting Tamil and Muslim communities) this dividing factor was eliminated.

1.e. % of beneficiaries in target communities have received assistance have initiated livelihood activities within 6 months of receiving assistance

2012 100%

99%

2013 100%

1.f. % of intra and inter community collectives/ forums reporting increased bargaining power for product selling

88%

1.g. % of intra and inter community collectives/ forums reporting increased participatory decision making for collective action

95%

1.h. % of livelihood/ non-livelihood infrastructure facilities constructed/ renovated in an environmentally friendly manner functional 1 year after

2011

0%

79%

2012 100%

2013 97%

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handover

1.i. % of CBOs/ GRs involved in maintenance of community infrastructure 6 month after handing over

2010 0 93%

2011 0%

2012 100%

2013 91%

Outcome 2: Improved social interactions and acceptance among and within socio-culturally diverse communities.

- Most of the infrastructure activities were undertaken in a manner that brought communities together to work towards common goals. Some of the identified infrastructure interventions were also those that had led to disagreements and conflicts between communities, as such construction/reconstruction or renovation also helped to resolve such issues.

- The TSP led to an increased level of interaction and acceptance amongst participating groups of students, educators and parents across ethnic groups. Numerous positive changes were witnessed during and after each component of the TSP. Students were more accepting of

2.a. Local government authorities perception on inter-ethnic / cross community CSO involvement in resolving community issues

Local government authorities have been largely cooperative and have in some instances even gone out of their way to support in facilitating activities at the village level. This indicates an overall positive outlook of the projects interventions and approach. In Sammanthurai, Ampara, the Divisional Secretary expressly requested UNDP to expand its CBO-forum approach model to other GN divisions as well following the success of this coordinated approach in UNDP’s target 3 villages. “After the formation of 51 GN level CBO forums in my division, during the DCC (Divisional Coordination Committee) meeting the politicians raised a lot of questions regarding this forum. That’s how its outreach [reputation] has expanded. It is a good mechanism for us to coordinate with the community in each GN division. The Grama Niladari, Development Officer and Samurdhi

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different cultures and practices and were able to remove bias and fear of people from different ethnic groups, and also took the messages of greater inter-community understanding to their families and communities. Students also showed a great willingness to learn the other’s language in order to be able to better communicate with each other. Family members also showed genuine generosity and offered to invite children from other ethnicities into their homes during the village visits that were part of the programme. For many people it was the first real interaction they had with communities and individuals outside of their own. Mrs. N. Santhirakumar (Principal - Anaicoddai Roman Catholic Tamil Mixed School) speaking about the impact of the TSP on one of the participating students noted that: “He used to be a mischievous little boy, but after the Programme, there was a change in his behavior…he was motivated in his studies and began to show discipline… After the programme, he participated in everything with great determination. He would also inspire other students. So he was made a Prefect. When he became the leader of the Peer Mediation Team he greatly influenced the other children. He had a desire to learn Sinhala. So he joined a Programme that taught Sinhala. He also took classes”.

Lakshmi from Etawetunuwewa, Anuradhapura, mother of a child who participated in TSP exchange visits speaking about

Officer are working together with the forum to sort out village level development issues without any bias. This has minimised bias. I thank UNDP for introducing this concept in this district.” - DS –Sammanthurai Mr. A.M. Mansoor In Vavuniya a cross-community CBO forum was formed and named “Integrated Water Management Committee.” The body was registered under Irrigation Department and its functioning is supervised by the Central Irrigation Department with the support of respective the Divisional Secretaries. The National Water Supply and Drainage Board also provides technical advice and input when needed.

2.b. Community members attitude towards inter- ethnic / cross community CSO involvement in collective social responsibility

As described under Output 1.2.c, the communities have been genuinely willing to engage in collective action, this has been the case even on issues which have expressly involved collaborating across different communities towards common development goals. The CBO forum mechanism ensured that issues across communities and other divides have been discussed and had an equal chance for resolution. It has also ensured that one community is aware of the issues faced by neighbouring or different community groups. For example, in Vavuniya land allocation for the Yala agricultural season was discussed at one of the CBO forums and plots were allocated amongst farmers based on criteria that were unbiased and as such did not favour any one particular

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their experience: “We had our daughter’s birthday, and then we invited them16; they came to our place and had a nice meal, they danced and sang and left the next day. We are very happy, very happy. Their parents too have visited us. We also visited them. My parents went too”.

- Social interaction between and amongst different ethnic and other communal groups greatly improved through collective action projects and dialog programmes that were a part of the C4PII project. Socio-culturally diverse communities represent the same CBO forum and people from diverse backgrounds and community groups have come together for village development activities.

group. As a result of increased interaction, in Pavatkulam, Vavuniya, people from varied ethnic and community groups celebrated the Sinhala and Tamil New Year together. The event itself was initiated and organized entirely by the CBO forum, which comprised members from all three ethnic communities and was well received by the locals.

2.c. % of inter-ethnic/ cross community CSO forums addressing social issues at community level 6 months post formation

2011 100%

98% 2012 100%

2013 88%

2.d. % of community groups having functional relationship with at least one outside group 6 months post intervention

2011 100%

100% 2012 100%

2013 100%

2.e. % of beneficiaries reporting that they have at least one inter ethnic contact beyond their community

78%

2.f. % of beneficiaries in target communities reporting participation in community events

73%

2.g. # of community members actively leading community initiatives

2012

40 314

2013 95

16 Referring to TSP student participants from the village of Pattikkudiyiruppu, Vavuniya

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2.h. % community members reporting increase in receiving public information/ project related information

65%

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6. Expected long-term benefits and sustainability

The following points outlining project sustainability have been documented along with reference to the domains of change articulated by ACRP3.17

The linkage of CBO’s to DS offices through formal registration, coupled with the capacity building training they have received in book keeping, accounting and proposal writing have helped them gain confidence not only in themselves but also in the eyes of the respective government officials. In many instances the CBOs have been able to secure additional funds from the government offices for common development work in their communities. This trend is set to continue, especially with the establishment of CBO fora and the active participation of government officials in the fora. In Ampara, these fora have gone onto being expanded into DS and Zonal level fora gaining more acceptance and thereby providing a greater opportunity for the CBOs to have their voice heard vis-à-vis governance and development issues. This has resulted in increased and regularized participation of state officials (such as the Grama Niladhari Officer, Community Development Officer, Rural Development Officer, Samurdhi Officer, school Principals, technical service department officials such as the Fisheries Inspectors, Agriculture and Livestock Extension Officers) at community meetings, monitoring activities and engaging with CBOs to understand needs of the communities. In relation to the TSP, efforts are being made under UNDP’s 2013-2017 programme cycle to formally include the twinning schools concept into the school curricula at the nationall and local levels through an effort led by the Ministry of National Languages and Social Integration in partnership with the Ministry of Education. All of these can be categorized as changes brought about in the domains of policy, behavior and resources.

