Common Humanitarian Fund

2014 Annual ReportSouth Sudan

Clarification of timeframes used for this report:

Donor contributions: data refers to donor contributions to the CHF for 2014, including a contribution from the UK made at the end of 2013 to fund projects at the beginning of 2014.

Allocations: data refers to funding allocations from the CHF to support projects under the 2014 Crisis Response Plan. Some of the funds contributed by donors towards the end of 2014 remained unallocated at the end of the year, following the decision of the CHF Advisory Board to carry these forward to the beginning of 2015 to kick start projects under the 2015 Humanitarian Response Plan.

Cluster achievements: some projects under the 2014 Crisis Response Plan that were supported by CHF allocations remained ongoing at the end of the year, to be completed during 2015. As such, the cut-off date for the aggregation of programmatic results was set as the end of February 2015. The intention is that the information provided about programmatic results as much as possible correlates to the information provided about CHF allocations which enabled those results.

Expenditure rates: the cut-off date for data provided on expenditure rates of implementing partners was set as the end of February 2015. The intention is that information about expenditure rates as much as possible correlates to information provided about programmatic re-sults achieved through those expenditures.

Financial Tracking Service (FTS): the FTS is a globally managed database which records information about financial contributions for humanitarian response in different countries and regions, including contributions channeled through pooled funds such as the CHF. Data obtained from the FTS is used in this report to indicate the overall level of financial contributions to the 2014 Crisis Response Plan, and to explain the relative contribution that was channeled through the CHF. In order to complete this report, data pertaining to 2014 was extract-ed from the FTS at the end of February 2015. It is important to note, however, that records contained in the FTS pertaining to 2014 continue to be updated and adjusted retroactively, beyond the date of compilation of this report.

2014 South Sudan Common Humanitarian Fund

Organizations receiving CHF funding in 2014: ACF - USA, ACT/DCA, ACTED, ADRA, ASMP, AVSI, Care International, CCM, CCOC, CESVI, CMA, CMD, COSV, CRS, CUAMM, CW, DCA, DDG, DRC, DWHH, FAO, GOAL, HCO, HLSS, IBIS, IMC-UK, Intermon Oxfam, Internews, INTERSOS, IOM, IRC, IRW, JDF, KHI, LCED, LDA, LWF, MAG, MEDAIR, Mercy Corps, Nile Hope, NP, NRC, OSIL, OVCI, Oxfam GB, Oxfam Intermon, PAH, PCO, PIN, RI, Samaritan’s Purse, Save the Children, SCA, SMC, Solidarites, SPEDP, TDH, TEARFUND, THESO, UNFPA, UNHCR, UNICEF, UNIDO, UNKEA, VSF (Belgium), VSF (Switzerland), WFP , WHO, WR, WVSS, ZOA Refugee Care

Cover photo: UNICEF/Peru

Design and layout: Karen Kelleher Carneiro

OCHA South Sudan wishes to acknowledge the contributions made in the preparation of this document, particularly by United Nations agencies, International Organization for Migration, cluster coordinators and co-coordinators, cluster M&R specialists, non–governmental organizations, UNDP South Sudan and the Multi- Partner Trust Fund office.

For additional information: www.unocha.org/south-sudan/common-humanitarian-fund chfsouthsudan@un.org Produced by OCHA South Sudan April 2015

COMMON HUMANITARIAN FUND

SOUTH SUDAN

2014 Annual Report

REFERENCE MAP

The information shown on this map does not imply official recognition or endorsement of the physical orpolitical boundaries or feature names by the United Nations or other collaborative organizations. UN OCHA and affiliated organizations are not liable for damages of any kind related to the use of thisdata. Users noting errors or omissions are encouraged to contact imusouth@un.org.

** Final boundary between the Republic of Sudan and the Republic of South Sudan not yet determined.** Final status of Abyei region not yet determined.

0 100 200 km

Country Capital

State Capitals

Populated place

Rivers

Lakes

Undetermined boundary*

International boundaries

State boundaries

Abyei region**

States, state capitals and major settlements in South Sudan

JONGLEI

UPPER NILE

UNITY

WARRAP

WESTERNEQUATORIA

EASTERN EQUATORIA

WESTERNBAHR EL GHAZAL

CENTRALEQUATORIA

NORTHERNBAHR

EL GHAZAL

SOUTHDARFUR

NORTHDARFUR

ABYEIREGION

NORTHKORDOFAN

SOUTHKORDOFAN

BLUE NILE

El Obeid

Nyala

Kadugli

Al Fashir

Aweil

Torit

Bentiu

Kwajok

Rumbek

Malakal

Juba

DEMOCRATICREPUBLIC OF CONGO

UGANDA

ETHIOPIA

KENYA

CENTRALAFRICANREPUBLIC

SUDAN

WHITE NILE

SENNAR

LAKES

GuluArua

Buta

Kosti

Watsa

Ar Rahad

An Nahud

Lira

Barah

Hoima

Bunia

Wamba

Sinjah

Sennar

Soroti

Andudu

Isirio

Maridi

Es Suki

Masindi

Tandalti

Mungbere

AbuZabad

Al Hawatah

UmmRuwabah

Wau

Bor

Yambio

Yei

Ezo

Ayod

Waat

Renk

Raja Leer

Adok

Tonj

Boma

Nasir

Pibor

Akobo

Oriny

Mayom

Yirol

LopaMundri

Kapoeta

Pochalla

Gogrial

Tambura

Terekeka

Chukudum

War-Awar

Kajo-Keji

Old Fangak

Lui

Muni

Atar

Akun

Akot

Nyal

Dajo

Koch

Tali

Jikou

Radom

Narus

Magwi

Liria

Mvolo

Thiet

Kangi

Kodok

Melut

Churi

Amadi

Nzara

Maiwut

Naandi

Shambe Kongor

Abwong

Gerger

Ikotos

Pageri

Juaibor

Cueibet

Ganylel

Awerial

Wanding

Kuajiena

Athidway

Marial-Lou

Riangnhom

Likuangole

Duk Fadiat

Boro Medina

Deim Zubeir

Source Yubo

Padak/Baidit

Marial-Baai

Mangalla

Li Rangu

MankienTuralei

Walgak

Akuem

Pajok

Warrap

Tonga

Lodwar

Kolowa

Lokichar

Nimule

REFERENCE MAP States, state capitals and major settlements in South Sudan April 2015

Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Donor contributions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Allocation overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Fund performance and management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Accountability and risk management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Summary of cluster strategies and achievements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

CHF support to rapid response mobile teams . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Camp coordination and camp management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Emergency telecommunications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Food security and livelihoods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Health . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Logistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Mine action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Multi-sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Non-food items and emergency shelter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Nutrition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Protection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

Water, sanitation and hygiene (WASH) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

Conclusion and way forward. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

Annexes: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

Annex1: List of advisory board members in 2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

Annex 2: CHF roles and responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

Annex 3: Contact list of CHF team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Annex 4: Summary from Administrative Agent (MPTF) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Annex 5: CHF supported list of projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Annex 6: List of acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

Annex 7: Useful links . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

TABLE OF CONTENTS

Source: Clusters, April 2015

CHF 2014 DASHBOARD

CHF FUNDING BY CRP PRIORITY

CHF ALLOCATIONS BY CLUSTER

USE OF CHF FUNDING ($160m)

49%

43%

8%

CHF DONORS CONTRIBUTIONS ($160m)

Onward Transport Assistance (OTA)IOM provides stranded returnees withonward transportantion assistance to reach

32%

26%

43%

FUNDING PER TYPE OF AGENCY AND PER ALLOCATION

$34.4m 2nd round allocation$57.8m emergency reserve

$42.7m 1st round allocation

36%, $48.5m High immediate priority(pipelines)

High priority 59%, $80.1m

Medium priority 5%, $6.3m

NNGOs $10.9m - 43 allocations

UN $65.6m - 38 allocationsINGOs $58.5m - 116 allocations

Onward Transport Assistance (OTA)IOM provides stranded returnees with

onward transportantion assistance to reachtheir final destination. IOM provides OTA

by air barge, rail and road

SUDAN

CENTRALAFRICANREPUBLIC

DEMOCRATICREPUBLIC OFTHE CONGO UGANDA

KENYA

ETHIOPIA

JUBA

Western Bahrel Ghazal

Northern Bahrel Ghazal

Western Equatoria

Central Equatoria

Eastern Equatoria

Jonglei

Lakes

Warrap

Upper Nile

Unity

24.4m18%

30.2m22%

2.9m2%

7.2m5%

36.5m27%

12.3m9%

1.2m1%

19m14%

0.8m1%

0.5m0%

AbyeiRegion

Totalallocation

$134.9million

Deposits

UK's deposit in 2013 for use in 2014Germany

Switzerland

Belgium

Ireland

Australia

Dermark

Norway

Netherlands

Sweden

UK 42.5m

33.2 m

11.4m

31.1m

15.7m

8.3m

7m

3.3m

4m

1.9m

2m

Totalallocation

$134.9million

** Includes fees charged on UK's deposit in 2013

Allocations

Fees

Unallocated balanceUnallocatedbalance

Fees**

Allocations 134.9m

8.3m

19.2m

29.6m

22.8m

19.4m

19.2m

15.5m

13.9m

4.8m

3.2m

2.5m

1.6m

1.5m

1m

2%

Mine Action

Multi-sector

Emergency telecoms

Camp coordination & camp mgnt

Education

Logistics

Protection

Nutrition

Food security (livelihood)

Non-food items / shelter

Health

Water, sanitation, hygiene 22%

14%

11%

10%

4%

2%

1%

1%

17%

14%

1%

-CHF ALLOCATIONS BY STATE Selected Key ReSultS

cccM: Camp management services provided for 173,187 internally displaced people in camps and spontaneous settements, including Protection of Civilian (PoC) sites.

education: Emergency education activities provided for 73,777 chil-dren, with 188 temporary learning structures built and 128 classrooms rehabilitated.

emergency telecommunications: Data connectivity including in-ternet service provided at 13 locations, with 75 technicians and 1,700 humanitarian workers trained.

Food Security and livelihoods: 539,581 people reached through livelihood support, including the distribution of crops seeds, agricul-tural tools and fishing kits, as well as through food assistance.

Health: Measles vaccinations given to 459,593 children under five, and 944,285 people reached with emergency health supplies.

logistics: Air transportation provided to 2,231 humanitarian workers, and 500MT of emergency cargo moved.

Mine Action: Mine risk education provided for 56,259 people, with 23,600 square meters of land released to communities.

Multi-sector: Registration and / or tracking of 464,916 internally dis-placed persons and 38,302 refugees.

Non-food items and emergency shelter: Non-food items and shel-ter materials provided for 378,197 and 131,391 people respectively.

Nutrition: Treatment for severe acute malnutrition provided for 30,262 children under five, and treatment for moderate acute malnutrition for 55,565 children and pregnant and lactating women.

Protection: Behavior change messages on gender-based violence and available services in emergency settings reached 167,372 peo-ple. Psychosocial support provided to 23,685 children.

Water, sanitation and hygeine: Sustained access to safe water supply provided for 762,848 people, and 100,532 households reached with hygeine kits.

CHF South Sudan Annual Report 2014 3

Over the course of 2014 conflict in South Sudan forced almost two million people from their homes. Violence and destruction compounded the effects of extreme poverty and some of the world’s worst indicators in terms of access to health and education services. By May, 3.5 million people were severely food insecure. Millions of vulnerable people needed humanitarian support to survive.

In its third year of operation, the Common Humanitarian Fund played an ever more essential role in the humani-tarian operation, thanks to the ten donors who deposited money into the fund. As the fourth largest funder of the Crisis Response Plan we channeled $134.9 million to save lives and alleviate suffering. Water, health, shelter, nutrition and protection were top priorities. With CHF support, aid agencies provided assistance to people most in need, including in remote, hard-to-reach areas within a huge aid programme that averted famine and stemmed a cholera epidemic. We supported not only UN agencies and international non-governmental organi-zations (NGOs), but also South Sudanese NGOs for which funding from the CHF continued to increase and was their major source of support.

The CHF Advisory Board and Technical Secretariat used the Fund’s flexibility to adapt to the changing situation on the ground, conducting two standard and four reserve allocations. We quickly reprogrammed the first stan-dard allocation when the crisis broke, and used the second to close critical gaps in health, nutrition, protection, and WASH at the midyear. We used the CHF’s reserve mechanism to fast track funding for livelihoods and shelter, to support innovative ways of assisting people in the hardest-to-reach areas, to alleviate the impact of severe flooding in Bentiu Protection of Civilians site, and to improve conditions for aid workers operating from humanitarian hubs.

I would like to thank all of the NGOs, UN agencies, and donors involved in the CHF during 2014. By working closely together in a strategic way, the CHF helped us make a substantial contribution to the aid operation. As we enter 2015, the people South Sudan will continue to need our collective support and I very much look forwarded to working with all concerned to ensure that people in need get the best protection and assistance, on time.

FOREWORD

Toby Lanzer Humanitarian Coordinator

Ph

oto

: UN

ICE

F/ O

ha

ne

sia

n

Further information on the CHF is available on the

following websites:

http://www.unocha.org/south-sudan/financing/

common-humanitarian-fund

http://mptf.undp.org/factsheet/fund/HSS10

CHF South Sudan Annual Report 2014 5

A new crisis

As a major crisis engulfed the country at the end of 2013, plans to address long-term resilience and support national capacity for the delivery of basic services were shelved. The operating envi-ronment for aid agencies changed dramatically, with efforts now focused on immediate, life-saving activities to respond to most critical humanitarian needs. As the year unfolded the emergency continued unabated, with displacement, food insecurity, disease and malnutrition as the primary drivers of needs. During the year 1.5 million people were internally displaced, while close to another 0.5 million fled the country in search of safety. Despite significant operational constraints and widespread insecurity, the aid effort scaled up to reach some 3.6 million affected people. The threat of famine in worst affected areas was staved off, with expanded food assistance and nutrition services. A cholera outbreak was con-tained. But the absence of peace and the vulnerability of millions meant that at the end of the year a humanitarian operation of similar magnitude was required for 2015.

Strong and timely donor support

Donors continued their strong support to the Common Humanitarian Fund (CHF), with deposits of some $160 million from 10 donors, up from 8 in the previous year. This accounted for some 40 per cent of donor contributions to all CHFs globally, and for the third con-secutive year since its inception the South Sudan CHF was the largest. Further, the timing of contributions was better aligned than in previous years to seasonality and other factors which determine the most appropriate times for allocations. Donors’ commitment to, and confidence in, the CHF as a prominent humanitarian funding instrument positioned it as the 4th largest funding source to proj-ects in the Crisis Response Plan (CRP), and leveraged its role in empowering leadership and driving coordination.

Flexible and innovative allocations

Responding to the demands of a rapidly evolving crisis character-ized by immense humanitarian need, six allocation rounds were conducted. Some 197 allocations totaling almost $135m were made in support of 143 projects in the CRP, equivalent to around 7 per cent of the total CRP requirement of $1.8 billion or 9 per cent of the $1.4 billion secured. The first standard allocation was quickly re-programmed in January to respond to the dramatically changed context, and the second standard allocation was conducted in the middle of the year. There were also four allocation rounds using the reserve modality, including support to the rapid response mech-anism, an innovative operational approach for assisting people in hard-to-reach locations through multi-sectoral mobile teams. In line with previous years, funds were allocated in roughly equal measure to NGOs and UN agencies. The trend of progressively increasing the participation of national NGOs continued. During the year South Sudan was also the biggest recipient country of funding from the Central Emergency Response Fund (CERF), with allocations totaling some $54 m. These two pooled humanitarian funds were used in complementary fashion to best meet prioritized needs.

Accountability and risk management

Work continued throughout the year to strengthen accountability. A risk management framework was developed, setting out an ac-tion plan to enhance the mitigation and control of 17 identified risk areas. The risk level associated with implementing partners was managed through a range of tools, including capacity assessments and historical performance data. Although capacity for monitoring and reporting was depleted for much of the year, by year end ar-rangements had been reinvigorated with the establishment of a cohort of 8 monitoring and reporting specialists, hired by the CHF Technical Secretariat and placed within the clusters. Efforts con-tinued to enhance tools and processes for strengthened gender programming across the portfolio, as well as other cross cutting issues including accountability to affected populations, HIV/AIDS and environment.

conclusions

The CHF demonstrated its continuing relevance as an important in-strument to pool funding and meet humanitarian needs with speed and flexibility, while engendering leadership and strengthening systemic coordination. In the context of overwhelming needs, de-pleted flows of development funding, and insufficient resources for humanitarian response, prioritization inevitably remained contest-ed. Limitations in some procedures and capacity gaps amongst some stakeholders weakened transparency and accountability. These constraints point to areas for further development going for-ward, and will continue to be analyzed and monitored under a risk management approach in support of the continued attainment of overarching CHF objectives.

EXECUTIVE SUMMARY

Executive Summary

160mcontributed

10donors

1.4mreached with assistance

135mallocated

72partners

12clusters

supported

P

CHF South Sudan Annual Report 20146

A new crisis

By November 2013 the humanitarian situation in South Sudan had stabilized to such an extent that aid agencies launched a three-year plan (the 2014 – 2016 Consolidated Appeal) for humanitarian response to better address long-term resilience and support na-tional capacity to deliver basic services. This approach was dra-matically upended in mid-December, when hostilities between dif-ferent elements of the South Sudan armed forces broke out in Juba and quickly spread across the country, affecting six of the coun-try’s ten states. By the end of 2013 a serious crisis had engulfed the country, causing large-scale violence and displacement, and changing the operating environment for aid agencies.

The humanitarian community quickly reacted. In January, the 2014 – 2016 Consolidated Appeal was frozen and a Crisis Response Plan was developed to cover the first three months of 2014, fo-cusing on immediate, life-saving response to the most urgent hu-manitarian needs. The plan was revised and expanded in February to cover six months through to June 2014. In the same month the Emergency Relief Coordinator declared the crisis a Level 3 emergency. As the year unfolded and the emergency continued, a further revision in June extended the Crisis Response Plan to December 2014, appealing for US $1.8 billion.

large-scale displacement and destruction

The conflict continued throughout 2014 with devastating conse-quences for the lives and livelihoods of millions of people. Violence, looting and destruction were widespread, with extensive infra-structure damage and disruption of livelihoods in the three most affected states of Jonglei, Unity and Upper Nile. The main towns in these states were left in ruins; markets were destroyed; many herders and farmers lost their means of subsistence; and trade net-works deteriorated.

By the end of 2014 more than 1.5 million people had been dis-placed across 185 locations within the country. Over 100,000 of these were living in eight Protection of Civilians (PoC) sites. An es-timated 237,000 people in 21 host community locations were also in need of assistance. Further, some 488,500 people had fled the country as refugees.

