The World Bank Sudan Social Safety Net Project (P148349) REPORT NO.: RES31662 RESTRUCTURING PAPER ON A PROPOSED PROJECT RESTRUCTURING OF SUDAN SOCIAL SAFETY NET PROJECT APPROVED ON FEBRUARY 12, 2016 TO THE REPUBLIC OF THE SUDAN SOCIAL PROTECTION & JOBS AFRICA Regional Vice President: Hafez Ghanem Country Director: Carolyn Turk Global Practice Director: Michal Rutkowski Practice Manager: Robert S. Chase Task Team Leader: Randa G. El-Rashidi i The World Bank Sudan Social Safety Net Project (P148349) ABBREVIATIONS AND ACRONYMS CAP Community Action Plan CAP Computer assisted personnel interviewing CSSPR Commission for Social Safety and Net Poverty Reduction CSU Community Support Unit CT Cash Transfer GoS Government of Sudan GRM Grievance Redress Mechanism HH Households ID Identity IDA International Development Association ISR Implementation Status Report M&E Monitoring and Evaluation MIS Management Information System MoFEP Ministry of Finance and Economic Planning MoSSD Ministry of Security and Social Development MoWSS Ministry of Welfare and Social Security PAD Project Appraisal Document PCU Project Coordination Unit PDO Project Development Objective PMT Proxy Means Test PRCC Poverty Reduction Coordination Center PSN Productive Safety Net SMPF Sudan Multi-Partner Trust Fund SSNP Social Safety Net Project RP Restructuring paper RF Result Framework WFP World Food Program ii The World Bank Sudan Social Safety Net Project (P148349) BASIC DATA Product Information Project ID Financing Instrument P148349 Investment Project Financing Original EA Category Current EA Category Partial Assessment (B) Partial Assessment (B) Approval Date Current Closing Date 12-Feb-2016 19-Jun-2019 Organizations Borrower Responsible Agency Ahmed Hashem - Project Coordination Unit,Ministry of Republic of Sudan Security and Social Development Financing (in USD Million) FIN_SUMM_PUB_TBL SUMMARY Total Project Cost 0 Total Financing 0 Financing Gap 0 DETAILS -NewFin3 Project Development Objective (PDO) Original PDO The objective of the Project is to strengthen the capacity of the Ministry of Welfare and Social Security (MoWSS) to transparently and effectively implement the CT Program, and to pilot a PSN approach for poor households. OPS_TABLE_PDO_CURRENTPDO iii The World Bank Sudan Social Safety Net Project (P148349) Summary Status of Financing Net TF Approval Signing Effectiveness Closing Commitment Disbursed Undisbursed TF-A0362 10-Feb-2016 10-Feb-2016 21-Jun-2016 19-Jun-2019 3.50 2.87 .63 Policy Waiver(s) Does this restructuring trigger the need for any policy waiver(s)? No iv The World Bank Sudan Social Safety Net Project (P148349) I. PROJECT STATUS AND RATIONALE FOR RESTRUCTURING PROJECT STATUS 1. The SSN Project became effective on June 21, 2016, following Bank approval of a Sudan Multi-Partner Trust Fund (SMPF) in the amount of US$3.5 million on February 12, 2016. The PDO is: The Project Development Objective is to strengthen the capacity of the Ministry of Welfare and Social Security (MoWSS) to transparently and effectively implement the Cash Transfer program, and to pilot a Productive Safety Net approach for poor households. 2. Progress Towards PDO Achievement. The project components are aligned with and relevant to the achievement of the PDO. Significant progress has been made towards the attainment of the PDO and in overall implementation progress (both were rated Satisfactory in the last ISR, in June 2018). Results show that as of April 2019 end-of-project targets have been met for PDO indicators 2 (reduction of inclusion and exclusion errors in pilot states targeting) and 5 (launching of the PSN Pilot). Intermediate indicator 3 under Component 1 (MoSSD’s communication campaign) and 2 under Component 2 (employment dates generated through the PSN Pilot) have also been met. Significant progress has been achieved for intermediate indicator 2 under Component 1 (staff training in cash transfers) and 1 under Component 2 (number of direct beneficiaries). Progress in other indicators has been slower due to: (i) delays in the government withdrawal application; (ii) limited budget for targeting; (iii) institutional challenges between the PCU and the Community Support Unit (CSU); and (iv) data synchronization constraints. Some of these challenges will be addressed through the changes proposed in institutional arrangements in this restructuring paper. It is expected all results framework targets will be achieved by the end of the project closing date. 3. Disbursement and Ratings. Disbursements stand at 82.13% ($2,874,646.62 million) as of May 16, 2019 and are expected to accelerate based on planned commitments and the project’s financial forecast once normal Bank operations resume. Financial management, procurement and social and environmental safeguards are rated satisfactory. 