Community infrastructure constructed with UNDP funding has been handed over to the respective government departments and/or officials for maintenance purposes, ensuring the sustainability of these. Similarly, the CBOs have set up maintenance committees such as the ‘Integrated Water Management Committee’ in Vavuniya to monitor the usage and maintenance of an irrigation channel. This committee has been linked to the Department of Irrigation and The National Water Supply and Drainage Board paving the way to secure government expertise as and when the need arises, overall purview of the Pavatkulam

The CBO capacity development modules formulated by the SLFand the University of Colombo have been institutionalized within the organizations. The SLF is now offering a certificate course on ‘Community Leadership Development Programme’ and the University is making arrangements to roll out a ‘Community Extension Programme’ to anyone who is interested. These modules also have the potential of being used in the present development initiatives implemented by UNDP, such as the ‘Governance for Local Economic Development’ (GLED) programme. The usage of these materials by outside parties other than those directly related to the project portrays a practice level domain change that has been brought about.

The social cohesion activities which brought together groups of persons who were marginalized based on gender, age, caste and ethnicity have helped foster stronger relationships between these once ostracized groups and the wider community. These groups have gone on to make a valuable contribution within their community decision making mechanisms, and this is envisaged to continue in time to come. Having by design, included local Social Mobilizers to facilitate project activities and mobilize the communities, they have been and continue to be well-positioned to follow up on the work initiated by the CBOs

17 Domains of Change represent “spheres of action” within which ACRP3’ could articulate its “conflict transformation” purpose.

Components of these include, behaviour, policy, participation, practices, equality and resources.

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especially in terms of social inclusion of marginalized groups. The fact that some of these individuals are office bearers in some of the CBOs, also paves the way for greater sustainability of such initiatives. These portray the changes brought about in the equality and participation level domains.

The project’s approach was to provide beneficiaries (CBO leaders, youth, and women) with necessary capacity development support through CBO leadership training, skills development, business development planning, and enterprise development training, while also following up with the provision of opportunities to test the skills they acquired through the provision of seed grants. This approach of linking the capacity support with productive activities has contributed to the sustainability of the project. Efforts will also be made to continue support for livelihoods and CBO capacity development under the GLED project.

Overall assessment

7. Relevance

Local context and needs:

The TRP targeted the achievement of one of the overall Outcomes under UNDP’s 2008-2012 Country Programme Action Plan (CPAP), namely Outcome 7: “Social cohesion and socio-economic recovery within and between communities enhanced through an integrated area-based approach targeting the most vulnerable populations”. The C4PII project was one of the main contributors to achieve this outcome. A mid-term evaluation carried out in 2011, for this CPAP Outcome 7 highlights the following, in terms of TRP’s and consequently C4PII’s relevance to the local context.

“The TRP through its social transformation component has managed to address, although in a smaller and more targeted manner, the vital post-war need of building greater social cohesion and trust between communities polarized as a direct result of the war. In the absence of an adequate national framework for reconciliation at the time, such initiatives provided a vital step in the right direction and towards ensuring that the development results achieved are equitable and sustainable to all communities. Thus an important output-outcome link of the social transformation component is that communication is now taking place between communities that had previously had little or no interaction between each other. People have also begun to change their perceptions and it was noticed that while TRP has helped to build relationships, these are being sustained to some extent by the people themselves.” The C4PII project addressed differences across communities separated by ethnic, religious, caste or political differences. The project interventions contributed to increasing intra and inter-group interactions and promoted a culture of dialogue, along with the supply of the necessary tools to create and sustain such a space. In conflict affected communities, this aspect of programming was crucial, since without restoring the critical ingredients that account for cohesive societies including trust, group and inter-group solidarity, collective actions and strong social networks, rebuilding such communities and by extension the Sri Lankan society would be difficult. The C4PII project was implemented in districts that had faced the ravages of war and within these, vulnerable communities who had faced social fragmentation, exclusion and division mainly caused by frequent displacement and loss of livelihood and resulting economic burdens. Also, most of these communities were not prioritized by authorities for development initiatives for varied reasons, including insufficient budgets, low capacity of service providers, and weak relationships amongst the communities and respective authorities.

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The independent MTR commissioned by the Government of Australia in November-December 2012, pointed out the following, in terms of relevance of the overall ACRP3 project: “Though GoSL priorities remain ambiguous and uncertain beyond broad statements of intent, available data indicate that ACRP3 partners are focused on disadvantaged and excluded people within lagging geographical areas, and hence are synchronised with national priorities. In terms of locations, the northern districts of Mullaitivu, Killinochchi, Mannar, Vavuniya, the Eastern districts of Trincomalee, Batticaloa and Ampara, the North Central districts of Pollonnaruwa and Anuradhapura, and the Central district of Nuwara Eliya, where ACRP3 IPs work, are among the most vulnerable in the country.” The report also indicated that, “ACRP3 partner projects (which include UNDP) are targeting and engaging with vulnerable communities in areas badly affected by the war and/or poorly served by state service delivery and other support mechanisms.” The project addressed the issues of social divide through the establishment of and/or strengthening of existing CBOs within the target communities and also initiating dialogue between neighbouring CBOs and amongst government officials, culminating in successful collective action initiatives, which have brought about meaningful change within the communities. For example, soft skills such as communication and conflict mitigation have been used successfully to mobilize the community in Kakaitivu, Jaffna to initiate significant development projects. Geetha, the President of the WRDS articulates this when she says; “we were struggling to initiate any work because of lack of knowledge on how to communicate with the community. But now we implement ‘big work’ – a water supply system and are able to mobilize the community by positive communication. We have developed our capacity specially to mitigate conflict among community members.” The C4PII project adopted a holistic approach which promoted collective action, networking and empowerment of the disadvantaged communities by way of design in order to establish a cohesive society. In 2011, one of the comments from the MTR mission was that: ‘The TST found that UNDP’s Participatory Community Development approach and building linkages between CBO and local government to be sound and relevant to the context.’

Similarly, the 2011 CPAP Outcome 7 mid-term evaluation stated, ‘“Softer” initiatives, including social transformation activities, were also seen as highly relevant particularly in a post-conflict environment. CBO strengthening on the other hand, while not articulated as an immediately felt need amongst communities is relevant not only in terms of building civil society capacity, but also in providing a mechanism for the mobilization of communities and implementation of all other activities.’ It further goes on to say, ´At the various FGDs, it was pointed out that the interventions under the social transformation component indeed fulfilled a much overlooked need in the country. The war resulted in an extreme polarization of ethnic groups and also created distinct new groups that were discriminated against; most notably the IDPs. Within a post-war environment, these issues need to be addressed with urgency. It is believed that through promotion of greater interaction, social cohesion can be achieved. This in turn will lead to a sense of well- being and prosperity amongst the people and ensuring all post-war development is equitable to all peoples. In this regard, a very positive outcome is that communication has now begun to take place between communities who had never spoken to each other before. 88% of those surveyed for purposes of this evaluation, stated that interaction with those from neighbouring villages had improved, and 75% said that they now had greater opportunities to interact with those from other ethnicities.’ Furthermore, the timing of the project was very appropriate, as the environment in Sri Lanka during the project initiation and implementation phase was characterized by relative stability, large waves