CONTEXT

Context

15-31 decemberFighting starts in Juba, spreads to Jonglei, Unity and Upper Nile, where people flee their homes and aid stocks are looted

2-10 January Fighting breaks out again in Bor and Bentiu, ICG estimates death toll is 10,000 people

23 JanuaryCessation of hostilities agreement signed

5 February Partners warn of worsening health conditions in UN bases due to overcrowding

December January February March April

19 MarchFighting breaks out again in Malakal

18 FebruaryFighting resumes in Malakal

14-17 AprilHundreds die during a massacre in Bentiu and an attack on the UN base in Bor

3 February Aid agencies call for US$1.27 billion to assist 3.2 million people

11 FebruaryThe Emergency Relief Coordinator declares a “Level 3” emergency

3 MarchOver 200,000 people have fled the country

26 MarchOver one million people displaced within or outside South Sudan

7 MarchFirst rains flood the UN base in Juba, increasing cholera risks

Crisis Timeline

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Bor

Wau

Torit

Aweil

Yambio

Rumbek

JUBA

Kuajok

BentiuMalakal

P

P

P

!̂

P

P

P

P

PP

Western Bahrel Ghazal

Northern Bahrel Ghazal

Western Equatoria

CENTRALAFRICANREPUBLIC

DEMOCRATICREPUBLIC OFTHE CONGO UGANDA

KENYA

ETHIOPIA

SUDAN

CentralEquatoria

Eastern Equatoria

Jonglei

Lakes

Warrap

Unity

Upper Nile

1 - 5

0 - 5,000

50,001 - 97,000

Access constrained areas

31 - 6321 - 3011 - 20

6 - 10

Partners per county

Displaced populations

Internal displacement and partner presence

Source: UNOCHA and partners, April 2015

CHF South Sudan Annual Report 2014 7Context

2014 crisis Response Plan (cRP) strategic objectives

the cRP aimed to save lives, prevent famine and avert the loss of a generation. Its four strategic objectives were:

1. Provide a coordinated live-saving response to immediate humanitarian needs to conflict-affected people.

2. Provide protection to conflict-affected communities and ensure access to services.

3. Support the resumption of livelihoods activities by affected communities as quickly as possible and build resilience by providing integrated livelihoods assistance.

4. Provide logistical support, including transport to personnel and goods, accommodation for aid workers and storage of assets in deep field locations to enable the humanitarian response.

Severe food insecurity and malnutrition

The ongoing conflict continued to threaten food security in South Sudan. In May, some 3.5 million people faced severe food insecu-rity with 1.1 million and 2.4 million people in emergency Integrated Food Security Phase Classification (IPC-4) and crisis (IPC-3) phases respectively. Emergency food assistance reached some 2.3 million people to prevent the worst-case scenario. However even during the harvest season from October to December some 1.5 million people were estimated to be severely food insecure, with that number expected to rise to 2.5 million people during the first quarter of 2015.

The nutrition situation at the beginning of the year was critical, particularly in the most conflict affected states with Global Acute Malnutrition rates above 30 per cent in some locations. By April over 18,000 severely malnourished children had been admit-ted into therapeutic feeding programs. By year end the situation demonstrated some improvement in the post-harvest period, with nutrition services having reached some 94,135 and 166,740 se-verely and moderately malnourished children respectively.

disease outbreaks

A cholera outbreak was declared in Juba in May, affecting Central Equatoria, Eastern Equatoria, Jonglei, and Upper Nile states. By November 2014 the outbreak was brought under control, by which time a total of 6,421 cases had been reported with a case fatality rate of 2.6 per cent.

The number of kala-azar cases increased during the year, likely due to conflict-related displacement. At year end there were 7,892 cumulative cases, over half of which were in Lankien, Jonglei State - compared to some 3,377 in all of 2013. Going into 2015, Health cluster partners were still working to bring the kala-azar outbreak under control.

Scaled up response despite access challenges

Aid agencies significantly scaled up operations and response – both in major displacement sites and in hard to reach areas. Some 3.6 million people were reached with life-saving assistance in 2014. At the same time, in settings of active conflict, access was not always possible or was severely hindered. More than twice as many access incidents were reported in 2014 as compared to 2013, including violence, threats and harassment against humani-tarian workers, robberies, burglaries and looting. Ten humanitarian workers were killed, five of them in August in a single incident in Maban, Upper Nile.

May July August September October November DecemberApril

9 MaySalva Kiir and Riek Machar sign agreements to resolve the crisis

28 April - 6 MayUS and UN officials visit Juba to call for peace

29 AprilThe HC calls for a 'Month of Tranquility', which is agreed by conflict parties on 5 May

25 JulyUN Security Council calls food security situation “worst in the world”

31 JulyCholera outbreak largely contained in Central Equatoria

11 SeptemberSpike in kala-azar cases observed in Lankien, Jonglei State

8 OctoberUN envoy on sexual violence warns rapes in South Sudan “is the worst I have seen in my almost 30 years in dealing with this issue”

6 AugustAid workers killed in Maban County, Upper Nile State .

21 NovemberASG Kyung-wha Kang visits South Sudan and calls on all parties to respect their ceasefire commitments

22 decemberIGAD brokered peace talks adjourned

15 decemberOne year since hostilities began

29 OctoberBentiu town attacked

cRP contributors in 2014 ($ million)

cHF donors in 2014 ($ million)

donor contributions 2012-2014 ($ million) Allocations and donor deposits ($ million)

Source: UNDP MPTF, April 2015

Source: FTS, February 2015

Source: FTS, February 2015

Source: UNDP MPTF, April 2015 Source: CHF TS, UNDP MPTF, April 2015

UKSwedenNetherlandsNorway

DenmarkAustralia

IrelandBelgium

46%

21%

73.633.2 15.7 11.4 8.3 7.0 4.0 3.3

Switzerland2.0 Germany2.0

10%

7%

5%4%

3%2%1%1%

Totalcontributed$160.5million

59%

9%

859.6 US, UK, EC

Totalfunds$1.4billion

134.9 CHF53.7 CERF398.1 All others

4%

28%

2012 contribution

2013 contribution

2014 contribution

50

100

150

200

CA

R

Som

alia

Afg

hani

stan

Sud

an

DR

C

S. S

udan

donor contributions to cHFs globally in 2012-2014 ($ million)

0

20

40

60

80

DecNovOctSepAugJulJunMayAprMarFebJan

Allocations Donor deposits

Reserveallocation 3

Reserveallocation 4

Standard& Reserveallocation 2

Standardallocation 1

Reserveallocation 1

CHF South Sudan Annual Report 20148

Overall level of contributions to cHF

There was continuing strong support from donors to the CHF, with deposits of $160 million for 2014. Total contributions exceeded those in 2012 by 36 per cent and in 2013 by 75 per cent, reflecting a marked increase in the level of humanitarian need, sustained resource mobilization activities through-out the year, and donors’ continued confidence in the CHF as an effective tool for addressing agreed humanitarian priorities. For the third consecutive year South Sudan remained the most-funded CHF, accounting for 40 per cent of donor contributions to all CHFs globally.

diversified donor base

With the participation for the first time of two new donors, Germany and Switzerland, a total of ten donors contributed to the CHF during 2014, up from seven in 2012 and eight in 2013. The United Kingdom continued as the biggest contributor ($74 million representing 46 per cent of all contri-butions), followed by Sweden ($33 million, 21 per cent), Netherlands ($16 million; 10 per cent) and Norway ($11 million; 7 per cent). Australia, Belgium, Denmark, Germany, Ireland and Switzerland collec-tively contributed around $27m representing 17 per cent of all contributions.

timing of contributions

The timeliness of donor contributions in support of allocation rounds improved notably as compared to previous years. Some 73 per cent of the total amount

contributed by all donors was deposited in the first half of the year. In the same period, 99 per cent of the total amount of all allocations was made, in response to changes in humanitarian needs and seasonal factors.

The first standard allocation round in January and the first reserve allocation round in March were entirely funded by donor contributions at the end of 2013 as well as in February and March. The second standard and reserve allocation rounds took place in parallel in May, and were mainly covered by donor contri-butions in June, along with additional contributions made in July, August and, October. Two additional, small reserve allocation rounds took place in August and November, and were covered by additional con-tributions in the latter part of the year.

contributions to the cRP

As reported through the Financial Tracking Service at the end of February 2015, donors contributed $1.4 billion to the CRP in 2014, equivalent to 80 per cent of the total $1.8 billion requirement. Bilateral contributions from the top three donors - the US, UK and EC - contributed 61 per cent of the secured funding.

Donors’ contributions to the CHF positioned it as the 4th largest funding source for projects in the CRP, emphasizing its prominence as a humanitarian funding mechanism and leveraging its role in em-powering leadership and coordination.

DONOR CONTRIBUTIONS

Donor Contributions

Germany

Switzerland

Belgium

Ireland

Australia

Denmark

Norway

Netherlands

Sweden

UK73.6m

33.2m

15.7m5.0m

12.1m

11.4m

8.3m7.1m

5.1m

9.3m

2.9m

7m

4m

2.0m

2.0m

45.9m49.7m

14m19.1m

20.0m

2014 contribution

2013 contribution

2012 contribution

8.7m

4.8m

3.2m

3.3m3.0m

Totalfunds

$134.9million

$34.4 million2nd round standard allocation

$42.7 million1st round standard allocation

$57.9 million CHF reserve allocation (x4)

32%

25%

43%

cHF allocations by modality

Mine Action

Multi-sector

ETC

CCCM

Education

Logistics

Protection

Nutrition

FSL

NFI & ES

Health

WASH 22%17%

14%

14%11%

10%

4%2%

2%

1%1%

1%

29.6m22.8m19.4m

19.2m

15.5m

13.9m4.8m3.2m

2.5m1.6m

1.0m

1.5m

W. Equatoria

WBeG

E. Equatoria

NBeG

Warrap

Lakes

C. Equatoria

Upper Nile

Unity

Jonglei 27%36.5m

22%30.2m

18%24.4m

14%19m

9%12.3m

5%7.2m

2%2.9m

1%1.2m

1%0.8m

0.5%0.5m

2014 cHF allocation by state 2014 cHF allocation by cluster

Source: CHF TS, April 2015 Source: CHF TS, April 2015

Totalallocation$134.9million

36%$48.5m

59%$80.1m

High priority

High immediate priority(pipelines)

Medium priority

5%$6.3m

cHF allocations by cRP priority

Source: CHF TS, April 2015

Source: CHF TS, April 2015

CHF South Sudan Annual Report 2014 9

Allocations by modality

During 2014 the CHF made 197 allocations totaling slightly less than $135 million in support of 143 proj-ects in the CRP from 72 organizations. Some 57 per cent of the funding was allocated through two stan-dard allocation rounds, and the remaining 43 per cent through four reserve allocation rounds.

In January 2014 the first standard allocation round of $43 million, which had been conducted in December 2013, was quickly re-programmed to align with new humanitarian needs. In March, the reserve allocation mechanism was used for the first time to fast track $20 million to address criti-cal gaps under the FSL and NFI/ES clusters. The second standard and reserve allocation rounds of $34 million and $37 million respectively were con-ducted in parallel in May. The second standard al-location round prioritized needs under the Health, Nutrition, Protection and WASH clusters following the mid-year review of the CRP. The second reserve allocation round focused on reaching conflict af-fected people in hard-to-reach areas, through the use of multi-sectoral mobile response teams and strengthening the capacity of partners present on the ground. The third and fourth reserve allocation rounds totaled slightly more than $800,000. The third reserve allocation round, in August, addressed critical needs following severe flooding in the Bentiu PoC sites, and the fourth reserve allocation round in November was used to provide accommodation and working space in humanitarian hubs in different displacement sites.

A further reserve allocation round of some $20 mil-lion tentatively planned to take place in November was eventually cancelled. Instead, the amount was carried forward to enable a larger standard allo-cation round to kick start projects at the beginning of 2015, with the allocation decisions finalized in December 2014.

Allocations by cRP priority and response category

Overall, 95 per cent of all funding allocated during 2014 went to high-immediate and high priority proj-ects, as classified under the Crisis Response Plan.

Considering the response categories, 64 per cent went to projects providing services at the frontline, while 29 per cent was for procurement of emergen-cy relief supplies through the agencies approved by the Humanitarian Country Team to manage core pipelines on behalf of the wider humanitarian com-munity. 7 per cent went to support logistics and common services.

Allocations by agency type

In 2014 non-governmental organizations received just over half of all the money allocated by the CHF (51 per cent) and UN agencies just under half (49 per cent). Efforts continued to promote the participation of national NGOs. The share of the total amount allo-cated going to NNGOs increased from 7 per cent in 2013 to 8 per cent in 2014. The total amount allocat-ed to NNGOs increased by 63 per cent, from $6.7 million in 2013 to $10.9 million in 2014. The CHF was their major source of support.

ALLOCATION OVERVIEW

Allocation Overview

cHF allocations by response category

39.4m

86.7m

8.9m

64% Frontline services

29% Core pipelines

7% Logistics and common services

Total$134.9million

INGOs: $58.5 million (116 allocations)

UN: $65.6 million (38 allocations)

Totalallocation$134.9million

NNGOs: $10.9 million (43 allocations)

49%

8%

43%

cHF allocations by agency type

Source: CHF TS, April 2015

CHF South Sudan Annual Report 201410 Allocation Overview

Allocations by state and cluster

Mirroring the evolution and impact of the crisis, 67 per cent of all funding supported projects in the three most conflict affected states of Jonglei (27 per cent), Unity (22 per cent), and Upper Nile (18 per cent). A further 23 per cent funded projects in Central Equatoria (14 per cent) and Lakes (9 per cent) states, which hosted significant numbers displaced people.

About 90 per cent of all funding allocated went to six clusters, considered during the early phase of the conflict as those most vital to saving lives. The WASH cluster received the highest share (22 per cent), followed by Health (17 per cent), NFI&ES (14 per cent), FSL (14 per cent), Nutrition (11 per cent) and Protection (10 per cent).

Six other clusters received just over 10 per cent of the funds allocated, including Logistics (4 per cent), Education (2 per cent), CCCM (2 per cent), Emergency Telecommunications (1 per cent), Multi-sector (1 per cent) and Mine Action (1 per cent).

cHF contribution to overall humanitarian funding

CHF allocations contributed significantly to meet-ing the funding requirements of partners’ projects in the 2014 CRP. About two thirds (72) of the 112 partners in the CRP received funding from the CHF. Overall the CHF contributed 7 per cent of the total requirement of the CRP. CHF allocations of $134.9 million represented 9 per cent of all fund-ing secured for projects in the CRP, as reported through the Financial Tracking Service at the end of February 2015.

NNGOs in particular continued to rely heavily on the CHF to fund their humanitarian activities. CHF fund-ing accounted for 44 per cent of NNGO funding re-quirements and 80 per cent of their secured funding. For INGOs, the CHF provided 21 per cent of the re-quired funding and 22 per cent of secured funding. For UN agencies the figures were 4 per cent and 7 per cent respectively.

lesson learned on allocations

The dramatically changed context, characterised by an immense overall level of humanitarian need and rapidly changing priorities, demanded responsiveness and innovation. While in previous years the two standard alloca-tion rounds at the beginning and the middle of the year accounted for almost the entire amount of funding chan-nelled to implementing partners, in 2014 these were interspersed with four allocation rounds through the reserve modality, each targeting specific needs. Further, the two standard allocations varied from their conventional for-mat – the first being quickly re-programmed following the onset of the crisis, and the second focusing on a limited number of clusters.

Overall, the CHF demonstrated its value in responding rapidly and assertively to emerging needs throughout the year. The different allocation modalities at its disposal were used to meet emerging circumstances while adapting related processes, in order to draw on the collective insights and analysis of the wider coordination system and ensure that donors’ contributions were deployed in the shortest possible time frame.

Practices can continue to be refined to further strengthen prioritisation; and to ensure congruence between the overarching intent of each allocation round, cluster level prioritisation, and the final selection of projects for fund-ing. When the approach to allocation rounds varies from convention, it is also important to communicate compre-hensively to the full range of stakeholders in order to ensure transparency and buy in.

CHF South Sudan Annual Report 2014 11

In 2014 South Sudan was the single largest recipient of funding from the Central Emergency Response Fund (CERF). US $53.7 mil-lion was allocated through four rounds of rapid response funding, amounting to 11.6 per cent of all CERF allocations globally and 18.4 per cent of all rapid response allocations. The CERF and CHF to-gether provided $188.5m – 13 per cent of all resources secured for the Crisis Response Plan.

Throughout the year complementarity of funding and best allocation of resources was ensured, under the leadership of the Humanitarian Coordinator (HC) and with the support of the Humanitarian Country Team (HCT), the CHF Advisory Board (CHFAB), the Inter-Cluster Working Group (ICWG) and OCHA’s Humanitarian Financing Unit.

The first CERF allocation of $15.3m took place in January, and sup-ported the timely delivery of humanitarian assistance soon after the crisis began, including kick-starting CCCM activities and scaling up air transportation and security services for aid agencies. This was in parallel to the re-prioritized CHF first standard allocation of close to $43 million that funded both frontline and pipeline projects and focused on the FSL, NFI & ES and WASH clusters.

The second CERF allocation of $14.9m took place in April, focused on further support to CCCM activities as well as health and nutrition. This took place in conjunction with a CHF reserve allocation of close to $20 million to respond to time-critical requirements under the FSL and NFI & ES clusters.

The third CERF allocation of $3.5m took place in June in response to the cholera outbreak, funding essential health and WASH activities. This was in conjunction with the CHF second standard allocation of some $34.5m for projects under the Health, Nutrition, Protection and WASH clusters.

The fourth CERF allocation of $19.9m was finalized in December. The resources are being used in early 2015 to improve infrastructure and assistance for displaced people in Bentiu facing life-threatening conditions, to scale up prevention and response for those most at risk of gender based and other forms of violence, and to provide se-curity and safety services to aid agencies, vital to sustain the collec-tive humanitarian response. This occurred alongside the CHF first standard allocation for 2015 for some $60m, to kick-start prioritized activities across a range of clusters at the beginning of the year.

Allocation Overview

ceRF added value

• timeliness: quick release of ceRF funds in response to sudden onset needs allowed for immediate, life-saving work to be carried out. Funding was made available quickly after the onset of the cholera emergency in May 2014. Grants to support health and WASH activities started in June 2014, and the outbreak contained.

• Flexibility: rigourous prioritization meant that ceRF funds could be directed flexibly to have the greatest im-pact in saving lives and alleviating suffering. Funding at the end of 2014 was directed to improving conditions for IDPs in Bentiu; as well as to common security services, a key enabler for the wider humanitarian operation. These two quite different initiatives demonstrate the flexibility of the CERF to cater to locally defined priorities.