4. Component 1: Strengthening Implementation of the Cash Transfer Program. Since the beginning of the project implementation in July 2016, the SSN Project has made substantial progress in putting in place a set of core operational systems, including: (i) targeting mechanisms using the Proxy Means Test and participatory community-level validation; (ii) the Management Information System (MIS), linked to the national ID); (iii) related operational tools, including electronic data collection using tablets and Computer Assisted Personal Interview (CAPI); (iv) communication and advocacy tools, as well as a grievance redress mechanism; and (v) strong monitoring and evaluation instruments. These systems will continue to play a critical role in ensuring accountability, transparency and inclusiveness as the Government of Sudan (GoS) engages in developing an adaptive social safety net system to respond to the ongoing economic challenges. 5. Cash transfer pilots and scaling up systems under Component 1. Following the successful completion of the cash transfer pilots in Khartoum, White Nile, Blue Nile and North Kordofan using the Proxy Means Test (PMT), and data collection through CAPI and tablets, the MoSSD has endorsed and approved the PMT as the main targeting mechanism for the cash transfer program and re-certification process. The scale-up of the re- certification process has been conducted in all localities in North Kordofan, and expanded to the River Nile state, reaching over 128,000 HH, which surpasses the project target of 70,000 HH. Targeting and recertification is being scaled up through support from the GoS, starting with prioritizing highly vulnerable states in light of the current economic crisis. Additionally, the MoSSD is working with the World Food Programme (WFP) to adopt the PMT in the Red Sea state. The SSN team is currently working on strengthening and testing the MIS modules for targeting and recertification, case management, payment systems, and will provide assistance to 1 The World Bank Sudan Social Safety Net Project (P148349) the Government on migrating to an e-payment system. Discussions and training on the grievance redress mechanism (GRM) have been conducted at the Federal level with the Commission for Social Safety and Poverty Reduction (CSSPR), the National Social Security Fund, the Zakat Chamber, the National Health Insurance Fund, the Social Savings and Development Bank, and Sudapost. Grievances related to inclusion and exclusion errors have been lodged and resolved at the community level during the community validation process of the PMT results. A formalized GRM pilot has been launched in Um ramad Sheikan locality in North Kordofan and will be completed by the end of the project. This has been endorsed by the State Ministry in North Kordofan and by the community. The project is proceeding forward with establishing the MIS infrastructure and modules for all program components using the software and hardware designed for the program that has the capacity to store and process data nationwide. The MIS data is linked to the GoS e-government initiative, and has succeeded in digitizing data collection, processing, and analysis. The MIS system is being heralded as a major milestone serving as a viable model to be replicated across other social protection programs. 6. Component 2: Productive Safety Net Pilot. The PSN Pilot is currently being implemented in North Kordofan with the objective of building resilience at the community level and providing access to livelihood- enhancing opportunities for beneficiaries. A follow-up pilot will be designed in the River Nile State using findings from the River Nile Baseline Impact Evaluation and anchored in the GoS’s national Shamil program.1 Successes under Component 2 include: (i) conducting training on data collection and providing data collectors with tablets and adequate software to select PSN beneficiaries; (ii) improving community access to basic social services through community planning meetings, community training and establishing demonstration plots and nurseries to promote improved agricultural production, forestry, and rangeland management practices; (iii) diversifying income sources for targeted households through the PSN activities; and (iv) conducting awareness campaigns and establishing technical committees to help citizens be more cognizant of livelihood opportunities. Additionally, using complementary financing from the Global Facility for Disaster Response and Recovery, training was conducted for the State MoSSD, the SSN Community