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of IDP return/resettlement and the opening up of market and social networks, thereby offering a ‘ripe’ moment for promoting the creation of positive relationships in the country. The C4PII project also complemented the efforts of the three- year Northern development

programme initiated by the Government of Sri Lanka (GOSL), ‘Wadakkil Vasantham’. Through this government programme, substantial investment towards the ‘hardware’ recovery needs in the North was made by the government; the C4P II project complemented these, by increasing its social impact, ensuring a more equitable distribution of the peace dividend, strengthening participation, improving access to resources and opportunities and fostering cohesion, all of which in turn will help sustain the overall recovery effort. Project design:

Project villages were selected based on a pre-defined set of criteria developed according to the objectives of the C4PII project. Special consideration was given to certain villages based on the need for social cohesiveness amongst different communities which were geographically inter-connected. Project activity design and implementation were based on secondary data obtained from the respective DS offices, but also on the PCNAs, carried out in each of the 21 villages. An inclusive participation considering gender, age group, livelihood activities, and special needs was ensured during these PCNAs, which assisted in gathering very relevant and realistic data. Participatory tools were used to gather this data, including, social resource mapping, daily routine charts, brainstorming and need analyses, and priority ranking, all of which were used to structure the data flow and record them in simplified forms.

However, frequent review of the working context and project design, is essential, in order to maintain the appropriateness of the intervention. In Vavuniya, in Pattikkudiyiruppu, new communities were resettled in between the previously identified communities, causing some tension during the course of implementation. Though unplanned, the project included this community group as well in order to minimize any conflict creation.

8. Appropriateness of objectives and design

The C4PII project worked around two broad objectives, namely, socio economic empowerment through strengthening social cohesion, social interactions and acceptance amongst socio-culturally diverse communities. The objectives were clearly articulated at ground level and UNDP programme staff were able to communicate these to the various stakeholders and partners with whom the project worked with. This included both state and non-state actors. Nonetheless, the degree to which these objectives were achieved varied, based on the local context within each community and in each district. For instance, linking CBO’s with government offices was a challenge in Vavuniya and Anuradapura, as resettlement of communities and re-establishment of the authorities were still underway. In Ampara on the other hand, this was easier, given that the district was more settled and had enjoyed post-war stability for a longer period than in the North. Likewise, the concept of TSP, though well accepted overall, faced practical hurdles in implementation, particularly in the newly resettled areas where there was a dearth of teachers in the schools.

The overall review of the project is expected to provide more feedback on this section and will be updated at the time of submitting the Final Report after March 2014. In the meanwhile, it must be noted that the aims of the review are:

-To measure the degree of contribution of C4P II towards the achievement of social cohesion in project villages in line with the ACRP 3 outcomes/objectives. Accordingly UNDP will appraise and

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assess the extent to which C4P II outputs were achieved, the contribution of outputs to project outcomes, and their likely impact, relevance and overall sustainability.

- To review the appropriateness, risks and impacts of the types of interventions undertaken by C4P II with a view to draw lessons and make recommendations for future social cohesion programmes.

- To assess the change related to the outcomes of the project in relation to the specific components of CBO strengthening and collective action, youth empowerment and inclusion, and the promotion of community based and cross-community interaction as means to achieving social cohesion.

9. Implementation issues

Contextual issues that affected implementation:

Whilst PCNAs helped ascertain community needs, understand local contexts, and develop/design strategic and sustainable interventions for the project, there were instances where the context changed considerably due to unforeseeable external factors. When this occurred there was a need to introduce a degree of re-programming. For example, in Pattikkudiyiruppu, Vavuniya, due to the arbitrary resettlement of a community, in close proximity to the already identified villages, many of the previously planned inter-ethnic/cross community programmes had to be redesigned and made inclusive of the new group. This led to certain delays in project implementation where greater efforts needed to be taken in order to minimize conflicts which could have otherwise arisen if the situation had been ignored.

Governance and management arrangements:

At first, obtaining local government support for the project was a challenge; especially given the nature of the project, which had minimal focus on individual benefits. Given that a majority of the communities had also been deprived of regular government service provision, it was a challenge to gain the interest and cooperation of the government officials at the onset, and also create the relationship between the community and their respective duty bearers. Constant discussions, meetings and facilitation by UNDP field staff was required, resulting in the expenditure of a significant amount of time and resources.

During the project period, in Welioya, (now located in the Mullaitivu district) there was a change in government policy and administrative arrangements with regards to this DSD i.e. it was relocated from the Anuradhapura district to the Mullaitivu district. This went on to create complications in the approval processes required for project implementation, and new working relationships had to be formed in order to continue the project.

Securing higher level approval from the Presidential Task Force (PTF) for the C4PII project implementation in the North was also a challenge, where constant questioning took place on the modalities of implementing the ‘softer’ initiatives such as TSP and CBO capacity. The process of finalizing these approvals took over a year, which had significant effect on the timely implementation of these components.

Participation/management by all stakeholders:

Ensuring participation of community members for extended training times and also congregating multiple community groups for events was a challenge. However, with the Social Mobilizers in place and greater youth involvement, this was overcome to a great extent. Similarly, at first, the communities were rather reluctant to be part of the project, having being used to an attitude of dependency for most of their lives, following extensive period of relying upon humanitarian aid. With continuous mobilization and sensitization, community support was garnered and this was key in achieving many of the project outcomes which called for volunteerism.

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Whilst the focus of the project was to involve more youth in capacity development trainings and thereafter incorporate them into the CBOs, retention of these trained youth within the CBO’s, proved to be challenge. Migration from villages and homes in search of better prospects is fairly common amongst this segment of the community. While this was beyond the control of UNDP, adopting mechanisms such as refresher training courses for new CBO members and training of multiple groups of members ensured that the knowledge base was maintained with these grass root organizations to a great extent.

Technical assistance/advisors and approaches to capacity development:

A change in training methodology had to be adopted whilst conducting training on technical subjects, including accounting and book-keeping for the CBO’s, as a more hands on and on-the-job type of coaching was required. As a result more time and resources were devoted to this.

During the course of the project, due to the organizational restructuring process, UNDP could not avail themselves of internal technical support for the construction of infrastructure projects. In order to overcome this, government technical support was obtained, resulting in longer time frames than previously planned, due to the competing priorities of these technical officers.