• leverage: by acting fast and giving visibility to key pri-orities, ceRF funding mobilised wider support. By sup-porting the establishment of the CCCM cluster at the onset of the crisis with an allocation of some $9 million, CERF funding led the way for the mobilisation of $43 million for CCCM during 2014.

ceRF impact in 2014

• CERF support to CCCM in the January and April allocations en-abled the start-up and expansion of the cluster, which provid-ed critical camp management services in displacement sites throughout the year, to the benefit of more than 600,000 IDPs.

• CERF support to common security services in January enabled some 146 security risk assessments to be undertaken in field lo-cations and benefitted the operations of 180 aid agencies.

• CERF support to the cholera emergency in June underpinned the successful containment of the outbreak, with treatment and prevention activities benefiting around 100,000 people at risk.

Mine Action Multi Sector ETC Education Logistics Protection Nutrition NFI/ES FSL CCCM WASH Health CCSSecurity

3.2

11.2

21.9

2 13.5 2

5.60.5

2.7

19.2

1.5

4.8

2.5

15.5

29.6

19.4

3.2 1.6

13.9

11.5

22.8

CERF: $53.7 million CHF: $134.9 million

12.2

10

9.5

5

1.8

1.5

1.4UNHCR

UNDSS

UNFPA

WHO

UNICEF

WFP

IOM 24.5

10

9.5

5

1.8

1.4

1.5

UN UN

International NGOs NationalNGOs

53.7 65.6

58.5 10.9

ceRF and cHF disbursements 2014

ceRF allocations by agency ($ million)

ceRF and cHF allocations by recipient type ($ million)

Source: CHF TS, CERF, April 2015 Source: CERF, April 2015

Source: CERF, April 2015

Note: CERF does not contribute to NGOS

cHF/ceRF cOMPleMeNtARIty

38%

27%

Change in budget

Change in project duration

Change in location

Change in target beneficiaries

Change in outputs

Change in activities

Other

12%

10%

6%4%3%

extensions and revisions

Source: CHF TS, April 2015

CHF South Sudan Annual Report 201412

timeliness of allocations and disbursements

Standard and reserve allocationsThe first allocation was reprogrammed in four weeks. While a standard allocation usually takes 8 weeks, within 30 days, 66 per cent of the of $42.7 million had been disbursed. The balance of the round was disbursed by mid-March, following ad-ditional donor deposits. $58 million was allocated to 50 projects through the reserve modality, with an average of 44 calendar days from proposal submission to disbursement. However, during the response to flooding, the time from proposal sub-mission to fund disbursement was just 14 days. In some cases partners pre-financed their activities based on the allocation letter from the HC, delaying requests for disbursement.

Disbursements Throughout the year, average disbursement time from the Multi-Partners Trust Fund (MPTF) Office was two working days, following receipt of support-ing documents. The average time for issuing con-tracts for NGO partners from the date of approval of the allocation decreased from 9 working days in 2013 to 7 in 2014. Once contracts were signed, the timeline for disbursing the first tranche of fund-ing was on average 5 working days, except in the case of new NGO partners, where disbursement took longer to accommodate mandatory capacity assessment.

Pre-financing and cash flow managementAllocation letters were issued immediately following the decision. Some partners started their activities through pre-financing while awaiting disbursement of funds from the CHF. Cash flow was managed throughout the year to prioritize disbursement to NGOs. These approaches to pre-financing and cash flow management meant that activities commenced as soon as possible after the allocation decision.

Strengthened leadership of the Hc and humanitarian coordination

Throughout the year the HC led efforts to mobi-lize donor involvement and financial resources, including through high profile events that raised international attention on the humanitarian situa-tion, highlighting the CHF’s added value. The HC, supported by the CHF AB, used the CHF to flexibly meet changing priorities. The support of the ICWG, clusters and partners in CHF related processes

furthered coordination, as did the funding of com-mon humanitarian services. In-country coordina-tion between the CHF and other key humanitarian donors was also strengthened, with improved map-ping of allocations by cluster, geographical location and implementing organization.

Inclusiveness and partnerships (NNGOs)

NNGOs received more direct funding from the CHF in 2014 compared to 2013, both in terms of the share of the total amount allocated and in absolute terms. The CHF continued to be the predominant source of funding for humanitarian work carried out by NNGOs. A strategy to continue to enhance the participation of NNGOs was developed in the second half of the year, in consultation with a range of stakeholders including the CHF AB, the ICWG, the NGO Forum, and NGOs themselves. While the CHF allocates resources according to prioritized humanitarian needs rather than to the category of implementing partner, measures can be taken to create a more level playing field for NNGOs. These include improving information sharing, encouraging ‘peer learning’ within the NNGO community, build-ing the technical capability of NNGOs to engage with the CHF, strengthening NNGO participation in wider cluster processes, and enhancing state lev-el coordination mechanisms. Additionally, in some cases NNGOs were secondary recipients of funds allocated to UN agencies.

Revisions and no-cost extensions

The complexity of the environment affected 100 out of 197 (51 per cent) allocations in 2014. Partners required the modification of activities, budgets, timelines, and geographic scope. 51 partner organi-zations requested revisions, including no-cost exten-sions. Insecurity was cited as the main impediment to the implementation of activities as planned, with staff issues, including recruitment and turnover, also a factor. Procurement challenges faced by NGOs in-cluded accessing supplies from core pipelines and protracted customs clearance processes.

Financial summary for NGO projects

$ 69.4 million was allocated to 117 NGO projects through two standard and three reserve allocation rounds. Overall, 64 per cent of the funds were uti-lized by February 2015. About 85 per cent of funds allocated in first standard and reserve allocations were utilized. The utilization of second standard allocation was 56 per cent and an average of 39

FUND PERFORMANCE & MANAGEMENT

Fund Performance & Management

cHF administration fees

CHF Technical Secretariat (OCHA) $876,164.

Administrative Agent (AA) (MPTF) $1,294,269.

Managing Agent (MA) for NGO contracts (UNDP) $4,856,580.

M&R Specialists $983,516.

Bank Charges $865.

tOtAl $8,011,503.

Source: CHF TS, MPTF April 2015

CHF South Sudan Annual Report 2014 13

FUND PERFORMANCE & MANAGEMENT per cent for the second and third reserve allocations. Looking at utilization rate by clusters, Education had the highest rate at 91 per cent followed by FSL, Mine Action and NFI&ES each with around 75 per cent. CCCM and Health had an average utilization rate of 65 per cent, while Nutrition, Protection and WASH had 57 per cent average utilization.

83 per cent of the funds were disbursed by February 2015. More than 90 per cent of funds allocated under the first standard alloca-tion were disbursed to partners, which they reported a 96 per cent utilization rate. For the money allocated in the second standard al-location round, over 80 per cent was advanced to partners and 69 per cent was utilized. 92 per cent of the first reserve allocation round was disbursed with utilization rate of 90 per cent, while 78 per cent of the second and third reserve allocation rounds were disbursed with 50 per cent utilized.

Financial summary for uN agency projects

Some 26 projects from seven UN agencies were allocated $65.6 million during the year. Overall, 82 per cent of the funds were uti-lized by February 2015. Agencies reported that 100 per cent of allocations from the first standard were utilized and 89 per cent of the first reserve allocation. For the second standard allocation, a utilization rate of 57 per cent was reported and 78 per cent for the second, third and fourth reserve allocations. CCCM, Education,

ETC, Logistics, Multi-sector, and NFI&ES clusters, utilized all of funds allocated to them, while five clusters had unspent balances. Nutrition, Protection and WASH had the highest unspent balances of 46, 40, and 32 per cent respectively. Health and FSL had 18 and 16 per cent respectively unspent.

Management and administrative costs

From donor contributions of $160 million for 2014, $8 million (5 per cent) was used for management and administrative costs. This en-compasses the costs of the Administrative Agent, the Technical Secretariat (TS) including the team of Monitoring and Reporting (M&R) Specialists, the Managing Agent, and bank charges.

training and capacity-building

A number of partner trainings were conducted on writing pro-posals, financial reporting, contracting processes, and the Grant Management System (below). An open door policy was maintained for partners to come with enquiries. In particular, new NGO part-ners had training on financial reporting.

Grant Management System (GMS) roll out

The Grant Management System (GMS) online platform is for the management of projects supported through country based pooled funds. The GMS was launched in South Sudan in support of the final reserve allocation of 2014, as well as the first standard alloca-tion for 2015. By the end of the year there were 275 active users, and 104 stakeholders were trained. The GMS will provide compre-hensive data on projects, enhancing data analysis.

cHF technical Secretariat

The Technical Secretariat includes staff from OCHA and from UNDP, and is partially co-located to support planning and delivery of CHF allocations, contract management, monitoring and reporting. The number and variety of allocation rounds, individual allocations and revisions increased demand for information and analysis of data across the portfolio. Short term deployments partially filled gaps, however, capacity was stretched. At the end of the year recruitment was ongoing for a small number posts established for 2015.

NGOs’ financial performance ($ million)

Mine Action

Education

CCCM

NFI & ES

Protection

FSL

Nutrition

Health

WASH

Approved

Disbursed

Liquidated

18.7m

10.4m

9.7m

9.0m

6.1m

2.1m

10.4m

14.8m

8.2m

8.9m

7.6m

5.2m

1.4m

1.9m

9.0m

11.0m

7.1m

5.8m

7.3m

5.2m

4.5m

1.3m

1.9m1.0m

2.1m

0.8m0.8m

CCCM

Education

Multi-sector

ETC

Logistics

Protection

Nutrition

FSL

WASH

Health

NFI&ES13.4m

12.4m

9.5m

5.1m

4.9m

4.8m

11.0m

13.2m

7.4m

7.6m

2.7m

2.9m

10.1m

4.8m

1.6m1.6m

1.5m1.5m

1.1m1.1m

0.4m0.4m

Allocated/Disbursed*

Liquidated

* 100% of the funds allocated are disbursed to UN agencies in one installment.

uN agencies’ financial performance ($ million)

Source: CHF TS, April 2015 Source: CHF TS, April 2015:

Fund Performance & Management

CHF South Sudan Annual Report 201414

Accountable use of CHF resources is the priority and is supported through (1) risk management; (2) partner risk assessment, including capacity and performance assessment; (3) financial and pro-grammatic reporting; (4) project monitoring; (5) evaluation; and (6) audit. The accountability frame-work helps the HC ensure that implementing part-ners are delivering intended results, that the CHF is managed responsibly and in accordance with prevailing policies, and that ultimately its overall ob-jectives are attained.

Risk management

Although important elements of risk management have long existed in the South Sudan CHF, in 2014 an overarching Risk Management Framework (RMF) was developed and documented through a structured process of analysis and consultation with CHF stakeholders. A comparative analysis of the likelihood and potential impact of 17 identified risk areas was conducted, with risks associated with monitoring and reporting arrangements and potential misappropriation found to be of greatest concern. See Annex 7 for a link to the RMF.

Based on the above, a work plan was devised to strengthen the management of all identified risks. In 2015 and beyond the RMF will be regularly reviewed and updated, monitoring progress against planned actions while continuing to refresh risk analysis.

During the year, work was undertaken with partner organizations to report on asset losses that oc-curred through looting and confiscation following the outbreak of conflict at the end of 2013. Some 20 organizations reported losses, and at the end of the year quantification, verification and administra-tive closure were in progress. Also in 2014 one im-plementing partner self-reported a case of alleged fraud involving CHF resources, necessitating ad-ministrative closure through reimbursement of the corresponding amount.

Partner risk assessment, including capacity and performance assessment

In line with internal UNDP rules and since inception of the CHF in South Sudan, all prospective NGO partners are subject to a capacity assessment con-ducted by an external independent agency before a grant can be awarded. Six new partners success-fully underwent this process during the year - two for the first standard allocation round and four for

the second standard allocation round. Follow up was made with these new partners to build their ca-pacity for financial reporting.

In addition, the CHF partner performance index which combines information generated from mon-itoring activities, financial and narrative reporting and audits, was used during allocation processes to inform the selection of project proposals for new funding. The roll out of the GMS in the final part of the year offers further opportunities to compute and use performance data across the portfolio of partners and projects in real time, and enhance risk management.

Monitoring, reporting and evaluation

During the year, M&R capabilities were strength-ened through the re-establishment of a team of eight M&R Specialists, hired through the CHF Technical Secretariat and deployed to work from within Cluster Lead Agencies. They supported clusters to monitor and report on their activities as a whole under the CRP, and for CHF-funded projects, enhancing oversight of, and learning from, the proj-ect portfolio.

The main purpose of monitoring is to assess prog-ress made towards targets and verify the accuracy of reporting submitted by implementing organiza-tions. Monitoring can contribute to: verification of reported results at project level; evidence of how the CHF has contributed to broader outcomes set out in the CRP; evidence-based decision making by stakeholders including the HC, CHF Advisory Board, donors and cluster coordinators; and ensuring that resources are used efficiently and according to what was agreed upon in the project proposals.

Regular reporting cycles were organized across all allocation rounds. Partners provided 198 narrative reports out of 213 expected during the year, a re-porting rate of 93 per cent and consistent with rates during the previous two years. Capacity, howev-er, was insufficient to compile and analyze interim results at particular moments throughout the year, with this annual report being the first comprehen-sive exercise in aggregation. With the team of M&R Specialists re-established, interim analyses and aggregation will be feasible in the future.

A new global evaluation of CHFs took place in 2014, commissioned by OCHA every three years. An external and independent evaluation team visited

Accountability and Risk Management

ACCOUNTABILITY AND RISK MANAGEMENT

Operational modalities

As an integral part of an enhanced approach to risk management, ‘operational modalities’ are being in-creasingly introduced:

• The risk level associated with a given partner can be established periodical-ly, based on its capacity (as captured by capacity assessments) and its his-torical performance (as captured by the partner performance index).

• The risk level associated with a given project can be established at the time a funding request is submit-ted, based on its design. It may encompass factors such as operating condi-tions (insecurity, access); geographical spread (num-ber of locations); inherent susceptibility to misap-propriation (cash based response, high value com-modities); and partner ex-pertise (experience in the sector).

Once the risk level is estab-lished for any given alloca-tion, operational modalities corresponding to that risk level will determine the way funds are disbursed as well as monitoring and reporting requirements.

CHF South Sudan Annual Report 2014 15

South Sudan, one of five countries to host similar visits. Findings are expected to be published by the middle of 2015. Also during 2014, South Sudan was selected as a case study for an indepen-dent evaluation of Dutch humanitarian assistance, commissioned by the Dutch Ministry of Foreign Affairs and undertaken by the Humanitarian Policy Group. The exercise had an extensive focus on the CHF, and at the end of the year the report was being final-ized for publication during 2015.

Audit

All CHF contracts with NGO partners, irrespective of the duration or grant size, are audited at least once during the project lifetime. As a further component of risk management, exceptional audits of projects with expenditure above $ 300,000 in a financial year are conducted. During 2014 these external independent audits were carried out by PricewaterhouseCoopers (PwC) Kenya. Since the inception of the South Sudan CHF, five audit rounds have been

conducted – three rounds in 2013 for all projects funded during 2012, and two rounds in 2014 for projects funded under the first standard allocation in 2013. Altogether, 203 contracts had been audited by end of 2014. From these, there have been no cases of financial fraud or wrongdoing reported by the auditors. However, a qualified opinion was given in relation to 18 audits for reasons including missing supporting documents and expenditure on activ-ities in excess of the allowable variations. Where the partners were unable to satisfactorily resolve the ineligible amount, follow up was made to secure the appropriate reimbursement.

Allocations to UN Agencies are not audited independently through the CHF TS, but fall under the annual certified financial statements and reports issued by each respective Agency.

An Inter-agency audit of the CHF as a whole is expected to be carried out in 2015.

Accountability and Risk Management

Gender programming

Pooled fund projects are designed, implemented, monitored and evaluated considering the specific needs and constraints faced by women, girls, boys and men. Global tools are used to promote gender analysis and gender in projects. Through ongoing discussions with IASC Global Gender Advisors deployed to South Sudan during 2014, the CHF TS has developed the following action points to continue strengthening gender programming:

Allocation

• New templates for concept notes and project proposals are being introduced which will make more explicit the gender related aspects of project design, including disaggregated data regarding intended beneficiaries and the use of gender-related indicators and targets.

• The strategic review of projects to be selected for funding will not rely on gender marker codes previously assigned to project sheets at the time of formulating the Humanitarian Response Plan. An analysis of the quality of each project proposal in terms of gender will be done on the basis of the information provided in the funding application. A gender marker code will be assigned using a supporting vetting sheet, which will contribute to the overall rating of each project proposal and the final selection of projects for funding.

• Once selected for funding the follow up technical review process will allow for each project proposal to be enhanced in terms of gender pro-gramming, prior to final approval .

• The CHF TS, supported by the Gender Advisor, will continue to provide gender guidance materials to implementing partners and cluster coordinators at the time of each allocation round, including ‘tips’ related to the different elements of the project proposal templates, as well as guidance on the assignment of the gender marker codes.

Monitoring and Reporting

• Monitoring activities will be used to review practices on gender programming. Do these reflect what was stated in the approved project proposal? What are the good practices that can be learnt from, and the impediments to better implementation? The guidance materials and reporting templates for monitoring visits will include gender related aspects, and be refined in collaboration with the Gender Advisor.

• New reporting templates for implementing partners are being introduced which will make more explicit the gender-related achievements of projects in comparison with the design of the approved proposals, and allow for more robust aggregation and analysis of gender-related performance.

• The CHF Technical Secretariat, supported by the Gender Advisor, will continue to provide gender guidance materials to implementing part-ners and cluster coordinators in relation to reporting. This includes ‘tips’ related to the different elements of the reporting templates.

Other

• The CHF TS intends to use information gathered through monitoring and reporting to showcase good practices on gender. Better communi-cations around gender related issues can help to promote the CHF as a gender-responsible funding instrument, influencing wider practices.

• All members of the CHF TS and the M&R Specialists are required to complete the IASC E-learning: Different Needs, Equal Opportunities, in conformity with OCHA’s Gender Equality Programming 2014/15 Action Plan.

SUMMARY OF CLUSTER STRATEGIES & ACHIEVEMENTS

Information in this section has been developed in collaboration with CHF-funded partners, and with cluster coordinators and co-coordinators. Financial information is drawn from the Financial Tracking System (FTS) as of the end of March 2015, in addition to the CHF’s own financial records. Results achieved at cluster level are based on reports received from part-ners, aggregeted according to standard output indica-tors agreed at the time of allocations. The cut off date for reporting was the end of February 2015. While the majority of projects funded during 2014 were com-pleted by that time, a number remained ongoing, and in such cases their interim rather than final results are taken into account. With a 93 per cent reporting rate throughout the year, the information provided in this section provides a reliable picture of the overall results achieved by the CHF-funded project portfolio.