Support Unit in North Kordofan, representatives from River Nile, and for other ministries on deepening the knowledge on climate change and building resilience at the community level. Additional training and strategic support using complementary funding from the Rapid Social Response (RSR) round 14, will be conducted to enhance the PSN outcomes through integrating nutrition-sensitive social protection interventions, and deepening linkages with climate change interventions in collaboration with teams working on Natural Resource Management. RATIONALE FOR RESTRUCTURING 7. This Restructuring Paper (RP) seeks your approval for a Level 2 Restructuring of the Social Safety Net Project (SSN Project), based on a request by the Government of the Sudan (GoS) dated April 21, 2019. The restructuring was initiated in 2018; however, it was delayed due to: (1) the revised timelines in moving forward with potential financing from Hasanah which required additional time to align with the Bank fiduciary guidelines; and (2) delays in receiving a letter from the GoS to extend the project closing date. The Government request for extending the project closing date is for 3 months, however, given the current economic and social unrest resulting from the removal of bread and fuel subsidies and ensuing tensions; triggering of OP 7.30 Dealings with De Facto Governments, which halted operational activities; and the need to maintain current institutional arrangements in place for completion of current activities and potential future scale up of operations. The Bank’s SPJ team in consultation with legal is proposing to extend the project closing date for a total of nine months. The Bank team is moving forward with processing the RP to allow for the proposed changes outlined below to be implemented. This RP presents changes to the SSN results framework in order 1 Shamil is envisaged to be a multi-sector program that will include asset creation and infrastructure improvements through a “graduation approach,” starting with providing basic consumption through the CT program, and integrating asset creation and livelihoods support through the agricultural, health, education, and water sectors in all 18 States in Sudan. 2 The World Bank Sudan Social Safety Net Project (P148349) to better align the project logic, expected impact, and language to reflect its contribution to a shock-responsive social protection mechanism. This will include enhancing the existing PSN activities to make them more nutrition-sensitive and establishing relevant linkages to nutrition-specific and health services. The restructuring will streamline the management structure and catalyze implementation of component 2, which in turn will lead to improved effectiveness and efficiency of the project anchoring important lessons for the scaling up of the PSN in River Nile and other states. The restructuring will extend the life of the project by a total of nine months to allow the SSN team to complete critical activities that were delayed primarily due to procurement challenges. II. DESCRIPTION OF PROPOSED CHANGES 8. The following changes are proposed: (i) a modification in the name of the project implementing agency and of one of its units (both agencies will continue to perform all the functions assigned under the Project); (ii) revising a Memorandum of Understanding, concentrating functions and personnel in the Project Coordination Unit (PCU), instead of other federal/State agencies; and (iii) adapting reporting arrangements between the PCU and other project stakeholders to simplify the current reporting and decision-making structure of the project, better define roles and responsibilities, adapt to the new structures within the GoS to ensure smooth implementation; and (iv) revision to the Results Framework to better align with the Project Development Objective (PDO); and (v) extension of the project closing date by nine months to allow for completion of project activities that were halted due to triggering OP7.30, and allow the institutional framework to be retained for possible future project scale up. 9. The proposed modifications do not entail any changes in the scope or nature of project activities and have no significant impact on the PDO, safeguards aspects, or anticipated project outcomes. This is the first restructuring affecting the SSN Project. The PDO remains attainable given the proposed extensions request. 