Financial management and fund flows

UNDP Financial Rules, Regulations, Policies and Procedures were fully employed in the management of donor funds received under the project which was implemented under the TRP. To ensure accuracy and accountability in resource management, UNDP manages all its funds through the organization’s global financial management platform (ATLAS) - a state of the art Enterprise Resource Programme (ERP) that was introduced to UNDP in 2004. Upon receipt, funds are recorded as income in ATLAS according to established rules and procedures. Each donor is assigned a fixed, distinct donor code, which facilitates separate tracking of donor contributions in the system. In addition, in accordance with its programme structure, the UNDP Country Office establishes a separate project with an individualized project ID for each donor contribution received with a view to ensuring individualized management, reporting and accounting of donor funds. As budget control within UNDP financial management systems is administered at project level, this provision ensures the complete separation and accounting of independent donor contributions. For budget tracking and financial management purposes, various categories of reports were generated from ATLAS to reflect accumulated expenditures per budget line, budget balances and outstanding obligations. ATLAS provided information on the availability of funds, authorized payments, and generated the proper payment instructions. Detailed system-based project budgets and work-plans were kept during the project period in order to ensure appropriate flow of expenditure. The C4PII project was implemented through a dedicated team as highlighted in section 12 below. As the C4PII project was implemented within the TRP, operational funds were incorporated in a pool fund, from which operational costs for the TRP were spent. UNDP core resources contributed significantly to management, operational, monitoring and evaluation and oversight functions of TRP required ensuring project success. All support to CBOs through C4PII was formalized through Micro-Capital Grant Agreements (MCGAs) in line with project requirements. Through MCGAs the project was able to support the capacity of CBOs and capture and utilize their comparative advantage and forge partnerships towards project and programme objectives. As reflected in the standard templates of co-financing agreements negotiated between UNDP HQ and its main donor partners, financial reporting on country level co-financing was effected at two

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levels. An annual certified financial statement capturing the financial status as of 31 December of each year for a given donor contribution was submitted by UNDP’s Bureau of Management/ Comptroller’s Division to donor capital cities no later than 30 June of the following year. In addition, the Country Office reported annually to donor representation in country on the status of programme progress and latest available budget for the duration of the agreement. These annual reports from the Country Office are based on the Combined Delivery Report (CDR) which constitutes the official report of project expenditures and (un-liquidated) obligations of a project. All variances against budgets were closely monitored and recorded and explained appropriately. Following annual account closures and financial reconciliation procedures undertaken at the end of each calendar year, the expenditures/obligations reflected therein are considered as final for that particular year, and consequently the re-phasing of the remaining budget to the following year of the project is done based on this information and where required donor approval was sought. Currently no balance of funds is anticipated, however following the completion of the project in March 2014 and finalization of accounts, if any funds remain in the UNDP accounts for the project activities, they will be reimbursed to the donor or re-programmed if so agreed with the donor. The finance unit of the Country Office is headed by a Chartered Accountant and staffed with personnel with accounting backgrounds. Some of the key support staff assisting in the day-to-day management of programme budgets in the Country Office also holds accounting qualifications. Donor contributions are subject to corporate internal and external auditing procedures provided for in the financial regulations, rules and directives of UNDP. Relevant reports by the UN Board of Auditors as well as findings from UNDP’s Internal Office of Audit and Investigations are presented to the annual session of the UNDP Executive Board in June. Country Offices and the resources managed by them are subject to regular internal audits by the Office of Audit and Investigations and other audit instruments. In addition Country Office staff as well as TRP project staff conducted spot checks at field and Programme Management Unit level to ensure funds were expensed in the most efficient, effective and ethical manner. Through these rigorous rules, regulations, policies and procedures, UNDP has ensured the most effective and appropriate financial measures were undertaken during the project period, that funds were expended according to proposed budgets and plans, and the Government of Australia through the C4PII project achieved value for money.

Monitoring and evaluation

The project maintained an effective monitoring and evaluation (M&E) system throughout the project

period. Further, one of the chief reasons for UNDP’s request for a no cost extension was to ensure

lessons learned are adequately consolidated and documented underlining the importance of M&E

within UNDP’s overall results based management approach.

Baseline figures, where available, served to identify annual targets, against which progress was

monitored. Activities were closely monitored by UNDP field office staff with the support of the

implementing partners, community leaders and relevant Government Departments ensuring that

monitoring activities and quality control were participatory and included all relevant stakeholders. In

addition, technical specialists within UNDP also informed Design-M&E processes, particularly in

relation to areas such as social cohesion and gender which were key areas of concern under the TRP.

Data generated through the ongoing monitoring mechanisms, fed directly into internal knowledge

management and learning processes thereby strengthening not only the implementation of all

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ongoing projects but also UNDP’s programme design for its subsequent programme cycle. Further,

systematic analysis of data enabled staff to identify and fill gaps in activities and also provide

feedback on how activities could be modified to ensure they were on track and progressing towards

the fulfilment of results.

Following feedback received from the Government of Australia through its mid-term review of the

project in 2012, UNDP took steps to strengthen the qualitative aspects of its M&E system,

particularly through capturing case studies which illustrated clear results of key interventions. UNDP

has also commissioned two external reviews of the C4PII project and its TSP component in order to

address some of the gaps identified by the MTR including the need to consolidate data and establish

direct links between programme interventions and the extent and impact of changes brought about

as a result.

Gender

The C4PII project adopted several gender sensitive approaches and strategies18 throughout the duration of the project. The outcome of this was that gender aspects have been focused upon and incorporated at every stage of the project including during PCNAs, project design and implementation. Gender sensitive tools were used in the PCNAs to capture issues faced by women such as gender-

based violence, lack of opportunities for women to be decision makers, lack of income,

social/cultural barriers, early marriage and powerless women groups. Having dedicated group

discussions, women were free to air their opinions and views and also discuss collective solutions

towards the circumstances they were facing. For example, local governance systems and mechanism

in target villages were established through CBOs, however women’s decision making within these

organizations was limited exclusively to the WRDS. Now, women have been made eligible to

participate in CBO’s such as Fishermen’s Cooperative Societies. This is evident by the meeting

minutes documented by the CBOs. Presently, each of the project’s 21 target villages have a

dedicated WRDS and also have opportunities to represent their group at other traditionally male

dominated CBO gatherings and fora.

In Ampara, the WRDSs were encouraged to develop proposals to address women related issues in

each project village. Capacity and skills development programmes, leadership training programmes,

awareness programmes, workshops on self-employment opportunities, International Women Day

campaigns, cross community learning opportunities, community fairs, and social-cultural events,

were organized by them in order to address these issues. Awareness programmes for women, on

women’s rights and gender based violence, helped sensitize women on available referral and redress

mechanisms. Coordination with relevant departments such as the Medical Officer of Health, DS,

Police and addressing the lack of income, were also issues undertaken by active WRDSs. Group

livelihood initiatives, such as the Rush and Reed production, were handed over to the respective

WRDS at each project village for management and control. A few group livelihood activities were

also supported; these included poultry farming, tailoring shops, cattle rearing, and bag making. The

Rush and Reed activities have also encouraged women to take a lead role in economic activities.

18 Refer section 2 for details on these strategies

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The participation of female youth in community programmes, was prohibited due to cultural and

religious restrictions in Pavatkulam, Vavuniya, a predominantly Muslim community. This resulted in

the marginalization of the women and prevented them from engaging in social events and also

created deep divisions within their community. Continuous social mobilization and community

capacity strengthening was required to educate the elderly community members on gender

inclusiveness and the benefits the community as a whole can reap through the inclusion of women.