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cHF allocations to RRM and deployments per cluster

Cluster CHF Allocated Percentage Allocated

Number of deployments

FSL 445,229 2% 7

NFI/ES 3,103,597 11% 20

Nutrition 3,721,698 14% 10

Health 4,435,964 16% 16

Logistic 4,500,000 17%

WASH 5,132,507 19% 18

Protection 5,784,242 21% 6

total 27,123,237 100%

In the middle of the year, the CHF through the second reserve al-location round supported the scale up of humanitarian response in hard-to-reach areas using the rapid response mechanism (RRM). This built on existing practices to improve coherence between dif-ferent aid agencies involved in humanitarian response with mobile teams. Eight implementing partners received funds to increase their capacity for mobile response in food security and livelihoods, non-food items and emergency shelter, nutrition, health, protection and water, sanitation and hygiene. Funding was also provided to support air transportation of personnel and emergency supplies. The mobile teams deployed to locations where there were no agen-cies present to meet the needs of newly displaced people and to locations where agencies were present but where further capacity was needed to meet new needs.

Through to the end of February 2015, CHF-funded partners conducted 77 sector-specific mobile team deployments reaching an estimated 522,209 emergency-affected individuals.

Highlights included:1

❖ 400,126 people received health services including general outpatient consultations, antenatal care, and vaccination

❖ 69,003 children reached with nutrition programmes

❖ 44,926 people provided with non-food items

❖ 67,104 people provided with access to safe drinking water

❖ 1,332 people supported with better hygiene, including latrines

❖ 142,504 people received psycho-social support, follow up on gender based violence, and other protection activities

❖ 8,622 people were provided with vegetable seeds

❖ 12,411 heads of livestock were treated or vaccinated

❖ 433 community members received training on health, hygiene promotion and community based protection

The RRM saved lives, improved coordination and information shar-ing between stakeholders and increased humanitarian presence in hard to reach areas. Efforts will continue throughout 2015 to strengthen the mechanism, including its governance and coordi-nation arrangements.

clusters that received cHF funding to implement Rapid Response Mobile Services: FSL: WVSS

Health: IOM, IRC, Medair, UNICEF, WVSS

NFI/ES: IOM, UNHCR, WVSS

Nutrition: IRC, Medair, UNICEF, WVSS

Protection: IRC, NP, UNICEF

WASH: IOM, Medair, PAH, UNICEF

Source: UNOCHA and partners, April 2015

1 These results are interim as of the end of February 2015, with projects ongoing. They are

encompassed within the results provided by the respective clusters in those pages, but are

included here to highlight the achievements of the RRM.

CHF South Sudan Annual Report 2014 17

CAMP COORDINATION AND CAMP MANAGEMENT (CCCM)

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Results

Camp management services reached 173,187 displaced people (25,546 men, 43,222 women, 51,118 boys, and 53,301 girls) living in PoC sites and in the spontaneous settlements in Mingkaman.

108,049 people living in Bor and Juba PoC sites and Mingkaman settlement were supported through Site Management Teams, Site Coordination/Management Meetings, registration of dis-placed people, support for leadership structures, management of complaints and feedback systems, humanitarian hubs; and Displacement Tracking. 65,138 people living in Bentiu and Malakal PoC sites were supported through IDP Registration, Displacement Tracking and humanitarian hubs.

Site management teams ensured that displaced people had regis-tration cards to access food aid and others services. Leadership representative structures were established and supported to pro-mote displaced people’s participation in site management and the delivery of humanitarian assistance. Humanitarian hubs were es-tablished and maintained in all four priority locations identified by the ICWG, providing utilities, working space, and residential and overnight accommodation. Some 1,331 humanitarian workers from around 66 organizations used the hubs more than initially planned due to high turnover rates.

Across the country, the coordinated planning and provision of humanitarian assistance was supported in 98 displacement sites through the regular collection of demographic data and dissem-ination of information products using the Displacement Tracking Matrix (DTM).

Monitoring and reporting

As a first phase of monitoring, the DTM managed by IOM and co-funded under the Multi-sector Cluster in 2014, collected de-mographic data on displaced people, their locations, needs and available services. The IDPs Registration Working Group (RWG) consisting of UNHCR, IOM, and WFP was established to comple-ment the DTM. The RWG built on the DTM by undertaking regis-tration of IDPs on an individual basis and providing households with registration cards. Analyses of the data collected by DTM and RWG were used to generate site profiles of IDPs, providing demo-graphic data (disaggregated by age, sex, and persons with specif-ic needs) and other information about locations, needs, and gaps in service delivery. These were shared with cluster partners who use them to inform needs assessments and the planning and de-livery of assistance. Monthly DTM data collected and reported by focal point organizations in each county kept track of any changes in the situation.

Routine monitoring of services and living conditions was done through Site Management Reports, Humanitarian Hub Reports and Services Delivery Tracking Reports on Who does What, Where, When, and for Whom (5Ws). Analyses and information from all these reports, including weekly site situation reports and partners’ updates of activities, were discussed in weekly CCCM meetings to

Objective

Establish camp coordination and camp management structures to facilitate the effective and targeted delivery and monitoring of services to people in displace-ment sites, providing durable solutions when possible

Key results

Output indicators Target Achieved %

Percentage of priority locations identified by the ICWG supported with functional humanitarian hubs

100% 100% 100%

Percentage of displacement sites requiring camp management with established CCCM mechanisms

100% 100% 100%

Number of humanitarian workers benefitting from the services of humanitarian hubs

435 1,331 231%

173,187 (163% of target) beneficiaries reached with CHF funding

$63 millionCRP requirement

$43.5 million (69% of $63m)CRP secured funding

$2.4 million (6% of $43.5m)CHF allocated funding

2CHF funded projects

male: 76,664 female: 96,523

CHF South Sudan Annual Report 201418 Summary of Cluster Strategies and Achievements

track progress, address challenges, and make decisions on actions to be taken to improve the living conditions of IDPs. The M&R Specialist provided by the CHF further reinforced the clus-ter’s monitoring and reporting capacities.

Gender

All data relating to people were disaggregat-ed by sex and age. In addition, demographic data reported by DTM and RWG were further disaggregated by location and other relevant sub-categories such as persons with specific needs. The cluster also ensured that projects adopted an integrated gender approach and minimum standards in terms of accountability to the affected population. The project sup-ported by the CHF served as a case example. During the project design, several Focus Group Discussions (FGDs) with men, women, boys, girls, and persons with specific needs among the displaced population took place to identify different needs, privileges, and opportunities in accessing services. During implementation, IDP governance and leadership structures were established to increase community participa-tion in camp management activities, with efforts made to ensure female representation.

challenges

Challenges varied across the displacement sites. In Bor, the initial PoC site was extremely congested posing both protection and security risks to the people living there, exacerbated by inter communal tensions and inadequate sub-sistence conditions. The onset of the rainy sea-son cut access roads and flooded most of the shelters. The situation improved significantly in October when the people were relocated to the new PoC site.

In Mingkaman the large population in early 2014 along with a high number of agencies on the ground presented challenges in coordination and the adoption of standardized approach-es to service delivery. Construction of the new humanitarian hub suffered significant delays due to logistical constraints and was eventually completed following preparation of an elevated platform through the use of CERF funds.

lessons learned

Politics within the displacement sites can be ex-tremely complex and it is vital that humanitarian agencies responsible for camp management have a basic understanding of political dynamics

in order to avoid exacerbating potential tensions or diverging from the principles of needs-based assistance. When making decisions people of-ten demonstrate an allegiance to the opinion of elders, awareness of which is important if accu-sations of bias and favoritism are to be avoided when promoting leadership structures. In order to respond effectively, humanitarian personnel need a peaceful environment and space for dia-logue with members of the displaced communi-ty, including women. It is important to establish clear boundaries at an early stage, for example that violence and confrontation will lead to the suspension of (non-life saving) services; and that committees and leadership groups are vol-untary in nature, to help ensure that services reflect the needs of the community, and without remuneration to members. Promoting owner-ship of the camp through the inclusion of all seg-ments of the population is essential for sound decision making. Leadership groups and com-mittees should work to clear terms of reference drafted through a consultative process with the camp population and camp management, which promote the effective representation of women and are disseminated widely. There should be representative of all clans, women, men, boys, girls, elderly and vulnerable groups. A variety of arrangements such as the promotion of women’s associations should be considered.

cHF added value

❖ Timeliness

❖ Reinforces coordination

❖ Promotes cost efficiency through support to common humanitarian services

cluster leads: IOM, UNHCR: co-lead: ACTED

cHF recipients: ACTED, IOM

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CHF South Sudan Annual Report 2014 19Summary of Cluster Strategies and Achievements

Responding to flooding in Bentiu Poc

Mary fled fighting in Bentiu town, taking shelter in the PoC site with her two children. “I came here because there is no-where to go. My wheelchair is broken. Now it is very hard…I can’t go anywhere”. Born with a disability, Mary is unable to walk and moves around using her arms and hands.

Flooding created a dire situation in the PoC site. Maneuvering in the congested and flooded site was impossible for Mary and others with disabilities. “People were trying to get the water out of their homes using buckets, but there was no place for the water to go,” said Emma Flaherty, Concern Worldwide’s area coordinator. “People were sleeping standing up with their children in their arms.”

With support from the CHF, Concern, together with DRC and MSF dug a 2.2km long ca-nal which lowered water in the site by about 25%. Concern then worked with community leaders to identify vulnerable families who were unable to build dikes or raise their shel-ters. Now Mary has a barrier approximately one-foot high surrounding her home, which she says has kept the water out.

Source: Concern Worldwide

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73,777 (115% of target) beneficiaries reached with CHF funding

$29.3 millionCRP requirement

$24.3 million (83% of $29.3m)CRP secured funding

$3.2 million (13% of $24.3m)CHF allocated funding

14CHF funded projects

male: 40,531 female: 33,246

Objective

Establish or rehabilitate inclusive, safe and protective emergency learning spac-es for children and young people affected by or highly vulnerable to emergen-cies, providing basic learning supplies and life-skills, psychosocial support and basic literacy and numeracy instruction

Key results

Output indicators Target Achieved %

Number of emergency affected children and youth attending inclusive, safe and protective emergency learning spaces

51,662 43,203 87%

Number of classrooms rehabilitated to provide emergency learning space

111 128 115%

Number of teachers, PTA members and other education actors in emergency affected areas trained on life skills and psychosocial support

1,483 1,231 83%

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Results

The cluster received CHF funds in the first standard allocation round and third reserve allocation round. In line with the overall pri-oritization process, the first round funded both pipeline and front-line projects. Priority locations were Jonglei, Upper Nile, Unity and Warrap, as well as some displacement sites in Central Equatoria and Lakes. The third reserve allocation round was uniquely meant for activities in Bentiu PoC site.

During the reporting period, cluster partners reached 73,777 chil-dren (50 per cent of them females) with education in emergency (EiE) activities, equivalent to 115 per cent of planned beneficia-ries. The planned target was exceeded mainly because of larger than anticipated numbers of IDPs and better than expected avail-ability of supplies. 188 temporary learning structures (TLS) were constructed and 128 classrooms were rehabilitated. Some 1,200 Parents Teachers Association (PTA) members and teachers were trained in life skills and psychosocial support. In addition, 327 teachers (19 per cent of them female) were trained on applying psychosocial and lifesaving principles in their teaching in emer-gency affected learning spaces. About 25,000 learners (38 per cent of them female) received school supplies.

CHF partners helped to re-open schools for children to continue their studies. Some 30 per cent of the 1,200 schools in Unity, Upper Nile and Jonglei states occupied by either armed forces or dis-placed people were re-opened with help of CHF funded activities.

Partners recruited and trained over 1,525 volunteer teachers (381 of them female). Partners paid allowances to the volunteer teach-ers who were not paid any salary or honoraria by the government, helping to increase attendance. There were inter-sector initiatives, among them linking nutrition programs with early childhood de-velopment activities, utilizing protective child friendly spaces for learning activities, and training PTA members in hygiene and san-itation practices.

Monitoring and reporting

The cluster was able to design and put in place monitoring and reporting systems at the beginning of the year. Cluster partners are required to present their progress, best practices and lessons learned in cluster meetings. The cluster modified its system and formats for collecting information for the 5Ws. Progress review meetings were conducted by the Cluster Coordinator and Co-Coordinator during field visits. The M&R Specialist provided by the CHF helped in ensuring quality end of project narrative reports.

Gender

Enrolment of female students in education activities inside the PoC sites was encouraged by different means such as promoting the involvement of female teachers and providing safe, segregated la-trines. Girls’ enrolment in Juba Tongping PoC site exceeded that of boys, while in Malakal PoC site female representation in PTAs was 50 per cent. Partners also integrated child protection, HIV/AIDs and

Summary of Cluster Strategies and Achievements

EDUCATION

cluster lead: UNICEF; co-lead: Save the Children

cHF recipients: ADRA, AVSI, CMD, COSV, IBIS, INTERSOS, Mercy Corps, Nile Hope, NRC,

PCO, Save the Children, UNICEF, UNKEA

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CHF South Sudan Annual Report 2014 21Summary of Cluster Strategies and Achievements

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community dialogue and awareness campaigns in their work. These had a strong gender com-ponent, for example with TLS and additional rec-reational activities contributing efforts to reduce the risks of sexual abuse faced by girls.

challenges

Cluster partners faced a number of challenges. In the aftermath of December 2013 many orga-nizations lost local staff and struggled to recruit and train replacements, affecting their ability to respond.

In addition, while the CHF has historically been a predictable source of funding for education partners, the cluster received funding only in first standard allocation, as well as one project in the third reserve allocation. Cluster activities were limited by the decision to not allocate any funds to education in the second standard al-location and second reserve allocation for the rapid response mechanism. As a result some partners operating in the hardest to reach ar-eas struggled to find funding to continue their programs. Although most international NGO partners were able to access alternative fund-ing sources, many national NGOs did not. In many instances, education activities stopped. NNGOs often have good access to remote sites and without them the education response did not achieve the reach that might otherwise have been possible.

lessons learned

Support for volunteer teachers proved to be a positive lesson. The CHF responded to the clus-ter need for payment of allowances as incentive for volunteer teachers. The CHF allowed part-ners to realign their budgets to make this cru-cial payment for the continuation of education in emergency services. This is a practice the clus-ter hopes will continue so long as teachers face payment interruptions. Training and involvement of PTA members is helpful in implementation of education activities.

cHF added value

❖ Timeliness

❖ Flexibility, including payment of teacher allowances

❖ Supports national NGOs

Providing emergency education

“Whenever rain was threaten-ing we used to tell learners to go home because the roof was open. Now that this [temporary learning space] is in place that will not happen again,” said Makuach, the Head Teacher at the Primary School in Aweil North County, Northern Bahr el Ghazal State.

The school mainly serves both children displaced by the con-flict and their host community.

Source: Norwegian Refugee Council

$4.4 millionCRP requirement

$1.7 million (39% of $4.4m)CRP secured funding

$1.6 million (92% of $1.7m)CHF allocated funding

1CHF funded project

Objective

Provide sustainable telecommunications security, data and voice communi-cation services through pooling, optimization, and coordination of existing resources

Key results

Output indicators Target Achieved %

Number of data connectivity kits positioned in emergency locations provided with internet connectivity service

8 13 163%

Number of technicians trained on IT emergencies technical skills

14 75 536%

Number of UN and NGO staff members trained on ETC services usage

400 1,700 425%

# of mobile data kits provided and made available to humanitarian community

3 3 100%

CHF South Sudan Annual Report 201422

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Results

The cluster contributed to the strategic objectives of the CRP by maintaining front-line services, enabling communication, pro-viding training and capacity development, responding to emer-gencies, and improving coordination. Secure telecommunication services were provided in 27 sites across the country to over 120 aid organizations mostly conflict affected states and including in Bor, Bentiu and Malakal humanitarian hubs. Radio rooms oper-ating 24/7, were established in 10 locations, and repeaters were installed in 17 locations.

In addition, the cluster provided radio programming services to UN agencies and NGOs – 1,318 radios were programmed during 2014 for use by 68 humanitarian organizations. Data connectivity (internet) services were provided at 13 sites in ten locations, ben-efitting 975 humanitarian workers from 120 organizations. In eight locations, onsite as well as offsite help desk support was made available to assist users of the services provided.

Pools of experienced technical teams were constantly on the move, travelling across the country to intervene and resolve any issues related to ETC services. They trained 1,700 users on how to use security telecommunications equipment. Besides user training, 75 humanitarian Information and Communication Technology (ICT) staff were trained on ICT emergency management. ETC techni-cians undertook more than 80 field missions over the year.

ETC also rolled out one pilot site with Humanitarian Internet Support Project (HISP) services, a cost-sharing model based sustainable, more reliable and fast Internet service for post-conflict locations. The data connectivity service being provided by HISP is 40-70 per cent more cost-effective as compared to similar services available, taking maximum advantage of the existing infrastructure to the benefit of humanitarians.

Monitoring and reporting

A local ETC Working Group was established to coordinate, monitor and share progress with ICT activities and ETC support to emer-gency response activities. The Working Group consisted of rep-resentatives of UN agencies, INGOs and NNGOs, including both IT specialists and non-specialists. A centralized helpdesk was put in place equipped with tools to record, monitor and respond to service disruptions. The data and information generated by the helpdesk was analyzed by the Working Group, guiding efforts to reduce the lead-time between disruption and restoration of ser-vices and to improve overall service quality, assessing expansion requirements and informing the deployment of technicians.

In addition to monitoring the results of cluster activities, ETC car-ried out a user satisfaction survey. According to the survey results, 84 per cent of respondents expressed satisfaction with the use of ETC services. Based on the feedback, decisions were taken to further consolidate the quality and reliability of services in some locations, for example through the deployment of a technician to provide helpdesk support in Bentiu.

EMERGENCY TELECOMMUNICATIONS (ETC)

Summary of Cluster Strategies and Achievements

cluster lead: WFP

cHF recipients: WFP

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1 CHFfundedproject

Funding per state (%) CHF funding per type of organization

Core pipeline

CHF FUNDING PER CATEGORY

Frontline services

N/A

92%

CHF portion of secured funding

5

10

15

20

Source: ETC, April 2015

CHF South Sudan Annual Report 2014 23Summary of Cluster Strategies and Achievements

challenges

Challenges resulted from weak public telecom-munications infrastructure, insecurity, and sea-sonal rains limiting access to some locations, as well as the unregulated telecommunications market and the high cost of telecommunications equipment and services in the country. The fast changing humanitarian situation also presented challenges especially for rolling out HISP – hu-manitarians may have to move quickly which puts the sustainability of some service sites in doubt. An additional challenge is the cluster’s high reliance on the CHF itself for funding.

lessons learned

If funding allows, HISP implementation will pro-vide humanitarian organizations, particularly NGOs, with long-term, reliable, high-speed and secure data and voice communication services at lower running costs. Due diligence when un-dertaking site surveys is important, to ensure that there is a sufficient humanitarian presence and user demand for the rollout of quality ser-vices. A user authentication system is also es-sential for proper governance and control of the services provided, and should be implemented from the time of inception of the services.