10. The proposed changes are as follows: a) Change in the implementing agency’s name. The Ministry of Welfare and Social Security (MoWSS) is now called the Ministry of Security and Social Development (MoSSD). The Poverty Reduction Coordination Center (PRCC), within the MoSSD, changed its name to the Commission for Social Safety and Poverty Reduction (CSSPR). The MoSSD/CSSPR continues to be able to perform all the functions assigned under the project. b) New institutional arrangements at the federal level. This restructuring proposes removing the Community Support Unit (CSU) structure at the federal level (currently under the Ministry of Finance and Economic Planning (MoFEP), which was charged with the day-to-day management of the PSN pilot along with the PCU. The CSU Coordinator’s tasks at the federal level will henceforth be assigned to the PCU Coordinator. This will allow for streamlined implementation of the PSN pilot by minimizing the number of reporting layers required to access funds, documentation and reporting updates. c) New institutional arrangements at the State level. At the State level, the reporting structure of the State CSU will be revised. The State CSU will be led by a coordinator contracted under the project, who will report directly to the PCU coordinator at the federal level. The unit will be responsible for the day-to-day management and implementation of the PSN Pilot at the locality level. It will ensure timely cash transfers, facilitate community targeting, planning and implementation of priority public works, and produce regular monthly reports for the federal PCU. d) Integration of nutrition-sensitive social protection interventions and linkages to nutrition-specific and health services within the existing PSN and climate change activities. Technical assistance provided with complementary funding through the RSR round 14 will be used to build capacity of the MoSSD to integrate nutrition-sensitive social protection interventions into the existing PSN approaches accompanied with climate sensitive interventions. The support will also identify options for linking the SSN activities and 3 The World Bank Sudan Social Safety Net Project (P148349) beneficiaries to nutrition-specific and health services. This assistance will enhance the design of the PSN and Shamil strategies and activities using the existing resources under the SSN and contribute to the future scale-up of the program pending the availability of additional financing. e) The extension of the closing date of the project from June 19, 2019 to February 19, 2020. The proposed closing date will allow the SSN team to: (1) test and operationalize the MIS software and infrastructure systems delivered in March/April 2019; (2) provide support to the Government in developing a road map for e-payments; (3) further scale up targeting and recertification in new states, which has already started with additional funds from the GoS; (4) complete all pending activities that were halted as a result of triggering of OP 7.30; and (5) provide technical support for scaling up the PSN in new states as part of the Shamil program. 11. Changes in indicators. The changes in indicators are proposed both at the PDO- and intermediate- level and are enumerated in the sub-sections below. PDO level indicators.  Indicator 1. This change affects the final target of the indicator only and solves a previously existing discrepancy between the PAD and the original RF. The PAD established the final target at 15%, while the RF reflected 17%.  Indicator 2. This indicator has been dropped, as exclusion errors are beyond the project’s scope (the project does not include beneficiaries that are not enrolled in the CT).  Indicator 3. This is a new indicator to capture MIS development and operationalization, a key element of the project. The unit of measure for this indicator will be milestones to capture progressive evolution of the MIS.  Indicator 5. This unit of measure under this indicator will be revised, in order to use milestones. Milestones better reflect project progress than a yes/no assessment. Table 1: Project Indicators at PDO Level (old and new version) PDO Level Results Indicators Revised Indicator Indicator One. Percentage of recertified households Change in target value included in the CT beneficiary registry. Indicator Two. Targeting efficiency measured as Dropped reduced % of inclusion and exclusion errors. Indicator Three. MIS developed and operational. New Indicator Four. Percentage of complaints resolved using the newly established Case Management System Maintained module. Indicator Five. FM system provided (timely) regular monitoring of cash transfers at the national and state Change in unit of measure level. Indicator Six. PSN Pilot launched (with beneficiaries Maintained receiving transfers) in at least one state. Intermediate level indicators  Component 1, Indicator 1. This new indicator provides complementary information to better capture the re-certification process, a key aspect for attaining the PDO.  