The community has since slowly begun to include female youth into community programmes.

10. Lessons learned

Participant selection and conducting capacity development trainings for CBO’s:

Capacity development trainings for CBO leaders need to ensure that members who are motivated and

willing to learn are included into the programmes. This was done by involving grass root level

government officials who were able to select potential candidates for the trainings. Youth involvement

was also initiated, in order to create a second line leadership and succession planning within the CBOs.

Inclusion of both males and females into these trainings proved more beneficial as a means of creating

equal opportunity for both genders. Technical trainings such as book keeping and accounting need to

include practical on-the-job sessions given the comparatively lower levels of education prevalent

amongst CBO leaders, for greater understanding. CBO forums also proved to be a good vehicle to

include varied strata’s of society including those from marginalized groups. Following MTR

recommendations to strengthen the technical capacity of C4PII partners in the field, further training

and mentoring was provided to CBOs, including the development of new training modules, to address

additionally identified capacity gaps. These modules have gone on to be institutionalized in academic

and non-academic organizations and open to those interested in pursuing the said subject.

Appointing and working through grass root level Social Mobilizers:

As the name denotes, Social Mobilizers were chosen from within the target village to assist in the

mobilization of the community and CBOs, identify CBO capacity gaps, and facilitate the organization

and conduct of capacity development trainings for the CBOs. Thirty five Social Mobilisers worked with

UNDP on the C4PII project. The value in having them during the project implementation was that being

recognized individuals in their communities and having prior experience in mobilization, they were well

accepted by their community. The guidance, facilitation and monitoring provided by the Social

Mobilisers to the CBOs, was invaluable, as is evident by the number of CBO’s which have been

strengthened in the last three and a half years. For example, the Vinayagar Community Centre in

Shanthai and the Fishermen Corporative Society in Kakaitivu in Jaffna did not have suitable financial

documentation nor had the administrative body of the committees changed in over three years. This

created a conflict amongst the communities, primarily due to the lack of transparency the two groups

were displaying. The Social Mobilizers were able to guide, mentor and facilitate CBO leaders to

undertake the necessary changes and fill gaps in the administration processes of their organizations.

The CBO has since submitted documentation to relevant government departments for formal

registration of their organizations and have also been included in the CBO general meetings.

Youth involvement strategies:

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Finding a forum of interest for the inclusion of youth into community development programmes is an

effective strategy towards social empowerment of communities. Sports clubs were used as a platform

to involve youth in CBO activities. For example, sports club members assisted the WRDS to renovate

the pre-school in Kakaitivu in Jaffna resulting in the speedy completion of the activity. Youth

involvement in CBOs has helped bring in a much needed ‘energy’ and drive into the local CBOs. They

have been instrumental in motivating the elderly CBO members to become more active in the

community. Youth engagement in the collective action initiatives was a main contributing factor to the

success of these.

Livelihood opportunities specifically targeted at youth, under the YED programme, has contributed

towards improving the participation of youth in economic development initiatives. The approach of

using community fairs has helped link potential employers and service providers with local

communities. Furthermore, entrepreneurship training has developed their capacity to move from

inputs- based livelihoods to micro enterprises. This was further facilitated through support for business

plan development, small grants and loans. Furthermore, English language training has enhanced the

youth’s marketability within the job market. Thus, realizing the potential of the role that youth can play

in the overall economic development of a country, this strategy is being followed through under

UNDP’s GLED programme over the next five years.

Value of cross community CBO forums:

Increased interaction between and amongst the neighbouring CBOs has brought about numerous

positive socio-economic impacts within local communities. It has provided them with opportunities for

learning and sharing ideas and working towards common goals of community upliftment. These

common goals set the stage for CBO members to communicate with each other and thereby resolve

previous misunderstandings. For example, a half kilometre tarred road was constructed in Shanthai,

Jaffna within a month. This was possible only because of the coordination and cooperation including in

the division of labour between the RDS, WRDS, and the Vinayagar Community Centre. The Shanthai

community, mobilized by the RDS, provided a total of 134 labour days towards the completion of this

project. In addition, the forum nominated a monitoring group of seven members to carry out daily work

during the construction. The CBO forum meanwhile, through its strong network with local government

officials was able to obtain technical advice, rollers, and tractors at minimal cost.

Including a combination of both hardware and software inputs into project design:

The C4PII project was designed primarily to support communities rebuild relationships and ties that

were broken as a result of three decades of war and conflict. Thus, its main focus was on what is often

referred to as “soft interventions.” As such, the project was to provide space, tools and skills that would

aid in conflict resolution and social cohesion and greater inclusiveness with a focus on gender, youth

and disability. However, following the end of the war, these types of interventions were not very well

received by both the communities as well as the Government. Both had become used to decades of

relief oriented assistance and therefore failed to see the value in such interventions and emphasis was

placed on the need to focus upon only hardware components (i.e. infrastructure) following immediate

return and resettlement. However, by incorporating hardware components which met basic needs

such as drinking water, irrigation and livelihoods, communities became more open to and accepting of

and working towards greater social cohesion, as they began to see tangible benefits to this approach.

Examples of such instances include the construction of the Pavatkulam Irrigation Chanel with funding

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the European Union funded Community Recovery Project, also implemented under the TRP, with C4PII

handling the softer components and mobilizing the community.

Inclusion of government stakeholders as a key partner in development:

With the decentralized government bodies currently being the main custodians of district

development, offices such as the DS office become a key partner in community development. UNDP

ensured the inclusion of relevant government officials in project design, implementation and

monitoring. This partnership went a long way, especially in the collective action projects the CBOs

initiated. The government offices came forward to support these mini-projects with monetary support

and technical or advisory capacity. Linking the individual CBOs to the DS office through official

registration, led to the creation of better dialogue and relationship built between the two parties. This

relationship has extended beyond the project implementation period, with the concept of CBO forums

being replicated in non-UNDP working DSDs, for example in Ampara. Working closely and involving the

government offices also resulted in the respective offices widening their service provision to

beneficiaries. Considering the value of these relationships, UNDP will continue to rely on this approach

in its future projects as well.

Complementarity between the C4PII project and the overall Transition Recovery Programme:

The C4PII project was very much focused on the aspects of social cohesion and inclusiveness, and

therefore couldn’t respond to the more practical needs of the community such as infrastructure

support. Budget limitations were the main inhibiting factor. As such, where possible, in instances where

dire community needs were identified, these were provided for under other TRP donor funded projects

ongoing in the same areas, ensuring complementarity of interventions and maximizing on overall

benefit to the communities.