The need to adapt and adopt solar hybrid power systems in all ETC projects is another

lesson learnt. Some solar projects were not hy-brid, meaning that they were completely reliant upon solar power. A hybrid system automatical-ly charges batteries and ensures continuity of the power supply at times when solar power is unavailable.

cHF added value

❖ Flexibility

❖ Major source of funding for cluster

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ICT Help Desk

Radio communication

Radio Programming

Phone/Vioce

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DEMOCRATICREPUBLIC OFTHE CONGO UGANDA

KENYA

ETHIOPIA

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Lakes

Warrap

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locations with etc services

ensuring reliable communication for humanitarian staff

The Common Humanitarian Fund helped support emergen-cy telecommunications for hu-manitarian operations. Reliable internet connectivity and solar power saves lives, whether confirming a health diagnosis, verifying names for food distri-bution, or relaying information on water safety and testing.

When a girl came down with suspected tuberculosis, Non-Violent Peace Force connected via internet with MSF-Holland in Leer to follow up and arrange a rendezvous point to meet for a check-up. Tuberculosis was confirmed and the girl was pro-vided with the medication she needed. When there was un-certainty regarding the list for food distribution, Norwegian Refugee Council used Internet services to receive beneficia-ry list confirmation. There are countless more examples.

The cluster also supports solar power in humanitarian hubs. “The power from the solar pan-els easily boosts productivity … because the power source can charge laptops so much more than what was here previous-ly; without incurring the costly environmental impact of diesel fuel for generators. In a day and age when it is easy to get cyni-cal about the competition within NGOs, the ETC equipment and support has been a very tangi-ble way to promote cooperation and savings by pooled resourc-es,” said Diana Smith, Program Director for World Relief South Sudan.

Source: NP, NRC, WR-SS

539,581 (84% of target) beneficiaries reached with CHF funding

$703.7 millionCRP requirement (food)

$162.1 millionCRP requirement (livelihoods)

$502.5 million (71% of $703.7m)CRP secured funding (food)

$103.3 million (64% of $162.1m)CRP secured funding (livelihoods)

$19.1 million (3% of $605.8m)CHF allocated funding

25CHF funded projects

male: 258,999female: 280,582

Objective

Ensure continued and regular access to food and protect and rehabilitate live-lihoods for the vulnerable population who are at risk of hunger and malnutrition thereby improving their self-reliance and coping capacities

Key results

Output indicators Target Achieved %

Number of people provided with vegetable seeds 190,186 119,158 63%

Number of people provided with food assistance 56,502 48,493 86%

Number of heads of livestock vaccinated and treated

1.1 m 3.1 m 282%

Results

The FSL cluster prioritized its support to people found in Jonglei, Unity and Upper Nile. Out of the total 3.5 million people facing cri-sis or emergency levels of food insecurity according to the IPC, 56 per cent or nearly 2 million of them were residing in those states and included displaced people, host communities and refugees at risk of food and livelihood insecurity.

The major activities for the FSL cluster in 2014 included the distri-bution of food, seeds and fishing equipment, as well as support to livestock protection. Overall the cluster reached 539,581 people through CHF-funded projects, including 210,512 with crop seeds, 48,953 with agricultural tools, and 21,488 with fishing kits. Treatment and vaccination of 3.1 million heads of livestock took place. Fewer people than planned received vegetable seeds due to the timing of procurement, while higher numbers of livestock than planned were treated due to the number of disease outbreaks. These activities improved food security and helped to prevent famine in the worst affected areas of the country, according to IPC analysis later in the year. In addition, it helped vulnerable populations to support their own livelihoods. The seeds and livelihood tools distributed using the CHF funding were the primary sources of inputs for the 2014 harvest in some areas, and enabled households grow crops for long-term consumption and reduce dependency on food aid distribution.

The total funding secured for the FSL cluster was some US$ 606 million, with the CHF’s contribution of US$ 19 million equivalent to 3 per cent. The CHF supported 25 projects through three different rounds of allocations.

Monitoring and reporting

Cluster members are required to report on a monthly basis on their project achievements and this is included in 3W and 5W maps and reports. At the state level, area cluster coordinators ensure that projects are monitored in line with the monitoring and results framework at the project level, so that timely corrective actions can be taken and dedicated support provided when needed.

Gender

From the time of project formulation and appraisal through to im-plementation, monitoring and reporting, the cluster makes sure that gender is adequately considered. For example, during resource transfers efforts are made to address the differentiated needs of men, women, boys and girls, and sex-disaggregated data is col-lected and reported. The cluster works to promote accountability to crisis affected people through their engagement in planning, implementation and through post-distribution monitoring. Before defining what types of food security and livelihoods packages to distribute, the beneficiaries are consulted in order to understand their preferences and ensure that distributed items are appropriate and relevant to their specific needs. Furthermore, local govern-mental and traditional authorities are involved in the selection of beneficiaries in order to mitigate future potential conflict and jointly deal with any complaints should they arise. During the year, the

CHF South Sudan Annual Report 201424 Summary of Cluster Strategies and Achievements

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FOOD SECURITY AND LIVELIHOODS (FSL)

cluster lead: FAO, WFP; co-lead: Mercy Corps

cHF recipients: ACTED, CESVI, CMA, CMD, CW, DWHH, FAO, LDA, Mercy Corps, Nile Hope, NRC, Oxfam-GB, Oxfam-Intermon, PCO, PIN, RI, SP,

SPEDP, Tearfund, UNKEA, VSF-B, VSF-S, WFP, WVSS, ZOA Refugee Care

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UN agencies

49%

NNGOs12%

INGOs39%

25 CHFfundedprojects

Funding per state (%) CHF funding per type of organization

Core pipeline - Livelihoods

CHF FUNDING PER CATEGORY

Frontline services

2%

2%

CHF portion of secured funding

10

20

30

Core pipeline - Food N/A

Source: IPC, Techincal working group, April 2015

CHF South Sudan Annual Report 2014 25Summary of Cluster Strategies and Achievements

cluster facilitated training for partners on issues of gender, age and protection.

challenges

The security situation delayed project timeli-ness for some partners, affecting delivery of supplies as well as completion of project activi-ties. In particular, there were delays in reaching beneficiaries with agriculture inputs because of multiple access and logistical challenges. In addition, there were challenges related to mon-itoring and reporting as cluster partners need improved capacity to report on agreed cluster level outcomes.

lessons learned

To ensure inputs reach intended beneficiaries on time, early procurement and pre-position-ing of agricultural and livelihoods supplies and better linkages between pipeline and front line agencies is needed, along with improved pro-cesses for the planning and prioritization of cargo movements. The ability of FSL partners to monitor and report using the agreed upon clus-ter level outcomes, outputs and indicators also needs strengthening, for example through train-ing and by working more closely with partners’

staff to promote better understanding of ap-proaches to monitoring and reporting, and data collection mechanisms.

cHF added value

❖ Reinforces coordination

❖ Encourages quality control

❖ Promotes cost efficiency

Supporting animal health and food security

At an estimated 11 million, cat-tle outnumber people in South Sudan. They are central to the country’s economy and society.

Healthy animals are critical to the food security of thousands of pastoralists in South Sudan, and their milk is essential to the nutrition of children. The con-flict has led to mass displace-ment of animals as their owners seek safer ground: this has led to increased rates of livestock disease. From September to December 2014 there were 22 livestock disease outbreaks re-ported - mainly foot and mouth, East Coast fever, and trypano-somiasis. During the same period in 2013, there were no outbreaks reported.

To combat this and prevent the further spread of diseas-es, World Vision South Sudan (WVSS) has conducted numer-ous animal vaccination cam-paigns. Funded by the CHF and with vaccines from FAO, WVSS vaccinated 149,419 an-imals and treated another 57, 927 for disease.

This enhances food security and community resilience.

Source: World Vision South Sudan

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DEMOCRATICREPUBLIC OFTHE CONGO UGANDA

KENYA

ETHIOPIA

SUDAN

CentralEquatoria

Eastern Equatoria

Jonglei

Lakes

Warrap

Unity

Upper Nile

Large IDP concentration (color depicts phase with humanitarian assistance)Area would be at least 1 phase worse without humanitarian assistance

Crisis

Stressed

Acute Food InsecurityPhase as of Dec 2014

Emergency

None or Minimal stress

Food insecurity by county

1,423,255 (110% of target) beneficiaries reached with CHF funding

$77 millionCRP requirement

$76.3 million (99% of $77m)CRP secured funding

$22.8 million (30% of $76.3m)CHF allocated funding

24CHF funded projects

male: 705,865 female: 717,390

Objective

Provide emergency health care and the MISP for vulnerable people with limited access to health services; emergency response capacity for surgeries; respond to health related emergencies, including prevention

Key results

Output indicators Target Achieved %

Number of measles vaccinations given to under 5 children in emergency or returnee situation

400,342 459,593 115%

Number of health workers trained in emergency preparedness and response

758 840 111%

Number of estimated beneficiaries reached by the supplies from the pipeline (emergency supplies and kits)

697,222 944,285 135%

CHF South Sudan Annual Report 201426 Summary of Cluster Strategies and Achievements

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Results

Funding from the CHF supported the continuity of primary health-care provision in the crisis affected states, prevention and control of communicable diseases, pipeline procurement and preposition-ing, capacity building, and emergency response. Due to increased health related needs and the consequences of population displace-ment, most funding was directed to Jonglei (19 per cent), Unity (25 per cent) and Upper Nile (29 per cent) states. Central Equatoria and Lakes states, also home to large displaced populations, each re-ceived 11 per cent of the total CHF allocation to the cluster.

The cluster prioritized activities with immediate or medium term impact, supporting (i) existing health services and the delivery of the basic health service package including minimal initial ser-vice package (MISP), (ii) revitalizing non-functional and damaged health facilities to become operational and (iii) strengthening ser-vice delivery to areas outside PoC sites and in hard to reach areas. The cluster addressed needs in hard to reach areas by participat-ing in the rapid response mechanism (RRM).

Health cluster partners delivered emergency medical services to vulnerable communities including immunization, emergency pri-mary and secondary health care, referral, evacuation of trauma cases, and communicable disease control and outbreak response. The CHF supported procurement, pre-positioning and distribu-tion of supplies through the core pipeline. CHF-funded supplies reached many more people than planned, mitigating the impact of delays in other supply lines used by the health system. Capacity building, in the form of training to key staff on emergency response, was also carried out.

Through 20 partners funded by the CHF, the cluster extended health services to vulnerable communities. Overall, CHF funded health services reached 1,423,255 individuals of whom 717,390 were women and girls. Some 459,593 children aged 5 to 15 years in emergency or returnee locations were reached with the measles vaccine, alongside deworming and vitamin A supplementation. 840 health and community workers were trained on emergency preparedness and response, as well as on prevention and control of communicable diseases. Health cluster rapid response teams delivered general outpatient consultations, antenatal care, mass immunizations, health education and capacity building in hard-to-reach locations, reaching 400,126 individuals.

CHF funds also provided key support to disease surveillance, sup-porting 32 sentinel surveillance sites for priority diseases which reported regularly to the health cluster. CHF funds supported 805 health facilities to ensure quality control and information manage-ment through the integrated disease surveillance system (IDSR).

Finally, CHF funds enabled health cluster partners to deploy teams to support provision of emergency health services including con-trol of communicable diseases. Mass measles vaccination and cholera campaigns were conducted to both prevent and interrupt transmission. The cholera outbreak declared in May was brought

HEALTH

cluster lead: WHO; co-lead: IMC-UK

cHF recipients: CCM, COSV, CUAMM, GOAL, HLSS,

IMC-UK, IOM, IRC, Medair, Nile Hope, OVCI, RI, SMC, THESO, UNFPA, UNICEF, UNIDO, UNKEA, WHO, WR-SS

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ty

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WB

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UN agencies

54%

NNGOs9%

INGOs36%

24 CHFfundedprojects

Funding per state (%) CHF funding per type of organization

Core pipeline

CHF FUNDING PER CATEGORY

Frontline services

11%

19%

CHF portion of secured funding

5

10

15

20

25

Source: WHO, April 2015

CHF South Sudan Annual Report 2014 27Summary of Cluster Strategies and Achievements

under control in October with the participation of CHF partners.

Monitoring and reporting

Project site visits by health cluster focal points, and joint monitoring visits with the CHF TS, helped to identify and address gaps as implementation continued. The monitoring and reporting of CHF projects is supported by regular reports issued through weekly Integrated Disease Surveillance and Response (IDSR) and Health Management Information System (HMIS). Other reports mon-itored by the cluster include the weekly epide-miological report and monthly health cluster bul-letin. Regular compilation and analysis of these reports informs the cluster on the epidemiologi-cal trends and disease burdens, to inform deci-sion making. The M&R Specialist assigned to the cluster by the CHF assisted in the oversight of CHF-funded projects.

Gender

Priority was given to vulnerable groups to en-sure access to appropriate and essential health services that considered the reproductive and other health needs of women and girls, men and boys. Care and treatment for survivors of sexual and gender-based violence, HIV/AIDs and oth-er related issues that cut across health service provision were as well taken into consideration.

challenges

Partners who had earlier suspended activities in some locations due to insecurity were slow to return. In addition, ongoing insecurity and poor road networks, especially during the rainy sea-son, impeded implementation, and some part-ners had to suspend activities. This, combined

with wide scale and continuous displacement and insufficient human resources due to safe-ty and security concerns, placed further lim-itations on the response. Many national NGOs rely on the CHF for support, and struggle to find other funding to expand their programs. At the national level, pharmaceutical import delays by the Ministry of Health led to rapid depletion of pipeline supplies

lessons learned

Funding allocations should be timed to support prepositioning of supplies, so that partners can respond to emergency needs during the rainy season when reaching many areas by land is difficult.

Support to rapid response teams improved in-ter-cluster coordination as well as the ability of partners to rapidly deploy to hard to reach ar-eas of greatest need.

Adequate representation of INGOs, NNGOs, and UN agencies on review panels helps en-sure transparency of allocations. CHF TS sup-port throughout the allocation and revision pro-cess enhances the quality of discussions and makes the entire process more efficient.

cHF added value

❖ Timeliness

❖ Flexibility

❖ Supports innovation

❖ Reinforces coordination

❖ Promotes efficiency through the use of core pipelines

Making health care more accessible

Lack of infrastructure and the remoteness of some communi-ties in South Sudan can make accessing health care difficult.

INGO GOAL, with CHF sup-port, constructed a new clin-ic that helped make health care more accessible in Twic County, Warrap.

“[The health center] is only 30 minutes walking distance from my home. We used to walk to [another clinic] which takes five hours. Some sick people died on the way, and others gave up because of the long distance. The establishment of the Dhiau Agal PHCU was a good initia-tive,” said Nyanut, 23, from Majak Chier village.

The CHF also supported UNICEF to conduct vacci-nation campaigns around Mingkaman displacement site. “We appreciated the efforts of the vaccination team,” said Herjok, a local chief In Marik village, Awerial county. “These children were not (previously) receiving health services in-cluding vaccinations.”

Source: GOAL, UNICEF

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0

100

300

500

700

900

1100

16 20 25 30 35 40 45 48

Epidemiological week

cholera cases by week

$77 millionCRP requirement

$89.4 million (113% of $77m)CRP secured funding

$4.8 million (5% of $89.4m)CHF allocated funding

2CHF funded projects

Objective

Strengthen coordination to support delivery of humanitarian aid, support con-tingency planning, emergency preparedness and rapid response, and facilitate safe, secure and timely access to people in need

Key results

Output indicators Target Achieved %

Storage capacity made available to the humanitarian community (SQM)

2,640 2,640 100%

Number of organizations availing air service 8 5 63%

Number of passengers transported (UNHAS)

1,800 2,231 124%

Amount of cargo transported (mt) 500 500 100%

CHF South Sudan Annual Report 201428 Summary of Cluster Strategies and Achievements

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Results

The Logistics cluster received a total of US$4.8 million from the CHF in 2014 to support common logistics services (5 per cent of the CRP requirement), supporting two projects. Funds were used for common logistics services including air transportation of car-go and passengers, and the provision of common storage in key response locations. Assessment and response in hard to reach areas was provided with funding received to support the Rapid Response Mechanism.

CHF funds allocated to the United Nations Humanitarian Air Service (UNHAS) enabled air transport of passengers to continue. The ser-vice covered around 15 locations on a regular schedule and 15 locations on an ad-hoc basis; transported some 2,231 passengers; and moved over 272.8 MT of light cargo. UNHAS monitored the contracted hours, achieving a utilization rate of 129 per cent.

Monitoring and reporting

The Logistics cluster used several monitoring and reporting mech-anisms. These allow the Logistics cluster to track commodities transported and stored as well as passenger destinations. The main tools used to track response are RITA and the FTS.

Common Transport Service (CTS) requests were recorded using a purpose-built online Relief Item Tracking Application (RITA). This tool allows CTS staff to track consignments and monitor key perfor-mance indicators of projects.

UNHAS utilized to the Flight Tracking System (FTS) to track and record all flights conducted for partners.

Cluster meetings relating to all projects were conducted on a regu-lar basis to ensure activities were guided by partners’ needs.

The cluster issued regular reporting on progress against targets. Monthly external updates were produced and posted on the Logistics Cluster website along with weekly input to OCHA for the situation report.

challenges

A major challenge the Logistics cluster faced was the lack of suf-ficient information from partners on which cargo requests were for regular programming versus the rapid response. Other challenges included safety concerns for common storage facility locations, insecurity, fuel shortages, customs clearance delays, and limited reporting from partners on the capacity of inter-agency storage facilities in the deep field.

LOGISTICS

cluster lead: WFP

cHF recipients: WFP

Source: WFP, April 2015

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CHF South Sudan Annual Report 2014 29Summary of Cluster Strategies and Achievements

lessons learned

Clearer guidance on what is classified as rapid response versus “routine” emergency response would be useful in helping to better plan and prioritize cargo movements. The creation of the Operational Working Group as a platform for operational coordination was a positive devel-opment – while there is room for improvement the forum creates linkages between operational and programmatic partners, and can serve to

further clarify operational modalities and ways of working.

cHF added value

❖ Reinforces coordination

❖ Promotes efficiency through the use of common humanitarian services

Supporting humanitarians with common services

The CHF supported airfield focal points in key locations through the logistics cluster. These indi-viduals helped ensure humani-tarian personnel and cargo was delivered efficiently where it was needed most.