Component 1, Indicator 2. This is a new indicator to reflect another key step in the re-certification process. 4 The World Bank Sudan Social Safety Net Project (P148349)  Component 1, Indicator 3. This is a new indicator to better reflect project outcomes.  Component 1, Indicator 4. This is a new indicator to capture key progress related to MIS and directly contributes to the PDO indicator related to MIS.  Component 1, Indicator 6. This indicator has been revised to reflect the change in name of the MoWSS to the MoSSD. Data sources, unit of measure, target values and responsible agents are maintained.  Component 2, Indicator 1. This indicator has been revised in its definition for consistency and accuracy. Data sources, unit of measure, target values and responsible agents are maintained.  Component 2, Indicator 2. This indicator has been revised to accommodate a change in targets only. The original target was to achieve 114,000 employment days during year 1; this will be achieved in years 2 and 3 instead.  Component 2, Indicator 3. The definition of this indicator has been revised, since its target is PSN (and not regular cash transfer) beneficiaries.  Component 2, Indicator 4. The indicator has been revised to better capture the technical assistance provided by the project; reaching a measurable increase in the beneficiaries’ income entails a complete graduation process, which is beyond the project timeframe. Table 2: Project Indicators at Intermediate Level (old and new version) Intermediate Level Results Indicators Revised Indicator Component 1, Indicator 1. Re-certification methodology, New including PMT, developed and adopted by MoSSD. Component 1, Indicator 2. Number of recertified CT New beneficiaries submitted and endorsed by the MoSSD Component 1, Indicator 3. Annual payment calendar New developed and endorsed by the MoSSD Component 1, Indicator 4. MIS System developed New Component 1, Indicator 5. Percentage of CT staff trained Maintained at the state and national levels. Component 1, Indicator 6. MoSSD communications Change in definition campaign launched. Component 2, Indicator 1. Number of household heads of Change in definition the PSN (of which % are female-headed households) Component 2, Indicator 2. Number of employment days Change in target generated from subprojects implemented under the PSN. Component 2, Indicator 3. Number and percentage of target PSN beneficiaries who received training in N. Change in definition Kordofan. Component 2, Indicator 4. Increase in PSN targeted HHs Change in definition accessibility to livelihoods services. 5 The World Bank Sudan Social Safety Net Project (P148349) III. SUMMARY OF CHANGES Changed Not Changed Results Framework ✔ Institutional Arrangements ✔ Implementing Agency ✔ Project's Development Objectives ✔ Components and Cost ✔ Loan Closing Date(s) ✔ Cancellations Proposed ✔ Additional Financing Proposed ✔ Reallocation between Disbursement Categories ✔ Disbursements Arrangements ✔ Disbursement Estimates ✔ Change in Overall Risk Rating ✔ Safeguard Policies Triggered ✔ EA category ✔ Legal Covenants ✔ Financial Management ✔ Procurement ✔ Implementation Schedule ✔ Other Change(s) ✔ IV. DETAILED CHANGE(S) OPS_DETAILEDCHANGES_RESULTS_TABLE RESULTS FRAMEWORK Project Development Objective Indicators PDO_IND_TABLE (a) Percentage of recertified households included in the CT beneficiary registry Unit of Measure: Percentage Indicator Type: Custom The World Bank Sudan Social Safety Net Project (P148349) Baseline Actual (Current) End Target Action Value 0.00 10.00 15.00 Revised Date 12-Feb-2016 22-Jun-2018 19-Jun-2019 b) MIS developed and operational Unit of Measure: Yes/No Indicator Type: Custom Baseline Actual (Current) End Target Action Value No No Yes New Date 12-Feb-2016 22-Jun-2018 19-Jun-2019 (b) Targeting efficiency measured as reduced % of inclusion and exclusion errors. Unit of Measure: Percentage Indicator Type: Custom Baseline Actual (Current) End Target Action Value 51.60 7.70 41.60 Marked for Deletion Date 12-Feb-2016 22-Jun-2018 19-Jun-2019 (c) Percentage of complaints resolved using the newly established Case Management System module. Unit of Measure: Percentage Indicator Type: Custom Baseline Actual (Current) End Target Action Value 0.00 20.00 40.00 Revised Date 12-Feb-2016 22-Jun-2018 19-Jun-2019 (d) FM system provided (timely) regular monitoring of cash transfers at the national and states level. Unit of Measure: Yes/No Indicator Type: Custom Baseline Actual (Current) End Target Action Value No No Yes Revised Date 12-Feb-2016 22-Jun-2018 19-Jun-2019 (e) PSN Pilot launched (with beneficiaries