Conducting regular context and risk assessments during the course of the project:

As referred to above, in the example of Pattikkudiyiruppu, Vavuniya, given the dynamic working

environment, it is crucial that a conscious effort is made to assess and revisit the context of the project

area regularly. This ensures that the project is meeting its objectives in the most appropriate manner

possible with the least possible risk being encountered. Similarly, it is important to regularly re-assess

the risks and potential risks which can adversely affect the project. In the 2012 MTR, concerns were

raised regarding the HNB loan scheme that was provided to the youth entrepreneurs in Jaffna and the

risk that it involved particularly for those who had signed as collateral for these loans. As a risk

mitigation endeavour, UNDP planned to conduct an overall risk assessment of the micro-finance

lending sector that will involve specifically an assessment of the risk and vulnerability of the YED clients.

Once the assessment is completed, steps will be taken to strengthen the safeguards already built into

the YED component, and further inform UNDP’s local economic development programming under the

GLED programme. Additionally as an immediate response, an insurance scheme was introduced to

cover the party providing collateral as a means of mitigating any possible risk.

Need for strengthening monitoring mechanisms to capture intangible programme impacts:

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As per the 2012 MTR, the gap of having insufficient baseline data as well as tools to measure end line

data pertaining to attitudinal change relating to social cohesion was highlighted. Towards this, the

project has planned and commenced a technical evaluation to review the overall social impact of the

initiative. In future though, for similar projects, a robust M&E framework detailing both quantitative

and qualitative data capturing needs to be an essential part of the project management and

incorporated into the project cycle right from the onset.

11. Recommendations for further engagement

The need to incorporate aspects of social integration and social cohesion into development projects, especially in war affected communities continues to be a deeply felt need and as such very relevant to the present context in Sri Lanka. Thus, there is a continued need to engage in these types of interventions and ensure that inroads made are sustained over a longer period of time. Attitudinal changes take time therefore it is imperative that work continues in this area to bring about long term changes and meaningful peace and reconciliation. The CBO forums at GN and DS levels have proved an effective way of bridging gaps and differences amongst otherwise divided communities. As much as this has been replicated in Ampara, due to its benefits and value being recognized, adoption of this networking mechanism into other districts would also be a fruitful endeavour to pursue in order to catalyse positive change at the grass root level. The tool of collective action should also be promoted as a worthwhile mechanism to be used towards community development at the DS level or even GN level. This could complement the government’s National Policy on grass root level development. Thus far it has been an effective vehicle in garnering community support and increased ownership for the development taking place within villages. Much of the financial burden could also be borne by the community through volunteering of their time and skills, making grass root level development a more cost effective process. Continued focus on youth empowerment and engagement is imperative as communities move from recovery towards development in a post war era. Engaging them in suitable skill development programmes which meet the need and requirement of the present context and support them to become entrepreneurs for high demand markets. This is a journey which UNDP will continue under its GLED programme as well. The TSP has also been well accepted across the schools which participated and the educational zones where it was implemented. Following national level discussions with relevant government counterparts, UNDP has proposed and secured the inclusion of taking the concept to the policy level, under the nationally implemented SELAJSI programme framework to be taken forward under the Social Integration component by the Ministry of National Languages and Social Integration. The concept has also been identified as a priority by the government under the Lessons Learnt and Reconciliation Commission (LLRC) Recommendations report and thus strategically placed under SELAJSI which aims to contribute towards the achievement of LLRC recommendations, National Policy Framework on Social Integration and the National Action Plan for the Promotion and Protection of Human Rights.

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12. Handover/exit arrangements

People involved

Name of person Type of employee e.g.: AusAID, contractor, govt counterpart

Role Time engaged Contact details Position post-activity if known

Massimo Diana UNDP Senior Programme Manager

2010-2013 Coordinator at the Resident Coo

Ahila Thillainathan

UNDP Senior Project Officer

2010 -2011 Mob: 0777135775

Freelance Consultant

Sanjitha Sathyamoorthi

UNDP Programme Assistant -PMU

2010 - 2011 Mob: 0773318524

Working for UNHCR

Thangavelu Satheesan

UNDP Field Programme Officer -Jaffna

2010 - 2013 Mob: 0776026820

UNDP Field Programme Officer - Jaffna

Shanthalingam Sayanthan

UNDP Field Programme Officer -Vavuniya

2010 - 2013 Mob: 0775934140

UNDP Field Project Specialist - Vavuniya

Mohamed Saleem

UNDP Head of Office -Ampara

2010 - 2013 Mob: 0772612934

UNDP Field Project Specialist - Ampara

Zihan Zarouk UNDP Field Programme Officer -PMU

2010 - 2013 Mob: 0777375571

UNDP Field Project Specialist – Puttalam/ Anuradhapura

Makendran Rasiah

UNDP Field Programme Officer -Anuradapura

2010 - 2013 Mob: 0779001757

Not known

Paramanathan Seyon

UNDP Programme Assistant -Jaffna

2010 - 2013 Mob: 0776913059

UNDP Programme Assistant

Jaffna

Robinson Prabagini

UNDP Programme Assistant -Vavuniya

2010 - 2013 Mob: 0773182474

UNDP Field Project Associate

Vavuniya

Hafleen Fuad UNDP Programme Assistant -Ampara

2010 - 2013 Mob: 0772975590

Not known

Maheesa Dayananda

UNDP Programme Assistant -Polonnaruwa

2010 - 2013 Mob: 0773762742

UNDP Field Project Associate

Puttalam

Padmasiri Subasinghe

UNDP Programme Assistant -Anuradapura

2010 - 2013 Mob: 0777358976

Not known

Varuna Ponnamperuma

UNDP/UNV Trainer Youth Career Guidance

2012 -2013 Mob: 0777370079

V-Awards Coordinator, UNV

Sadhani Rajapaksa

UNDP/UNV Coordinator for Twinning Schools

2012 -2013 Mob: 0778207364

Conference Coordination Officer, UN HABITAT

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Documentation produced by activity

Name of document Type of document e.g.: report, survey, analysis

Document owner e.g.: Ministry in partner govt

Date document produced

Location/s of document following completion of activity

Central Visit, Phase I of the Twinning Schools Programme

Video UNDP 2011 UNDP Communications Unit

Empowerment of youth for sustainable development

Video UNDP 2012 UNDP Communications Unit

‘Jayavarnan’–a success story of the Twinning Schools Programme

Video UNDP February 2014 UNDP Communications Unit

Twinning Schools Programme Finale

Video UNDP February 2014 UNDP Communications Unit

Twinning Schools Programme Finale handbook

Handbook UNDP April 2013 UNDP Project Management Unit

Twinning Schools Programme brochure

Brochure UNDP April 2013 UNDP Project Management Unit

School –Based Programmes (Phase II of the Twinning Schools Programme)

Video UNDP April 2014 UNDP Communications Unit

Basics of CSO

Participatory and Accountable CSO Management

CSO Book-keeping and Financial Management

Training of Trainers Guide

NGO Management Development Centre

2012 UNDP Project Management Unit

Empowering Grassroot Leaders on Handling Community Concerns and Disagreements

Training of Trainers Guide

Consortium of Humanitarian Agencies (GTE) Limited - CHA

2012 UNDP Project Management Unit

Certificate Course in Community Leader Development

Course Modules

Sinhala, Tamil and English Mediums

Sri Lanka Foundation 2013 UNDP Project Management Unit and Sri Lanka Foundation

CBO Capacity Building Training Needs Assessment

Report University of Colombo

November 2013 UNDP Project Management Unit

Strengthening the Technical Capacity of UNDP’s C4PII Project CBO Partners

Report University of Colombo

January 2014 UNDP Project Management Unit

Certificate Course in Community Leadership

Report Sri Lanka Foundation December 2013 UNDP Project Management Unit

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Name of document Type of document e.g.: report, survey, analysis