“Three times a week I had to make my way to the helicopter landing strip, ensure the area was clear of people and ani-mals, make sure there was no fighting nearby, and commu-nicate with the helicopter pilot that it was safe for him to land. I was responsible for ensur-ing only people whose names were on the flight manifest boarded the helicopter, unless, of course, there was a medical emergency. Without an Airfield Focal Point, the UNHAS flights would not have been able to operate, and both humanitari-an staff and equipment would not have been able to arrive in a timely manner”

– Ezbon Charles Paul, Airfield focal point in Mingkaman displacement site.

Source: UNHAS

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UN agencies

100%

NNGOs0%

INGOs0%

2 CHFfundedprojects

Funding per state (%) CHF funding per type of organization

Core pipeline

CHF FUNDING PER CATEGORY

Frontline services

N/A

5%

CHF portion of secured funding

5

10

15

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75,857 (62% of target) beneficiaries reached with CHF funding

$17 millionCRP requirement

$15 million (89% of $17m)CRP secured funding

$1 million (7% of $15m)CHF allocated funding

4CHF funded projects

male: 38,558female: 37,299

Objective

Facilitate safe movement for civilians and humanitarian actors by clearing land-mines and explosive remnants of war (ERW), and reduce the risk of injury from landmines and ERW through mine risk education

Key results

Output indicators Target Achieved %

Number of sqm of hazardous area released to local communities, or cancelled following effective Land Release principlesNew hazardous areas surveyed and recorded in IMSMA

28,000 23,600 84%

Number of individuals reached through Mine Risk Education, including at-risk populations and humanitarian aid workers

60,840 56,259 92%

Peer-to-peer educators trained to provide Mine Risk Education

690 909 132%

CHF South Sudan Annual Report 201430

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Results

During the reporting period, CHF funded four organisations sup-porting mine risk education and clearance to assist displaced people, local communities, and refugees in six states: Central Equatoria, Jonglei, Lakes, Unity, Upper Nile, and Western Bahr el Ghazal. The projects contributed to the achievement of the Mine Action Sub-Cluster’s objectives to reduce the risk of death or injury from mines and ERW and to facilitate freedom of movement.

Overall, mine action partners released a total of 9.3 million square meters of land to communities; collected and destroyed 1,237 landmines and 15,245 ERW, including mortars, rockets, grenades and others; opened 407 kilometers of road; and provided risk ed-ucation to 167,655 people (33,390 men, 34,159 women, 54,892 boys, and 45,214 girls). Survey and clearance was prioritised to address threats within or near dozens of hospitals, clinics, mar-kets, aid agency compounds warehouses, and other infrastructure. Local officials made special requests for mine action teams to sur-vey schools to ensure the safety of children and staff. When cluster munition contamination was discovered near Bor, in Jonglei State, mine action teams removed the threat and provided risk education to local communities.

Through CHF support, mine action partners’ achievements includ-ed: delivering risk education to 56,259 people (9,648 men, 12,266 women, 18,943 boys, and 15,402 girls); releasing 23,600 square meters of land to communities; and identifying 168 new Hazardous Areas (HAs). The survey process of the HAs helped prioritise subsequent clearance and/or risk education activities for vulner-able communities. CHF funded activities included training of 909 Community Focal Points (CFPs) and peer-to-peer educators in risk education, creating local capacity through which to share knowl-edge and information.

Monitoring and reporting

CHF projects are monitored regularly as part of the quality manage-ment system that applies to all mine action activities. As the sub-clus-ter lead, the UN Mine Action Service (UNMAS) ensures CHF recipients comply with national and international frameworks and standards. Teams are accredited to perform designated tasks, and quality assur-ance visits are made. UNMAS further ensures that all operations are coordinated in accordance with overall country priorities and national requirements. The Mine Action Sub-Cluster received assistance from the Monitoring and Reporting Specialist who reviewed financial re-porting, supporting compliance with CHF requirements.

Gender

Consistent with the “Gender Mainstreaming Strategy of the Mine Action Programme of South Sudan 2014 – 2018” mine action organi-zations implemented activities so that women, girls, boys and men benefited from and participated in programmes equally. This was achieved through the recruitment of male and female staff members to provide risk education in manners culturally appropriate and rele-vant to the different roles of men, women, boys and girls. Team mem-bers provide training to designated groups at times that respect

Summary of Cluster Strategies and Achievements

MINE ACTION

cluster lead: UNMAS; co-lead: Handicap International

cHF recipients: ACT/DCA, DDG, MAG, OSIL

CHF South Sudan Annual Report 2014 31Summary of Cluster Strategies and Achievements

threats from landmines and eRW, 2014 (reported areas)

Source: Data: UNMAS, December 2014. Map: April 2015

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their schedules and do not interfere with routine day-to-day tasks. Following incidents, informa-tion is collected on the activities undertaken by the victim(s) at the time of occurrence. This, to-gether with gender information, assists partners to better develop an appropriate response. One CHF-funded project included training for 41 staff on gender in mine action and the prevention of sexual abuse and exploitation.

challenges

Severe insecurity delayed operations, restrict-ed movement, and in some cases necessitated moving operations, leading to changes in pro-gramming and budgeting. Staff safety became a concern, with some staff reluctant to work in certain contexts where ethnic tensions were high. Some partners had to reconfigure their teams, hiring and training new staff who felt safe working in a particular area.

lessons learned

Liaising and coordinating with organizations already based in conflict areas was vital to es-tablishing operations. Such coordination had the secondary benefit of providing mine/ERW survey and risk education to organizations on the ground, helping to ensure facilities were not contaminated with mines/ERW.

Conducting house to house visits and safety briefings proved effective in generating infor-mation on hazardous areas, in addition to in-formation gathered from mine risk education sessions. The joint deployment of Community Liaison elements with explosive ordnance dis-posal capacity facilitated the identification and rapid destruction of threats.

cHF added value

❖ Flexibilityeducating on mine risk

“We show the people pictures of unexploded ordnance and mines. We tell them not to touch these items and explain what might happen if these items explode. We do not want any of these people to be in-jured, maimed or killed. The killing during the recent con-flict was terrible, and we do not want anything bad to happen to these survivors,” said Dedi, who is part of a mine risk edu-cation team.

“Taking part in this emergen-cy response has been a great experience for me. Of course, it is sad for me to see my peo-ple suffering, my brothers and sisters. But being able to help, in so many different ways, in addition to my usual work, has really made me happy. We have provided thousands of people with Risk Education and trained hundreds of Community Focal Points, but we have also done so much more. And I am proud to have been a part of it,” said Juma Peter Mogga, the Danish Church Aid (DCA) Team Leader in Mingkaman, Lakes State.

Source: Danish Church Aid

Ph

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: UN

MA

S

Lake

s

Uni

ty

Jong

lei

U. N

ile

E. E

qua

toria

W. E

qua

toria

NG

eG

C. E

qua

toria

War

rap

WB

eG

UN agencies

0%

NNGOs6%

INGOs94%

4 CHFfundedprojects

Funding per state (%) CHF funding per type of organization

Core pipeline

CHF FUNDING PER CATEGORY

Frontline services

N/A

7%

CHF portion of secured funding

10

20

30

40

50

503,871 (590% of target) beneficiaries reached with CHF funding

$247.9 millionCRP requirement

$85.2 million (34% of $247.9m)CRP secured funding

$1.5 million (2% of $16m)CHF allocated funding

2CHF funded projects

male: 226,950female: 276,921

Objective

Ensure that refugees and host communities have access to life-saving assis-tance and protection in established settlements; and that stranded returnees continue to have access to life-saving assistance

Key results

Output indicators Target Achieved %

Number of returnees tracked 25,000 38,302 153%

Number of IDPs registered and/or tracked. 60,000 464,916 775%

Number of Foreign Nationals receiving Onward Transport Assistance

713 713 100%

CHF South Sudan Annual Report 201432

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Results

The cluster, including through one single CHF-funded project, reg-istered over 460,000 displaced people and shared data with part-ner organizations to support access to life saving assistance and protection. IOM, as co-lead of the Multi-sector Cluster, assumed the role of tracking displacement and monitoring living conditions of the displaced population. Registration activities were carried out in 16 counties, with the number of registrations significantly exceeding initial plans due to the scale and protracted nature of the crisis. Displacement tracking monitoring (DTM) is a system composed of a variety of tools and processes used to track and monitor population displacements and movements. During the year a total of 9 DTM reports covered a total of 98 displacement sites (including PoC sites, IDP spontaneous settlements, IDPs in host communities, and IDP collective centers) throughout South Sudan.The returnee tracking function of the project continued until August. 38,302 returnees were registered, but the project was not continued because returnee numbers dwindled and movements were tracked through the DTM. From March – June, the Multi-sector Cluster formalized the DTM mechanisms, managed by IOM, to include coordination with the CCCM Cluster.1

Onward transport support and other assistance such as the facil-itation of travel documents, was provided to 713 foreign nationals (499 men, 104 women, 63 boys and 47 girls). Among these, 578 people (385 men, 122 women, 42 boys, and 29 girls) received 6 month permits to reside in South Sudan.

Monitoring and reporting

Direct monitoring of the project was done by the cluster’s Displacement Tracking and Monitoring Unit. Data collected through DTM tools were compiled and verified for accuracy and complete-ness, and used to produce series of information products including site profiles, vulnerability analyses, target population demograph-ics, case details of incidences of displacements or returns, details on sectoral needs and assistance provided. These were shared with other cluster partners to inform the planning and delivery of services. The M&R Specialist provided by the CHF strengthened the Cluster’s monitoring and reporting activities.

Gender

All activities under this cluster ensured equal benefits for all women, men, girls and boys, as well as people of different ages. All infor-mation collected included sex and disaggregated data to ensure that specific groups and their needs are represented (breakdown: 0-4 years/5-11 years/12-17 years/18-59 years and 60 above). This information, in turn, informs humanitarian assistance.

Registration and verification activities employed a special line for women, children and the elderly. Protection partners were present during the registration to identify protection concerns among the population who will be registered. For people who cannot physical-ly come to the registration activity because of illness, pregnancy or other vulnerabilities, a mobile registration team went to their houses to register them.

Summary of Cluster Strategies and Achievements

MULTI-SECTOR

1 In 2014 DTM was funded by CHF under Multisector and co-managed under

the CCCM Cluster

cluster lead: UNHCR; co-lead: DRC

cHF recipients: IOM

Uni

ty

NB

eG

WB

eG

Jong

lei

U. N

ile

W. E

qua

toria

E. E

qua

toria

War

rap

C. E

qua

toria

Lake

s

UN agencies

100%

NNGOs0%

INGOs0%

2 CHFfundedprojects

Funding per state (%) CHF funding per type of organization

Core pipeline

CHF FUNDING PER CATEGORY

Frontline services

N/A

2%

CHF portion of secured funding

5

10

15

20

CHF South Sudan Annual Report 2014 33Summary of Cluster Strategies and Achievements

Pre-registration activities include extensive meet-ings with community leaders to inform them of the process on registration/verification, purpose of the exercise, benefits for them and consultations on any concerns or issues that they may have. Partners and most especially the site manage-ment team discuss these issues with community leaders before a registration exercise is planned and conducted. During the DTM assessments, community leaders and/or specific groups were used to identify key informants and were used to gather information for the DTM survey.

challenges

The project faced several challenges during im-plementation. Key challenges included the inter-ruption of returnee tracking in Abyei due to other priorities, seasonal access constraints, and on-going insecurity. In some cases, humanitarian workers encountered harassment from commu-nities during the registration process. The scope of the displacement was a challenge in project set up and implementation. Registration was pri-oritized in key locations, which meant other loca-tions were de-prioritized due to the crisis.

The status of foreign nationals in South Sudan is a challenge, with limited prospects of repatria-tion or other long term solutions. Foreign nation-als live and work throughout South Sudan and in some cases are registered as IDPs within PoC sites in Bentiu, Bor and Malakal. At year end,

ongoing conflict and insecurity meant that for-eign nationals will be in need of continued sup-port in the coming period.

lessons learned

Access to CHF funds and a more flexible ap-proach to programming were valued by the clus-ter in a quickly changing context. TThe rapidly changing context illustrated the importance of tracking and monitoring population movements.

cHF added value

❖ Reinforces coordination

❖ Supports monitoring and reporting

Supporting people stranded by conflict with documentation

With CHF support, IOM fa-cilitated emergency travel documents and evacuation to Sudanese nationals who were stranded in Bentiu PoC. Passports and nationality cards were also processed for South Sudanese nationals married to Sudanese and they were able to travel to Khartoum with their spouse. The pro-cess was implemented in co-ordination with the Directorate for Nationality, Passports and Immigration (DNPI) and the Embassy of Sudan in Juba.

CHF funding also support-ed the registration of people displaced by the conflict in Malakal PoC. The registration process important as it helps to identify the areas of origin and the overall situation of fam-ilies displaced by the violence in South Sudan. The registra-tion provides key information to partners to assist with service provision, transportation, and voluntary relocation of people displaced by the conflict.

Source: IOM

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Refugee influx

40,000

230,000

Jul 12 Jul 13 Jul 14

P

P

P

!̂

P

P

P

P

PP

Bor

Wau

Torit

Aweil

Yambio

Rumbek

Kuajok

BentiuMalakal

JUBA

¯E. Equatoria

Warrap

Lakes

C. Equatoria

W. Equatoria

West. BahrJongleiEl Ghazal

AbyeiRegion

Upper Nile133,402

Unity91,500

18,588

2,339

10,120

Refugees in South Sudan

Source: UNHCR, April 2015

509,588 (87% of target) beneficiaries reached with CHF funding

$68 millionCRP requirement

$37.6 million (55% of $68m)CRP secured funding

$19.4 million (52% of $37.6m)CHF allocated funding

11CHF funded projects

male: 256,478female: 253,109

Objective

To ensure that conflict or disaster affected people, returnees and vulnerable host communities have access to appropriate shelter solutions and essential non-food items

Key results

Output indicators Target Achieved %

Number of conflict or disaster affected people, returnees, and hosts provided with NFI support

470,471 378,197 80%

Number of conflict or disaster affected people, returnees, and hosts provided with shelter support

112,575 131,391 117%

Number of NFI and ES kits transported and stored in partner warehouse

55,450 59,862 108%

CHF South Sudan Annual Report 201434 Summary of Cluster Strategies and Achievements

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Results

With CHF support, cluster partners reached 509,588 people. Of these, 378,197 received NFIs while 131,391 received shelter material, representing 80 per cent and 117 per cent of the respective targets.

The cluster supported both static and mobile populations. Partners adjusted kit contents to ensure needs could be met quickly, for instance through the provision of “light” NFI and shelter kits that could be transported easily to deep field locations by air, maxi-mizing the number of locations that could be reached with limited resources. In major displacement sites (including PoC sites and spontaneous settlements such as Melut and Mingkaman), people unable to obtain local shelter materials due to restricted movement or other limitations were provided with a full shelter kit. On the other hand, people in deep field locations who managed to obtain some locally available materials on their own were provided with supple-mentary items and light shelter kits.

Rapid response mobile teams were deployed from Juba across the country to assist highly mobile populations, a strategy that enabled flexibility within the cluster to respond to the most urgent needs wherever they arose.

Monitoring and reporting

Of the 12 of the 15 CHF allocations in 2014 were monitored or eval-uated, either through rapid monitoring activities including house-hold surveys, or through full post distribution monitoring (PDM) exercises. In 8 cases, these exercises were conducted by partners according to cluster standards. In 4 cases the cluster monitoring team conducted the exercise alongside partners, providing ex-tra capacity. In addition, throughout the year partners submitted monitoring information for each step in the response cycle using cluster standard reporting templates. This covered assessments, verifications and distributions, including in relation to the use of supplies drawn from the core pipeline. Where sufficient information and data was not available in order to ensure a quality response, partners were required to revisit the location or provide addition-al details in collaboration with other actors on the ground. This process ensured visibility of project progress, including method-ologies, activities and compliance with standards. During alloca-tion processes, the projects that included robust monitoring and reporting commitments were prioritized and recommended for funding. The M&R Specialist provided by the CHF complemented and reinforced the Cluster’s capacity for monitoring and reporting throughout the project cycle.

Gender

The cluster worked closely with partners and beneficiaries to in-tegrate gender issues during the project cycle. For example, women and men were equally entitled to NFI&ES support, with vulnerability the differentiating factor in determining actual assis-tance. Balanced representation and participation of women and men was promoted in decision making related to the targeting of

NON-FOOD ITEMS AND EMERGENCY SHELTER

cluster lead: IOM; co-lead: WVSS

cHF recipients: ACT/LWF, CRS, CWW, DRC, IOM,

INTERSOS, LCED, LWF, Medair, NRC, UNHCR, WVSS

C. E

qua

toria

U. N

ile

Uni

ty

Jong

lei

Lake

s

E. E

qua

toria

W. E

qua

toria

War

rap

WB

eG

NB

eG

UN agencies

69%

NNGOs2%

INGOs29%

11 CHFfundedprojects

Funding per state (%) CHF funding per type of organization

Core pipeline

CHF FUNDING PER CATEGORY

Frontline services

36%

16%

CHF portion of secured funding

5

10

15

20

25

30

CHF South Sudan Annual Report 2014 35Summary of Cluster Strategies and Achievements

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distributions and post distribution processes. Women and men were involved in distribution committees that participated in the handing out of items to beneficiaries. Partners also reported gender and age disaggregated data.

challenges

Cluster operations faced some challeng-es. Some partners’ projects which were rec-ommended for funding in view of their close alignment to Cluster objectives were less com-pliant with Cluster standards during implemen-tation and not always well coordinated with the Cluster. This compromised the quality of re-sponse in some locations, raised expectations of other displaced populations, and complicat-ed the cluster’s ability to coordinate the use of common supplies and assets.

Constraints on the movement of supplies and humanitarian workers limited the ability of clus-ter partners to implement timely response, es-pecially in deep field locations. Helicopters were required for the transportation of supplies, and chartered flights or specially scheduled UNHAS flights were required to move staff. On occasion, these air services were not available in a timely manner to best facilitate distributions. While the CHF is generally one of the more flex-ible funding sources, the chosen approach to support air transportation through these com-mon services under the Logistics Cluster rather than through the budgets of individual imple-menting partners caused frustration.

lessons learned

While allocation processes follow standard pro-cedures and use standard tools, there is poten-tial for perceptions of bias in the prioritization and recommendation for funding of projects. Extensive time and energy was invested in en-suring transparent and consensus-based deci-sion making to mitigate such perceptions.