receiving transfers) in at least one state. Unit of Measure: Yes/No Indicator Type: Custom The World Bank Sudan Social Safety Net Project (P148349) Baseline Actual (Current) End Target Action Value No Yes Yes Revised Date 12-Feb-2016 22-Jun-2018 19-Jun-2019 Intermediate Indicators IO_IND_TABLE Re-certification methodology including PMT developed and adopted by MoSSD Unit of Measure: Amount(USD) Indicator Type: Custom Baseline Actual (Current) End Target Action Value 0.00 0.00 0.00 New Date 12-Feb-2016 22-Jun-2018 19-Jun-2019 Number of recertified CT beneficiaries submitted and endorsed by the MoSSD Unit of Measure: Amount(USD) Indicator Type: Custom Baseline Actual (Current) End Target Action Value 0.00 25000.00 50000.00 New Date 12-Feb-2016 22-Jun-2018 19-Jun-2019 Annual payment calendar developed and endorsed by the MoSSD Unit of Measure: Amount(USD) Indicator Type: Custom Baseline Actual (Current) End Target Action Value 0.00 0.00 0.00 New Date 12-Feb-2016 22-Jun-2018 19-Jun-2019 MIS System developed Unit of Measure: Amount(USD) Indicator Type: Custom Baseline Actual (Current) End Target Action Value 0.00 0.00 0.00 New Date 12-Feb-2016 22-Jun-2018 19-Jun-2019 Percentage of beneficiaries receiving payments on a regular basis (on percentage of payments reconciled by the MoWSS). Unit of Measure: Percentage The World Bank Sudan Social Safety Net Project (P148349) Indicator Type: Custom Baseline Actual (Current) End Target Action Value 20.00 0.00 75.00 Marked for Deletion Date 12-Feb-2016 22-Jun-2018 28-Feb-2019 Percentage of staff trained at the state and national levels working on cash transfers Unit of Measure: Percentage Indicator Type: Custom Baseline Actual (Current) End Target Action Value 0.00 60.00 80.00 Revised Date 12-Feb-2016 22-Jun-2018 19-Jun-2019 MoSSD communications campaign launched Unit of Measure: Yes/No Indicator Type: Custom Baseline Actual (Current) End Target Action Value No Yes Yes Revised Date 12-Feb-2016 22-Jun-2018 19-Jun-2019 Number of household heads of the PSN (of which % are female-headed households) Unit of Measure: Number Indicator Type: Custom Baseline Actual (Current) End Target Action Value 0.00 1000.00 1000.00 Revised Date 12-Feb-2016 28-Jun-2018 19-Jun-2019 Number of employment days generated from subprojects implemented under the PSN Unit of Measure: Number Indicator Type: Custom Baseline Actual (Current) End Target Action Value 0.00 114000.00 114000.00 Revised Date 12-Feb-2016 22-Jun-2018 19-Jun-2019 Number and percentage of target PSN beneficiaries who received training in N. Kordofan Unit of Measure: Percentage Indicator Type: Custom The World Bank Sudan Social Safety Net Project (P148349) Baseline Actual (Current) End Target Action Value 0.00 40.00 60.00 Revised Date 12-Feb-2016 22-Jun-2018 19-Jun-2019 Increase in PSN targeted HHS accessibility to the livelihoods’ services Unit of Measure: Percentage Indicator Type: Custom Baseline Actual (Current) End Target Action Value 0.00 0.00 0.00 Revised Date 12-Feb-2016 22-Jun-2018 19-Jun-2019 The World Bank Sudan Social Safety Net Project (P148349) SOCIAL SAFETY NET PROJECT RESTRUCTURING PAPER LEVEL 2 RESTRUCTURING ANNEX 1. RESULTS FRAMEWORK AND MONITORING Project Development Objective (PDO): To strengthen the capacity of the Ministry of Security and Social Development (MoSSD) to transparently and effectively implement the CT Program, and to pilot a PSN approach for poor households. The Project total financing is US$3.5 million for three years. PDO Level Results D=Dropped Unit Base Cumulative target Values Data Frequenc Respons Description (indicator definition C=Continue Indicators* of -line Source/ y ibility etc.) N=New R=Revised Meas Methodo for Data ure logy Collecti Core on 2016- 2017- 2018 - 2017 2018 2019 Indicator 1: C % 0 0 10% 15% PCU; Annually PCU The project target is to re-certify the M&E eligibility of 15% of the HHs included Percentage of reports/ in the CT 2010 registry; 75,000 HHs recertified out of 500,000 HHs. The progress households included PMT The World Bank Sudan Social Safety Net Project (P148349) in the CT beneficiary will be measured against the 75,000 registry HHs. Indicator 2: D Targeting efficiency measured as reduced % of inclusion and exclusion errors Indicator 3: N Miles 0 Completi MIS Data MIS Annually PCU The MIS will automate the processes tone on of consultin center reports/P of targeting, case management, MIS developed and Compute g preparati CU payments, and monitoring and operational r company on and evaluation. This includes data center Assisted tender operatio design, communication and network Personal preparati nal, VPN connectivity. Interview on, connecti (CAPI) contracte vity, the d, targeting