Document owner e.g.: Ministry in partner govt

Date document produced

Location/s of document following completion of activity

Development

Capacity Development Programme for Community Based Child Protection

Project Report National Child Protection Authority

October 2013 UNDP Project Management Unit

Implementing Community Based Alcohol Reduction Training Programmes

Project Report Alcohol and Drug Information Centre (ADIC)

February 2014 19 UNDP Project Management Unit and ADIC

Together As One –

TSP theme song

Making of the song (with singers testimonials)

Teaser trailer

Video UNDP December 2013 UNDP Communications Unit

CBO Technical Capacity building workshop resource material.

Module 1 –

Managing projects effectively

Module 2 –

Finance management and raising funds

Module 3 –

Negotiation skills and decision making

Module 4 –

Communicating effectively with stakeholders

Module 5 –

Sustainable agriculture practices

Module 6 –

Community mobilization and networking

Workshop Modules

(available in Sinhala, Tamil and English mediums)

University of Colombo

December 2013 UNDP Project Management Unit

Seeing the way to progress

I have learnt how to work with people

Audio Slideshows UNDP January 2014

19 ADIC has initiated its own evaluation on the activities completed under this programme. On completion of this evaluation, a formal

report is to be submitted to UNDP.

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Name of document Type of document e.g.: report, survey, analysis

Document owner e.g.: Ministry in partner govt

Date document produced

Location/s of document following completion of activity

We are like brothers and sisters

Stories of Change Report UNDP January 2014

Physical assets purchased with activity funds20

Physical asset Cost Date of purchase21 if known

What will happen to asset following completion of activity?

Jaffna

conference table 93,450.00 12/2/2013 ADE'S office Manipay Memorial College

Polonnaruwa

laptop 97,000.00 6/27/2013 Zonal Education Office, Dimbulagala

Multimedia Projector and Screen 75,000.00 6/20/2013 Zonal Education Office, Dimbulagala

Office Laptop 185,000 10/12/2010 Currently under use by UNDP Staff

Office Photocopier 175,000 10/12/2010 District Secretariat, Polonnaruwa

Anuradhapura

Laptop 97,000.00 6/27/2013 Divisional Secretariat Office, Kebithigollewa

Laptop 97,000.00 6/27/2013 Zonal Education Office, Kebithigollewa

Multimedia Projector and Screen 75,000.00 6/20/2013 Divisional Secretariat Office, Kebithigollewa

Multimedia Projector and Screen 75,000.00 6/20/2013 Zonal Education Office, Kebithigollewa

Anuradhapura Office Photo copier 175,000 10/12/2010 Zonal Education office,Kebithigollewa

Anuradhapura Office Laptops 185,000 2010 Currently under use by UNDP Staff

Anuradhapura Office Laptop 185,000 2010 Currently under use by UNDP Staff

Ampara

Generator 151,000.00 18/06/2013 Zonal Education Office, Samanthurai

Airconditioner 99,599.00 6/18/2013 Zonal Education Office, Samanthurai

Airconditioner 99,599.00 6/18/2013 Zonal Education Office, Maha oya

Desktop 93,000.00 14/08/2013 Zonal Education Office, Samanthurai

Desktop 93,000.00 15/08/2013 Zonal Education Office, Maha oya

LED Colour TV 119,215.00 14/08/2013 Zonal Education Office, Samanthurai

LED Colour TV 119,215.00 14/08/2013 Zonal Education Office, Maha oya

Photocopier 135,000.00 14/10/2013 Zonal Education Office, Samanthurai

20 We have used UNDP definition of Asset: 1) Any custodial item above US$ 300.00 2) Any communication item irrespective of value 3) Any asset above US$ 500.00 21 Date listed below is the accounting date as per UNDP’s accounting system, ATLAS.

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Physical asset Cost Date of purchase21 if known

What will happen to asset following completion of activity?

Photocopier 135,000.00 14/10/2013 Zonal Education Office, Samanthurai

Multimedia Projector and screen 75,000.00 6/20/2013 Zonal Education Office (English unit) Samanthurai

Multimedia Projector and Screen 75,000.00 6/20/2013 Zonal Education Office (English unit) Mahaoya

Laptop 97,000.00 6/27/2013 Zonal Education Office (English unit) Samanthurai

Laptop 97,000.00 6/27/2013 Zonal Education Office (English unit) Mahaoya

Public Addressing System 82,015.00 10/10/2013 Zonal Education Office (English unit) Samanthurai

Public Addressing System 82,015.00 11/12/2013 Zonal Education Office (English unit) Maha Oya

Vavuniya

Amplifier Set 146,205.00 5/12/2013 Divisional Secretariat Office, Vavuniya South

Amplifier Set 146,205.00 5/12/2013 Zonal Education Office, Kebithigollewa

Contractual obligations/terms and status at end of activity designation

Name of contract Contract number

Contractual obligations/terms

(USD)22

Status at the end of activity

Promote Social Cohesion and Socio Economically Empowered Communities in Sandillipay DS Division

JAF/75805/01D 6338.65 Completed

Promote Social Cohesion and Socio Economically Empowered Communities in Sandillipay DS Division

JAF/75805/01F 13,741.13 Completed

Promote Social Cohesion and Socio Economically Empowered Communities in Sandillipay DS Division

JAF/75805/01E 49,645.39 Completed

Promote Social Cohesion and Socio Economically Empowered Communities in Sandilipay DS division

JAF/75805/01G 27,457.93 Completed

Promote Social Cohesion and Socio Economically Empowered Communities in Sandilipay DS division

JAF/75805/ 01 H 12,400.35 Completed

Baseline survey JAF/75805/A1 3874.13 Completed

Reducing loan entrapment of fishing families in Kakaitivu JAF/75805/01 11,549.04 Completed

Supporting logistical arrangements of CSO trainings and providing livelihood assistance to women beneficiaries

JAF/75805/01A 9257.56 Completed

Organizing trainings and workshops on environmental appreciation, yoga, peer mediation as well as exchange visits

JAF/75805/01C 10,321.10 Completed

Promote Social Cohesion and Socio Economically Empowered Communities in Sandilipay DS Division

JAF/75805/01 40,301.15 Completed

Socio Economic Empowerment of Vulnerable Communities in Ampara District

AMP/75805/01 B 31,050.23 Completed

Socio Economic Empowerment of Vulnerable Communities in Ampara Distric

AMP/75805/01 A 30,402.00 Completed

Socio Economic Empowerment of Vulnerable Communities in AMP/75805/01 E 97,816.46 Completed

22 The USD conversation rate has been calculated as per the UNORE (United Nations Operational Rate Exchange), at the time of signing

the Micro Capital Grant Agreements/Contracts.