That said, the allocation processes, and partic-ularly the work done by the peer review teams, played an essential role in building legitimacy for the Cluster’s leadership position, and in rein-forcing the importance of coordination and co-operation amongst cluster partners. Decisions made by the peer review teams were arrived at through consensus, and included honest as-sessments about partners’ performance, prior-ity activities, quality of response, willingness to coordinate and other factors that were ultimate-ly reflected in funding recommendations.

cHF added value

❖ Reinforces coordination

❖ Flexibility

❖ Supports national NGOs

❖ Promotes efficiency through the use of core pipelines

Supporting people displaced by conflict with shelter

Veronica is a 33 year- old mother of five. Her youngest is 3 years old. In December 2013, the en-tire family travelled from Malakal to Juba by air and then from Juba to Mingkaman by road. They spent almost six days trav-elling. They left all their personal belongings in Malakal. When they arrived in Mingkaman they sheltered in a friend’s shop in the market for two days.

An IRC staff member found them and referred them to ACTED. ACTED worked with IOM so that her family could be registered and eligible to receive assistance from the different agencies. An ACTED outreach worker helped Veronica visit the different ar-eas of the site and choose a suitable place for her shelter. Veronica’s shelter was built by HDC, a South Sudanese NGO that supports vulnerable households in Mingkaman; they also provided her with a blan-ket, cooking utensils, a bucket and other essential items.

A month later, ACTED staff vis-ited Veronica and found her and her five children playing. Veronica was getting by, and continued to access services she needed.

Source: ACTED

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CHF South Sudan Annual Report 201436 Summary of Cluster Strategies and Achievements

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Results

During the year the cluster mobilized some $93 million, of which $15.4 million (16.5 %) was provided by the CHF. The two main re-sponse modalities were (1) static and outreach nutrition programs for displaced and host communities, and (2) mobile teams for rapid response in hard-to-reach areas. To align to and complement the nutrition cluster strategy, projects were designed by partners in consultation with the cluster and in line with agreed indicators and monitoring mechanisms.

The major components of the CHF funded projects were: (1) Community mobilization and screening of 256,568 children, equiv-alent to 86 per cent of the planned target. Of these, 54 per cent were girls. (2) Screening and treatment of severe acute malnutri-tion (SAM), with a total of 30,060 children admitted into treatment programs (76 per cent of the planned target). Of these, 50 per cent were girls. (3) Screening and treatment of moderate acute malnu-trition (MAM): a total of 36,469 children were reached, equivalent to 50 per cent of the planned target. Of these 52 per cent were girls. In addition 19,421 pregnant and lactating women were assisted, 48% of the planned target. (4) Preventive nutrition services: includ-ing infant and young child feeding (ICYF) programs, the provision of micronutrients and multivitamins, and the prevention of commu-nicable diseases through deworming and hygiene and sanitation promotion.

Violence, insecurity and restriction of movement limited further progress towards some of the planned targets for CHF-funded projects. Further, overarching cluster targets were revised at mid-year to take into account the magnitude of the unfolding crisis. Overall CHF-funded projects contributed around 13% towards the overall performance of the cluster.

Key Indicators Revised target

Cluster achievements (78% reporting rate)

CHF Contribution

%

Number of SAM cases (children under five) admitted for treatment

176,283 95,272 30,060 32%

Percentage of SAM admissions recovered

>75% 78% 80%

Number of MAM cases (children under five) admitted for treatment

420,000 183,737 36,469 20%

Number of PLW admitted to TSFP

113,100 85,484 19,421 23%

Percentage of MAM admission recovered

>75% 82%

Number of children aged 6-59 months reached with blanket supplementary feeding

380,000 415,045 19,484 5%

Number of SMART surveys conducted in priority states and counties

47 50.00 10.00 20%

Monthly nutrition partner reporting rate (%)

100 78% 88%

NUTRITION

478,569 (86% of target) beneficiaries reached with CHF funding

$131 millionCRP requirement

$93.1 million (71% of $131m)CRP secured funding

$15.4 million (17% of $93.1m)CHF allocated funding

21CHF funded projects

male: 172,319female: 306,250

Objective

Deliver quality, life-saving, management of acute malnutrition for at least 75 percent of SAM cases and at least 60 percent of MAM cases in all vulnerable groups; Provide access to programmes preventing malnutrition for at least 80 percent of vulnerable people

Key results

Output indicators Target Achieved %

Number of children (under-5) admitted for the treatment of severe acute malnutrition (SAM)

39,447 30,060 76%

Number of children and pregnant and lactating women (PLW) admitted for the treatment of moderate acute malnutrition (MAM)

112,609 55,890 50%

Number of community members reached with nutrition awareness and education

91,976 93,856 102%

cluster lead: UNICEF; co-lead: ACF-USA

cHF recipients: CARE, CCM, COSV, CW, GOAL, HCO, IMC-UK, IRC, JDF, KHI, Medair, Nile Hope, RI, Save the Children, Tearfund, UNICEF,

UNIDO, UNKEA, WFP, World Relief, WVSS

C. E

qua

toria

U. N

ile

War

rap

Uni

ty

Jong

lei

W. E

qua

toria

E. E

qua

toria

WB

eG

NB

eG

Lake

s

UN agencies

33%

NNGOs14%

INGOs53%

21 CHFfundedprojects

Funding per state (%) CHF funding per type of organization

Core pipeline

CHF FUNDING PER CATEGORY

Frontline services

6%

11%

CHF portion of secured funding

5

10

15

20

25

30

CHF South Sudan Annual Report 2014 37

Monitoring and reporting

Projects were designed in line with SPHERE standards and those of the nutrition cluster. Indicators were established for the screen-ing and targeting of beneficiaries, the type of services delivered, and beneficiary follow up mechanisms. Partners’ activities were tracked through weekly performance reports containing a range of statistics. Partners provided narra-tive reports at the midterm and end of projects. Partners conducted nutrition surveys and cov-erage assessments and hired technical support staff to lead the monitoring of activities in the field, while the cluster met with partners to pro-vide clarifications and agree on action points. Monitoring and supervision was provided through field visits by the cluster and CHF TS.

Gender

Children and mothers are the group most at risk of malnutrition. All CHF-funded projects were designed to identify and target children, moth-ers and other at risk groups like chronically sick or elderly people. In awareness raising on IYCF and hygiene practices, engaging men and not only women was important, with men having significant influence over childcare and feeding practices despite women being the traditional primary caregiver. Partners also promoted the inclusion of both men and women in other activ-ities such as nutrition education, the selection of community nutrition volunteers, and cooking demonstrations. Pregnant and lactating women were preferentially targeted due to increased susceptibility for micronutrient deficiency.

challenges

Challenges to cluster operations included lim-ited long-term funding options. There were few alternatives for the funding of recovery projects, affecting the cluster’s ability to address the cy-clical nature of malnutrition. Challenges were also faced regarding the availability of supplies due to insecurity and logistical constraints, af-fecting the performance of projects.

lessons learned

Procuring and maintaining independent buffer stocks of essential nutritional supplies is import-ant, in an effort to mitigate disruption of nutri-tion programs particularly in locations where physical access is limited during the rainy sea-son. In this regard, CHF support to replenish and pre-position supplies managed through the core nutrition pipelines was instrumental in helping partners obtain supplies on time.

There is need for further capacity develop-ment among nutrition staff from County Health Departments and other local entities to ensure emergency response in locations where other humanitarian organizations may not be present. Through CHF projects about 34 health workers and 562 community health workers were trained on relevant topics, however in the face of contin-uous turnover these efforts must be sustained.

cHF added value

❖ Reinforces coordination

❖ Flexibility

❖ Timeliness

Summary of Cluster Strategies and Achievements

Identifying and treating malnutrition

Nyanyal, a one year old girl from Kuernyuon village in Walgak, Akobo in Jonglei State was brought by her mother to the outpatient therapy center after a trained community mo-bilizer recommended they go.

Nyanyal had a mid-upper arm circumference (MUAC) of 10.5cm and weight of 7.2kg - in-dicating he need for treatment. After a period of six week with intensive therapeutic therapy, she was discharged to return home with a dramatically im-proved condition and weighing 8.2kg, a 15 per cent gain.

Nyanyal’s mother thanked the project staff for curbing rates of malnutrition in Walgak. She said she will put into practice the knowledge that she gained in the nutrition center and share information with other community members.

“The program should not stop since we have other children in the community that require these services,” she noted.

Source: Nile Hope

0

5

10

15

20

CESWESWBSLakesEESNBSUNSJongleiUnity Warrap

4.44.5

4

2.83.3

1.2

0.6

1

12.816.6 11.7 15.2 10.6

8.2 7.3 8.9

5.2

3.1

MAM SAM

Source: UNICEF, April 2015

MAM and SAM Prevalence

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CHF South Sudan Annual Report 201438 Summary of Cluster Strategies and Achievements

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Results

The level of CHF funding for the cluster significantly increased from $5.9 million in 2013 to $13.9 million in 2014, during which time the Cluster’s programmatic focus was reoriented to engage with the emergency response. Overall the number of CHF-funded partners increased from 13 in 2013 to 15 in 2014, including 3 NNGOs, 4 INGOs and 1 UN agency. The cluster engaged in a collective proj-ect review process with the child protection and gender-based vio-lence sub-clusters. Each sub-cluster streamlined their relationship with partners and assessed project proposals based on needs, gaps and capacities to respond. CHF funding specifically targeted the life-saving objectives of the Cluster in the Crisis Response Plan, relating to (1) the reduction of morbidity and mortality rates and improvement in well-being; and (2) ensuring conflict-affected and displaced persons were effectively protected from violence and exploitation. The Cluster also supported rapid response in hard-to-reach areas through the deployment of mobile teams.

The CHF supported protection monitoring through community committees to enable early warning and identify and mitigate a rise in violence both inside and outside PoC sites. Protection main-streaming was another priority in both static and mobile team re-sponses, to ensure integration of protection principles in projects and programs through better context analysis, as well as to support the most vulnerable including women, children, elderly and per-sons with disabilities. Examples include protection and GBV main-streaming undertaken in the PoC sites in support of the CCCM and WASH clusters, and the more than 337,000 beneficiaries reached through the rapid response mechanisms in coordination with the FSL and NFI&ES clusters. The Child Protection sub-cluster encour-aged all partners to commit to scaling up psychosocial support and the community based approach, while GBV partners exceed-ed targets related to behavior change messaging through the use of radio in addition to community awareness sessions.

Protective presence activities and peace conferences to promote constructive dialogue and prevent localized violence were also con-ducted with CHF funding, as well as psychosocial services. The focus of these shifted during the year from children to adults and caregivers, most critical in the POC sites. Partner-trained mobile psychosocial service teams were established in Bentiu, Juba and Malakal, includ-ing educators (to reach schools), faith groups (to spread messaging on reconciliation and healing), cultural awareness teams (using songs and drama) and sports facilitators (focusing on alcohol use).

Child Protection projects included family tracing and reunification (FTR) support for 2,553 unaccompanied and separated children, some of whom were children associated with armed forces and armed groups (CAAFAG), as well as families at risk of separation. Rapid FTR trainings were carried out to build local capacity when projects were ending. Child friendly spaces (CFS) were estab-lished in vulnerable communities as well as in PoC sites. Media campaigns were conducted to control rumors and provide critical information to IDP caregivers and children on the dangers of re-cruitment of children into armed forces or groups, GBV prevention and other protection topics.

495,663 (86% of target) beneficiaries reached with CHF funding

$79 millionCRP requirement

$52 million (66% of $79m)CRP secured funding

$13.9 million (27% of $52m)CHF allocated funding

15CHF funded projects

male: 174,914female: 324,379

Objective

Enhance protection monitoring and protection of children, adolescents and vul-nerable groups affected by the crisis, provide timely, safe and high quality child and gender sensitive prevention and response services to survivors of GBV and promote psychosocial well-being of children and GBV survivors through com-munity based support.

Key results

Output indicators Target Achieved %

Number of crisis affected children receiving psychosocial support and services

43,588 23,685 54%

Number of beneficiaries reached with behavior change messages on GBV and available services in emergency settings

60,845 167,372 275%

Number of accompaniment activities carried out by protection teams deployed in disasters and emergencies, and other vulnerable locations

75 76 101%

cluster lead: UNHCR; co-lead: NRC

cHF recipients: CCOC, HCO, HLSS, IN,

INTERSOS, IOM, IRC, Nile Hope, SCA, TDH-L, UNFPA, UNICEF, VSF (Switzerland), WVSS

Lake

s

Jong

lei

U. N

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C. E

qua

toria

Uni

ty

War

rap

WB

eG

E. E

qua

toria

NB

eG

W. E

qua

toria

UN agencies

35%

NNGOs11%

INGOs54%

15 CHFfundedprojects

Funding per state (%) CHF funding per type of organization

Core pipeline

CHF FUNDING PER CATEGORY

Frontline services

NA

27%

CHF portion of secured funding

5

10

15

20

25

30

CHF South Sudan Annual Report 2014 39Summary of Cluster Strategies and Achievements

Monitoring and reporting

All partners improved monitoring efforts in 2014. Methods included community dialogue sessions, community based protection monitoring teams and women-led protection teams for protection monitoring, identifying concerns and responding to the needs of vulnerable populations. This in-cluded post distribution monitoring activities.

Partners strived to hire local monitoring staff during the year but made limited progress and currently use partner monitoring and reporting focal points to support various project sites. The arrival of a full time M&R Specialist provided by the CHF created more capacity and helped to consolidate the quality and consistency of mon-itoring and reporting.

Gender

Gender programming normally associated with women and girls focused equally on men and adolescent boys at risk of violence. For exam-ple, one partner embedded its project in cattle camps to build trust with young boys and invite gradual discussion of forced recruitment, fami-ly separation and the right to education. Other partners offered single-sex support groups to encourage youth to discuss violence in IDP camps and its prevention.

challenges

Partners faced numerous challenges through-out the year: unpredictable population shifts, staff turnover, logistical constraints in insecure locations, and seasonal limitations on opera-tions. There were challenges with referrals to GBV health providers because of the reluc-tance of affected people to seek assistance and also a shortfall of protection staff. In many hard to reach areas, however, partners were able to adapt their work to ensure better coverage of services provision, for instance, a health partner funded to undertake GBV services of clinical management of rape (CMR) and psy-chosocial support (PSS).

The level of field work from social workers to address child protection issues is inadequate. While adolescents are particularly effective for mobilizing community-based work, there has been a lack of a comprehensive strategy to ad-dress the challenges faced by youth, especially those engaged in antisocial or criminal behavior in displacement sites.

While the number of CHF allocation rounds in-creased process requirements, the flexibility shown in regards to project revisions enabled partners to accommodate changing conditions on the ground and the need to adapt. Following the second standard allocation round, dis-bursement to some partners was delayed in some cases affecting project start up.

lessons learned

Community buy-in at the commencement of proj-ects is key, in order to define expectations, ensure continued support, and optimize impact. Although women are supported, should they require police and legal aid there is often a lack of trust in the community - Involving local women in the daily monitoring of camp activities is important.

Strong coordination at the county and state lev-el is important for sharing best practices mak-ing the best of limited resources. Prepositioning during the dry season and working with service providers to develop stronger referral pathways have also been prioritized.

For high risk projects constrained by limited access, insecurity, and logistical issues, the Cluster should work with partners and establish a contingency plan well in advance to expedite changes to programming that may be required.

cHF added value

❖ Promotes efficiency through the use of core pipelines

❖ Supports national NGOs

Preventing and responding to gender-based violence

“Before we opened our [dedi- cated] GBV crisis center in Mingkaman, Lakes State, some people affected by GBV were fearful about coming to get GBV related services at the [general] health facilities,”

“With the awareness carried out by our team, GBV patients are now coming to the facili-ties. Through the CHF funding we managed to procure drugs and equipment, and provide free medicine and counselling services. We also trained staff and carried out social mobili-zation on GBV issues. But the funding won’t be enough for us to halt the increasing number of GBV incidents”.

– Health Link South Sudan GBV Coordinator Dorcas Achen

Source: Health Link South Sudan

CHF South Sudan Annual Report 201440

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Results

CHF funding supported the cluster objective to provide emergency water and sanitation, and promote good hygiene practices among displaced populations and acutely vulnerable communities.

Cluster partners funded by the CHF reached over 1.2 million peo-ple with WASH emergency response; including activities in the PoC sites, response to a large-scale cholera outbreak, and emergency programming in areas with high displacement coupled with high rates of food insecurity and malnutrition. At the start of the year, CHF resources enabled partners to scale-up their presence on the ground and deliver more WASH services in northern Jonglei and southern Unity. Subsequent allocations supported cluster partners to respond with mobile teams in PoC sites, to the cholera outbreak in Central and Eastern Equatoria states, and in hard-to-reach loca-tions lacking static presence of WASH partners.

CHF funded projects built over 70 new water points and rehabilitat-ed some 390, providing sustainable supply of safe drinking water in line with SPHERE standards (15 liters per person per day), to the benefit of around 762,000 people, 84 per cent of the planned target. Training communities to solve issues with water points was essential to long term sustainability, and the cluster trained 2,215 people as members of ‘water management committees’ (WMC) to manage water, sanitation and hygiene services. 22 local hand pump mechanics were trained to maintain and repair pumps.

CHF funding also supported improved sanitation facilities benefit-ing some 235,000 people through the construction of over 3,200 new latrines, the rehabilitation of 475 latrines, and the construction of 213 new bathing shelters and 60 hand-washing stations. Cluster partners also reached over 93,500 community members with hy-giene awareness and promotion messages on disease prevention and the importance of using latrines and hand washing stations. As part of the hygiene services package 100,500 people were provid-ed with WASH hygiene kits.

With CHF support, the WASH cluster core pipelines provided sup-plies to partners targeting most vulnerable populations, specifi-cally the displaced (including protracted and new displacement), those at risk of disease outbreak, and those facing malnutrition. During the year close to 100 per cent of supplies were procured as planned and made available to partners at any given time in sup-port of timely emergency response. Core pipeline supplies allowed partners to deliver life-saving aid to 245,500 beneficiaries.