inception , phase grievanc complete e, the d, system M&E design system is documen automate t drafted d, and operatin finalized, g, and, LAN the installati payment on within list is the auto MoSSD The World Bank Sudan Social Safety Net Project (P148349) generate d Indicator 4: C % out 0 0 20% 40% PCU Annually PCU Measuring in percentages of the of the complains reported against the Percentage of total M&E resolved, using the newly designed complaints resolved comp Reports case management process and using the newly laints manual. established Case Management System module Indicator 5: C Miles 0 0 0 Benefici PCU Annually PCU Cash transfers are controlled tone aries’ through periodic tracking using the FM system provided payment Payment beneficiaries’ lists, which are (timely) regular lists M&E generated from the re-certification monitoring of cash generate reports and payment unit and will endorse it transfers at the d and by MoSSD. national and states endorsed level by MoSSD. Indicator 6: C Yes/ No Yes Yes Yes CSU Annually PCU Start piloting the PSN approach in No reports North Kordofan aiming at replicating PSN Pilot launched the approach in other states. (with beneficiaries receiving transfers) in at least one state INTERMEDIATE RESULTS Intermediate Result (Component One): The World Bank Sudan Social Safety Net Project (P148349) Indicator 1: N Yes/N No No Yes Yes PCU An PCU To enhance the re-certification o reports nua process and outcomes, the project Re-certification lly will lead the development of a methodology methodology that is scientific and including PMT reliable to ensure eligibility of the developed and targeted HHs to the CT and to the adopted by MoSSD needed measures to achieve the MoSSD endorsement of the newly developed re-certification methodology. Indicator 2: N Numb 0 0 25,000 50,000 PCU An PCU CT updated beneficiaries’ lists will er reports nua be generated at the level of Number of lly targeted states as a result of re- recertified CT certification using the PMT. beneficiaries submitted and endorsed by the MoSSD Indicator 3: R No No No No Yes PCU An PCU MoSSD will be assisted by the PCU reports nua in creating annual payment Annual payment lly calendar. calendar developed and endorsed by the MoSSD Indicator 4: N Yes/N No No Yes Yes PCU An PCU The MIS components have been o reports nua approved by the IT director and MIS System lly have received support from developed Minister of MoSSD. It should be noted that the MIS system may not be fully completed, tested, and endorsed by June 2019, The World Bank Sudan Social Safety Net Project (P148349) however, individual components will be completed. Indicator 5: C 0 30% 60% 80% PCU An PCU Measurement is based on the exact Numb reports nua the percentage of SSN staff actively Percentage of CT er lly serving in positions and benefitting staff trained at the from the capacity building efforts; state and national training workshops, sessions, etc. levels The planned end target is 500 staff members. Indicator 6: C Yes/N N Y Y Y PCU An PCU The SSN team will establish and o nua strengthen communication MoSSD reports lly channels at federal and community communications levels, and at key stages during the campaign launched launch and implementation of the project activities conduct communications campaigns. Intermediate Result (Component 2): Indicator 1: R Numb 0 300 1000 1000 CSU An PCU Identify the actual % of PSN direct er reports nua household disaggregated by Number of PSN lly gender. household heads beneficiaries (of which % are female headed households) Indicator 2: C Numb 0 0 114000 114000 CSU An PCU The number of person-days er reports nua worked by able-bodied PSN Number of lly beneficiaries as per the project employment days design. generated from cash- for-work projects The World Bank Sudan Social Safety Net Project (P148349) implemented under the PSN Indicator 3: R Numb 0 20% 40% 60% CSU An PCU The exact percentage of PSN er reports nua beneficiaries (1000 individual Percentage of PSN lly beneficiaries) benefiting from the beneficiaries who project capacity building efforts. received training in N. Kordofan Indicator 4: R Yes/N N N N Y CSU An PCU A beneficiary perception survey o reports nua will be used to assess the impact Increase in PSN lly off the project’s technical targeted HHS’ assistance on PSN beneficiaries’ accessibility to the accessibility to livelihoods services livelihoods services. including improved access to agricultural inputs and services, financial services, climate- resilience services, nutrition sensitive services, linkages to nutrition-specific services, and other livelihoods support activities appropriate for the local context.