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Name of contract Contract number

Contractual obligations/terms

(USD)22

Status at the end of activity

Ampara District

Socio Economic Empowerment of Vulnerable Communities in Ampara District

AMP/75805/01C 47,829.94 Completed

Socio Economic Empowerment of Vulnerable Communities in Ampara District

AMP/75805/01D 57,218.78 Completed

Socio Economic Empowerment of Vulnerable Communities in Ampara District

AMP/75805/01 28,685.80 Completed

Baseline survey for Ampara, Anuradhapura and Polonnaruwa AMP/75805/01 8136.11 Completed

Socio Economic Empowerment of Vulnerable Communities in Ampara District

AMP/75805/01F 57,617.04 Completed

Collective Action to Renovate Community Hall in Palayauruwa Village

VAV/75805/01_B2

11,319.15 Completed

Establishing mechanism to initiate interaction among different communities through socio - cultural activities

VAV/75805/01 B4 29,988.00 Completed

Establishing mechanism to initiate interaction among different communities through socio - cultural and economic activities

VAV/75805/01_E1

143,750.67 Completed

Establishing enterprises, renovation of playground and construction of water wells, training programme of water management and livestock management, livelihood assistance for entrepreneurs and fishermen in Pavatkulam Unit 2

VAV/75805/01_A1

25,466.91 Completed

Establishing enterprises, renovation of roof and playground, training programme on water management and livelihood assistance for entrepreneurs in Palaiuruwa

VAV/75805/01_A2

13,324.84 Completed

Establishing enterprises, renovation of playground and training programme on human-elephant conflict, livelihood assistance for entrepreneurs in Paddikudiyiruppu

VAV/75805/01_A3

14,893.31 Completed

Establishing enterprises, renovation of playground and construction of water wells, training programme of water management and livestock management, livelihood assistance for entrepreneurs and fishermen in Pavatkulam Unit 2

VAV/75805/01_A4

24,401.47 Completed

Establishing mechanism to initiate interaction among different communities through socio cultural activities

VAV/75805/01 B4 1

15,842.78 Completed

Communities for progress - assistance to enhance social cohesion in related villages

VAV/75805/01_A3 1

10,120.94 Completed

Provision of emergency needs for flood victims in C4P II villages

POL/75805/01A 13,052.86 Completed

Provide logistical support and inputs for productivity and home gardening trainings, exposure visit, CSO trainings

POL/75805/01B 20,217.89 Completed

Provide logistical support for CSO trainings and intra and inter village joint initiatives and exchange visits, school based activities and exchange visits, knowledge management product development

POL/75805/01C 102,602.74 Completed

Reduce exclusion of Target communities within Dimbulagala Division

POL/75805/01 20,670.82 Completed

Reduce exclusion of Target communities within Dimbulagala Division

POL/75805/01C 81,310.89 Completed

Reduce exclusion of Target communities within Dimbulagala POL/75805/01B 30,449.00 Completed

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46

Name of contract Contract number

Contractual obligations/terms

(USD)22

Status at the end of activity

Division

Communities for Progress - Reduce Exclusion of Target Communities within Dimulagala Division

POL/75805/01D 4712.04 Completed

Communities for Progress - Reduce Exclusion of Target Communities within Dimulagala Division

POL/75805/01 86,756.76 Completed

Inclusive and united communities among targeted villages of Welioya and Kebithigollawa

ANU/75805/01 133,029.36 Completed

Inclusive and united communities among targeted villages of Welioya and Kebithigollawa

ANU/75805/01A 136,068.35 Completed

Peer mediation skill development for C4P II schools COL/75805/03A 27,602.37 Completed

Team building through team sports skill development for Anuradhapura and Vavuniya schools

COL/75805/03B 13,009.17 Completed

Creative performing arts development for 21 youth – Rehearsals and facilitation

COL/75805/03C 11,945.97 Completed

Enterprise Development Project for Youth AMP/ANU/POL/VAV/JAF/75805/01

203,736.71 Completed

Implementing community based Alcohol Reduction Training Programme in selected C4P II Project villages

POL/AMP/75805/01

39,824.25 Completed

The implementation of the capacity development programme for community based organizations

POL/ANU/JAF/VAV/AMP/75805/A3

39,215.69 Completed

Twinning School Final Event at Uwa Vellassa University of Badulla

POL/AMP/75805/01H

115,548.57 Completed

Strengthening the Technical Capacity of UNDP's C4P II Project CBO Partners

AMP/VAV/ANU/JAF/POL/75805/01B

33,914.19 Completed

Certificate Course for Community Leadership Development ANU/AMP/JAF/VAV/POL/75805/01C

45,859.85 Completed

Asoka Handagama (Video Documentaries) IC 11577.00 Ongoing

Sharni Jayawardana (Stories of Change Booklet) IC 4900.00 Ongoing

Pradeep Peries (Twinning School Review) IC 30,000.00 Ongoing

Ponnampalan Narasingham (Consultant to Review Social Cohesion Interventions under C4PII Project in the Vavuniya District)

IC 2013/05 3877.00 Completed

Continuation of components of activity

Which component is being continued?

Who is taking this forward? Contact details

Capacity Building of Community Based Organizations.

Sri Lanka Foundation

University of Colombo

Prof Ranjith Bandara, Chairman, Sri Lanka Foundation _ Tel: 011 2695249

Dr Ranjana Piyadasa, Course Coordinator, University of Colombo Tel: 0714470707

Linking CSO forum /CSO with government service-providers

Respective Divisional Secretaries Ampara Sammanthurai Divisional Secretary, Mr. Mansoor, 0777-666262 Mahaoya Divisional Secretary, Mr. Mangala Wickramarachchi, 063-

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Which component is being continued?

Who is taking this forward? Contact details

2244006 Anuradhapura Welioya Divisional Secretary, Mr.W.D.Nishantha Sirimanna, 025-3257291 Kabithigollewa Divisional Secretary, Mr.P.R.Jayarathne, 025-2298638 Jaffna Sandilipay Divisional Secretary, Mr. Muralitharan, 0776-539952 Polonnaruwa Dimbulagala Divisional Secretary, Mr. M.U. Nishantha, 027-2051107 Vavuniya Vengalacheddikulam Divisional Secretary, Mr. N. Kamalathasan, 024-2260905 Vavuniya North Divisional Secretary, Mr. K. Paranthaman, 024-3248293 Vavuniya South Divisional Secretary, Mr. M.C. Janaga, 024-2222238

Twinning Schools Programme Ministry of National Languages and Social Integration under the Strengthening Enforcement of Law, Access to Justice and Social Integration (SELAJSI) Programme

Mrs. Malkanthi Wickramasinghe Secretary, Ministry of National Languages and Social Integration No 40 Buthgamuwa Road Rajagiriya Tel: 0112883727