Monitoring and reporting

The Cluster produces and uses 5W maps for general monitoring of the WASH portfolio based on monthly reports from partners, and complemented by technical monitoring and reporting is conduct-ed by state focal points on a weekly basis. Based on the informa-tion received, maps, data analysis, and information about capac-ity gaps are produced for wider sharing across the humanitarian

Summary of Cluster Strategies and Achievements

WATER, SANITATION AND HYGIENE (WASH)

1.2 million (81% of target) beneficiaries reached with CHF funding

$127 millionCRP requirement

$122.8 million (97% of $127m)CRP secured funding

$29.6 million (24% of $122.8m)CHF allocated funding

22CHF funded projects

male: 605,997female: 570,858

Objective

Provide emergency water and sanitation, and promote good hygiene among displaced populations

Key results

Output indicators Target Achieved %

Number of people provided with sustained access to safe water supply (SPHERE Standard)

905,831 762,848 84%

Number of Existing water points rehabilitated 394 393 100%

Number of latrines rehabilitated 442 475 107%

Number of households receiving a hygiene kit. 111,716 100,532 90%

cluster lead: UNICEF; co-lead: Medair

cHF recipients: ACF-USA, ACTED, ASMP, CARE International, CMD, CW, INTERMON OXFAM, IOM, IRC, IRW, Medair, Nile Hope, OXFAM GB, PAH,

PIN, Samaritan’s Purse, SOLIDARITES, UNICEF, UNKEA, WVSS

Lake

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UN agencies

37%

NNGOs6%

INGOs57%

22 CHFfundedprojects

Funding per state (%) CHF funding per type of organization

Core pipeline

CHF FUNDING PER CATEGORY

Frontline services

10%

14%

CHF portion of secured funding

5

10

15

20

25

30

35

CHF South Sudan Annual Report 2014 41Summary of Cluster Strategies and Achievements

community, and to inform the work of the cluster work. The M&R Specialist provided by the CHF supported the cluster by conducting field mon-itoring visits to track progress and project qual-ity, and to ascertain the level of adherence to SPHERE standards.

In addition, the Cluster has a Technical Working Group, collecting M&R tools and issuing guid-ance on their use. The tools are continuously developed based on key indicators agreed with donors at the time of allocating funding, as well as overarching cluster indicators and reporting requirements.

Gender

Recognizing the central role of women in WASH, projects included consultations with women on the locations and design of water points and latrines. Almost all projects supported the es-tablishment and operation of gender-balanced water management committees, providing opportunities for representatives of both men and women among the targeted communities. Cluster partners utilized approaches to increase the status of women as leaders and promote gender balance in community worker networks, as well as WASH management committees.

Environmental concerns & HIV/AIDs awareness were integrated and taken in to account during hygiene messaging targeting adults, women, girls and adolescent audiences in displacement sites. These topics were also included during training of hygiene promoters and during WASH campaigns. Focus group discussions were also conducted monthly to get complaints and feed-back from the communities. The affected com-munities were involved in the projects as com-munity hygiene promoters, pump operators and committee members.

challenges

A key gap was post distribution monitoring (PDM) surveys following distribution of WASH supplies from the core pipeline. WASH partners deploying mobile teams to hard-to-reach loca-tions for quick and short term rapid response found it difficult to follow up and assess impact, the situation being further complicated by the nature of the conflict resulting in people being frequently on the move.

lessons learned

Communities designed and introduced strate-gies for cost recovery for the upkeep of water facilities. Each household pays or contributes on a monthly basis toward the maintenance of the infrastructure. The community also estab-lishes water management committees, normal-ly composed of seven members elected by their communities to help in the management of water supply and organization. This practice should continue in projects providing water and sanitation facilities.

Targeting children with hygiene promotion opens up the potential to promote behavior-al changes at the household level, with pupils often becoming promoters of good hygiene practice within their families. Temporary learn-ing spaces in the displacement sites provide the opportunity for WASH actors and education partners to share targeted messaging.

cHF added value

❖ Promotes efficiency through the use of core pipelines

❖ Timeliness

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Improving water and sanitation

The CHF supported improve-ment of WASH facilities in vari-ous displacement sites around the country.

“I received plastic sheets from OXFAM to build a shelter; they also constructed a latrine. People are no longer relieving themselves around the shel-ters. We are very happy with the work Oxfam is doing in our community,” says Rebecca, a mother of five children in Mingkaman site.

Similarly, in Gurei settlement in Juba, Central Equatoria State, Islamic Relief provided water trucking with CHF support.

“Water was a big problem here in Gurei settlement in Juba, Central Equatoria State. We used to have only 30 litres of wa-ter a day for the family of eight people and it was only enough for cooking and drinking,” said Achol, originally from Bor.

Source: Oxfam, Islamic Relief

THE WAY FORWARD

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The CHF demonstrated its continuing relevance as an important instrument to pool resources to meet humanitarian needs with speed and flexibility. Both the number of donors and the amount of contributions increased significantly in response to dramatically life-threatening needs. Established donors used the CHF to scale up their humanitarian support, and new donors saw the value of pooling their resources.

Stakeholders demonstrated adaptability and responsiveness to doing things differently. Allocation rounds were more numerous and more focused in their strategic intent, reflecting the volatility of the context. Allocation processes were conducted more quick-ly. Once projects were underway, revisions allowed operational partners to recalibrate targets and activities, to flexibly meet the challenges posed by unpredictable population movements and in-security, reaching some 1.4 million people.

The CHF engendered humanitarian leadership and strengthened broader coordination. Under the leadership of the HC the visibil-ity of the CHF was boosted both in country and internationally, as part of mobilizing resources for the broader response. Funding de-cisions influenced both short and medium term priorities of other donors, drawing attention to a range of issues such as the need to progressively scale up activities in hard-to-reach areas, or to respond immediately to flash flooding.

The funding of common humanitarian services and infrastructure, as well as the continuous engagement of the clusters in CHF relat-ed processes throughout the year reinforced coordination. In nu-merous cases clusters report that CHF processes improved their ability to discharge their wider coordination remit, especially with operational partners

In the context of overwhelming needs, depleted flows of develop-ment funding, and limited resources for humanitarian response, project prioritization presented some challenges. While the focus for much of the year on a limited set of life-saving clusters and activities in the most conflict affected locations was welcomed by many, some stakeholders critiqued this approach as limiting a wider range of programming, and detrimental to meeting needs of people in non-prioritized locations.

Prioritization takes place through the overarching allocation stra- tegy papers issued by the CHF Advisory Board, and at the clus-ter level during cluster consultations and the formulation of cluster strategies and priorities. Going forward, the formulation and im-plementation of the allocation strategy can be strengthened by al-lowing for sufficient analysis and time for the prioritization process, and by ensuring congruence between prioritization at the Advisory Board and cluster levels.

Limitations in procedures and capacity gaps may weaken CHF transparency and accountability: The process of ranking and selecting projects for funding takes place through cluster based consultations and reviews, using tools including a project score-card and the CHF’s partner performance index. While procedures are generally seen as robust, going forward, objectivity, transpar-ency and accountability can be reinforced by strengthening the project review and selection process and improving related guid-ance and protocols.

Capacity limitations in a number of aspects were observed throughout the year, including in the CHF Technical Secretariat and in some cases the clusters, which experienced high turnover and discontinuity in leadership. Some operational partners also faced difficulties engaging in a timely and effective way with CHF processes. These limitations affected the quality of the project management cycle, including proposal design and submission, implementation, and particularly monitoring and reporting. Going forward, it is important to invest sufficiently to ensure adequate ca-pacities, including staffing levels and expertise, data management infrastructure, training, and communications materials.

A well-defined risk management approach is essential to contin-ue to improve the CHF’s performance in support of its overall ob-jectives. Although elements of risk management have long existed in the South Sudan CHF, the analysis for and development of an overarching Risk Management Framework provided new insights into the different policies, procedures and ways of working that ul-timately impinge on the attainment of the CHF’s overall objectives. While more remains to be done, good progress was made in a number of areas and as a basis for further work in the coming year.

Going forward, it is important to maintain momentum through peri-odic analysis of the risk environment and through monitoring pro-gress with mitigation measures, ensuring sufficient investment in systems and capacities. This will include the consolidation of the use of the Grant Management System, and adoption of ‘operational modalities’ in which the risk level assigned to partners and projects will determine the modalities for fund disbursement, monitoring and reporting.

CONCLUSION AND WAY FORWARD

Conclusions and Way Forward

ANNEXES

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ANNEX 1 LIST OF ADVISORY BOARD MEMBERS IN 2014 Chair: Humanitarian Coordinator

Donor Representatives: Representatives of two CHF contributing donors (Sweden, U.K.)

UN Representatives: Two heads of UN agencies (IOM, UNICEF)

NGO: Two representatives from the NGO Forum and NGO Secretariat

Observer: Representative from non-contributing CHF donor (ECHO)

ANNEX 2 CHF roles and responsibilties

Annex

Humanitarian coordinator: The Humanitarian Coordinator is responsible for the overall management of the CHF and pro-vides strategic direction; mobilizes financial resources; defines the size and scope of each standard and reserve allocation; approves allocations to projects; authorizes disbursements; ensures resources are allocated in accordance with estab-lished procedures; and supervises the monitoring and evalua-tion of the humanitarian response.

cHF Advisory Board: The CHF Advisory Board provides guidance to the HC on management of the CHF and serves as a forum for discussing strategic issues. The Board consists of two UN agency representatives, one representative of the NGO Forum and one representative of the NGO Steering Committee, two contributing donor representatives and one non CHF contributing donor representative as an observer. OCHA and UNDP provide secretarial support to the Advisory Board.

cHF technical Secretariat (joint OcHA and uNdP team): Under the supervision of the HC the Technical Secretariat over-sees the day-to-day operations of the CHF, including the pro-grammatic and financial management of projects and oversight

of the project management cycle. The UNDP component of the Technical Secretariat is known as the “Managing Agent” for its role in contracting and disbursing funds for NGOs implement-ed projects and organize the financial reporting.

cluster coordinators and co-coordinators: Cluster co-ordinators and co-coordinators lead coordination at the clus-ter level to ensure a transparent and strategic CHF allocation process. They establish priorities, recommend humanitarian projects for funding and are responsible for defending cluster allocation strategies before the CHF Advisory Board. They sup-port CHF monitoring and reporting by defining indicators and promoting common technical standards.

Multi-Partner trust Fund: The UNDP Multi-Partner Trust Fund (MPTF) office, based in New York, is the Administrative Agent of the CHF. It receives, administers and manages contributions from donors, and disburses funds to the UN agencies including to UNDP for NGO projects in accordance with the decisions of the HC. The MPTF prepares the annual consolidated financial report and regular financial statements for the CHF donors and other stakeholders.

cHF roles and responsibilities

Name title contact

OCHA South Sudan team

David Throp Head of Humanitarian Financing Unit throp@un.org

Thomas Onsare Nyambane Humanitarian Affairs Officer nyambanet@un.org

Olivier Nkidiaka Humanitarian Affairs Officer nkidiaka@un.org

Kizito Iranya National Humanitarian Affairs Officer kizitoi@un.org

UNDP South Sudan team

Ashutosh Jha Programme Specialist ashutosh.jha@undp.org

Zerihun Bekele Finance Analyst zerihun.bekele@undp.org

Christine Alex Finance Associate christine.alex@undp.org

UNDP/MPTF New York team

Olga Aleshina Senior Portfolio Manager olga.aleshina@undp.org

Andrei Dementiev Fund Portfolio Associate andrei.dementiev@undp.org

Mya Sanda Hlaing Operations Associate myasanda.hlaing@undp.org

Louise Moretta Finance Manager louise.moretta@undp.org

CHF South Sudan Annual Report 201446 Annex

ANNEX 3 CONTACT LIST OF CHF TEAM

ANNEX 4 ADMINISTRATIVE AGENT (MPTF)

ANNEX 5 CHF SUPPORTED LIST OF PROJECTS

The UNDP MPTF Office is the Administrative Agent of the South Sudan CHF. In this capacity, the MPTF Office is responsible for the following financial functions:

(i) Conclude an MOU with Participating UN Organizations and Standard Administrative Arrangements with contributors.

(ii) Receive, administer and manage contributions from contributors, and disburse these funds to the Participating UN Organizations in accordance with the decisions of the Humanitarian Coordinator.

(iii) Provide periodic (annual and final) financial reports on the South Sudan CHF Account to the Humanitarian Coordinator, contributing donors, the South Sudan CHF Advisory Board and PUNOs.

(iv) Provide the Humanitarian Coordinator, the CHF Advisory Board and Participating UN Organizations with the statements of donor commitments, deposits and transfers to Participating UN Organizations and other financial information related to the South Sudan CHF, available directly from the publicly accessible MPTF Office GATEWAY (http://mptf.undp.org/factsheet/fund/HSS10).

The full list of projects supported through CHF allocations during 2014 can be found at the following link: http://bit.ly/CHFProjects2014

CHF South Sudan Annual Report 2014 47Annex

CHF South Sudan Annual Report 201448 Annex

ANNEX 6 GLOSSARY ACRONYMS

5W Who does What, Where, When and for Whom

AA Administrative Agent

ACT/DCA ACT Alliance/DanChurchAid

ACTED Agency for Technical Cooperation and Development

ADRA Adventist Development and Relief Agency

AVSI Associazione Volontari per il Servizio Internationale

C. Equatoria Central Equatoria State

CAAFAG Children Associated with Armed Forces and Armed Groups

CCCM Camp Coordination and Camp Management

CCM Comitato Collaborazione Medica (Medical Collaboration Committee)

CERF Central Emergency Response Fund

CESVI Cooperazione E Sviluppo - CESVI

CFPs Community Focal Points

CFS Child Friendly Spaces

CHF Common Humanitarian Fund

CHF AB Common Humanitarian Fund Advisory Board

CHF TS Common Humanitarian Fund Technical Secretariat

CMA Christian Mission Aid

CMD Christian Mission for Development

CMR Clinical Management of Rape survivors.

COSV Comitato di Coordinamento delle Organizzazione per il Servizio Volontario

CRP Crisis Response Plan

CTS Common Transport Services

CUAMM Collegio Universitario Aspirante e Medici Missionari

CW Concern Worldwide

DDG Danish De-mining Group

DNPI Directorate for Nationality, Passports and Immigration

DRC Democratic Republic of Congo

DTM Displacement Tracking Matrix

DWHH Deutsche Welthungerhilfe e.V (German Agro Action)

E. Equatoria Eastern Equatoria State

EC European Commission

ECHO European Commission's Humanitarian Aid and Civil Protection department

EiE Education in Emergencies

ERW Explosive Remants of War

ETC Emergency Telecommunication Cluster

FAO Food and Agricultural Organization of the United Nations

FGDs Focus Group Discussions

FSL Food Security and Livelihoods

FTR Family Tracing and Reunification

FTS Flight Tracking System

GMS Grant Management System

HA Hazardous Area

HC Humanitarian Coordinator

HCT Humanitarian Country Team

HDC Humane Development Council

HISP Humanitarian Internet Support Project

HIV/AIDS Human Immunodeficiency Virus and Acquired Immune deficiency Syndrome

HLSS Health Link South Sudan

HMIS Health Management Information System

ICT Information and Communication Technology

ICWG Inter-Cluster Working Group

IDP Internally Displaced People

CHF South Sudan Annual Report 2014 49

IDSR Integrated Disease Surveillance and Response

IMC-UK International Medical Corps- United Kingdom

IMSMA Information Management System for Mine Action

INGO International Non-Governmental Organization

IOM International Organization for Migration

IPC Integrated Food Security Phase Classification

IRC International Rescue Committee

IT Information Technology

IYCF Infant and Young Child Feeding

LDA Lead Development Agency

M&R Monitoring and Reporting

MA Mine Action

MAG Mines Advisory Group

MAM Moderate Acute Malnutrition

MISP Minimum Initial Services Package

MPTF Office Multi-Partners Trust Fund Office

MSF Medicines Sans Frontiers

MT Metric Tones

MUAC Mid-Upper Arm Circumference

NA Not Applicable

NBeG Northern Bahr el Ghazal State

NFI&ES Non-Food Items and Emergency Shelter

NGO Non-Governmental Organization

NNGO National Non-Governmental Organization

NP Nonviolent Peaceforce

NRC Norwegian Refugee Council

OCHA Office for the Coordination of Humanitarian Affairs

OSIL Operation Save Innocent Lives

OVCI Volunteer Organization for the International Co-operation

OXFAM-GB Oxfam-Great Britain

PAH Polish Humanitarian Action

PCO Peace Corps Organization

PDM Post Distribution Monitoring

PHCU Primary Health Care Unit

PIN People In Need

PLW Pregnant and Lactating Women

PoC Protection of Civilians

PSS Psychosocial Support

PTA Parents Teachers Association

PwC PricewaterhouseCoopers

RI Relief International

RITA Relief Item Tracking Application

RMF Risk Management Framework

RRM Rapid Response Model

RWG Registration Working Group

SMC Sudan Medical Care

SP Samaritan's Purse

SPEDP Support for Peace and Education Development Programme

SQM Square Metres

THESO The Health Support Organization

TLS Temporary Learning Structures

U. Nile Upper Nile State

UK United Kingdom

UN United Nations

UNDP United Nations Development Programnme

UNDP/MA United Nations Development Programnme - as a Managing Agent

UNFPA United Nations Population Fund

UNHAS United Nations Humanitarian Air Services

UNHCR United Nations Office of the High Commissioner for Refugees

UNICEF United Nation Children’s Fund

UNIDO Universal Intervention and Development Organization

UNKEA Universal Network for Knowledge and Empowerment Agency

UNMAS United Nations Mine Action Service

UNOCHA United Nations Office for the Coordination of Humanitarian Affairs

US United States

US$ United States dollar

UXO Unexploded Ordnance

VSF-B Veterinaires Sans Frontieres - Belgium

VSF-S Veterinaires Sans Frontieres - Suisse

Annex

CHF South Sudan Annual Report 201450 Annex

ANNEX 7 USEFUL LINKS

ceRF: http://www.unocha.org/cerf/

ceRF Allocations to cRP projects with cHF funding: http://bit.ly/CERFProjects2014

cHF clusters standard output indicators for 2014: http://bit.ly/CHFIndicators

list of 2014 cHF projects: http://bit.ly/CHFProjects2014

Financial tracking System: http://fts.unocha.org

MPtF gateway: http://mptf.undp.org/factsheet/fund/HSS10

OcHA South Sudan: http://www.unocha.org/south-sudan

Risk Management Framework: http://bit.ly/CHFRiskManagement

South Sudan cHF http://www.unocha.org/south-sudan/common-humanitarian-fund

South Sudan crisis Response Plan (cRP) 2014: http://tinyurl.com/petr3c4

South Sudan Grant Management System (GMS): https://chfsouthsudan.unocha.org/

uNdP: http://www.ss.undp.org/content/south_sudan/en/home/

W. Equatoria Western Equatoria State

WASH Water, Sanitation and Hygiene

WBeG Western Bahr el Ghazal State

WFP World Food Programme

WHO World Health Organization

WMC Water Management Committee

WR-SS World Relief-South Sudan

WVSS World Vision South Sudan

USA United States of America

USD United States Dollars

VSF-Belgium Vétérinaires sans Frontières (Belgium)

VSF-Suisse Vétérinaires sans Frontières (Switzerland)