Development Operational Plan 2014 South Sudan
PROGRAMME INFORMATION Implementing Secretariat body / host National Geographical coverage: Society: IFRC Country Representation / South Sudan South Sudan Red Cross (SSRC) Number of people to be reached: 39,200 Business Line: 2 – “To grow Red Cross Red Crescent services for vulnerable people” 3 – “To strengthen the specific Red Cross Red Crescent contribution to development” 5 – “To deepen our tradition of togetherness through joint working and accountability” Total annual budget: Partner National Societies:
Budget 2014: * 706,009 1,373,015 379,949 2,458,973
Present in South Sudan: Austrian, Canadian, Danish, German, Netherlands, Norwegian, Swedish and Swiss Red Cross Societies Support without presence: Australian, British, Finnish, and Japanese Red Cross Societies Other partner organisations: ICRC, IOM, UNHCR, WFP, EU/ECHO, INGOs
The humanitarian situation in South Sudan remains critical with recurring internal conflicts, large numbers of returnees from Sudan and challenges such as poor harvests and soaring food and fuel prices. Up to 4.4 million people will remain in need of food and livelihoods support in 20141. More than two years after Independence, there are still many unresolved issues between Sudan and South Sudan concerning, for example, border demarcation issues, oil transit fees, and the fate of the contested area of Abyei, leading to an uncertain security situation. Internal conflicts such as inter-tribal fighting and cattle raiding have left 70,000 people internally displaced from January-July 2013. South Sudan has a population estimated at 12 million people, with life expectancy of 42 years. More than half of the population is below 18 years old2. 50% per cent of the population lives below the poverty line and health indicators are amongst the worst in the world: child mortality is 105/1000, maternal mortality rate is 2,054/100,0003 and only 6.3 per cent of children under two years are fully immunized4. Continued instability and population movements compound already difficult living conditions for the majority of South Sudanese. 1
OCHA Consolidated Appeal 2014-2016 The Republic of South Sudan, National Bureau of Statistics, http://ssnbs.org/ 3 UNOCHA, South Sudan: Humanitarian Bulletin 29 July-4 August 2013 http://reliefweb.int/sites/reliefweb.int/files/resources/OCHA%20South%20Sudan%20Weekly%20Humanitarian%20Bulletin%2029%20July4%20August%202013_0.pdf 4 OCHA Consolidated Appeal 2014-2016 2
According to OCHA, South Sudan is projected to host an estimated 270,000 refugees by the end of 2014 (up to 293,000 by end of 2015 and 317,000 by the end of 2016). The majority are Sudanese refugees, with some 24,000 refugees from Chad, the Democratic Republic of Congo, Eritrea and Ethiopia. Returnees to South Sudan continues though in lower numbers than in 2011 and 2012. South Sudan Red Cross (SSRC) came into being on 9 July 2011 upon creation of the new nation of the Republic of South Sudan. Since its inception, SSRC has progressed through a number of steps to reach the 10 Conditions for Recognition. The Red Cross Act was passed by Parliament, a Provisional Constitution approved and membership drives undertaken across the country. Branch assemblies and governance elections in all States were held in 2012 as was the National Society’s first General Assembly. In June 2013, SSRC was formally recognized as a National Society by the International Committee of the Red Cross (ICRC). The SSRC’s first strategic plan for the period 2013 to 2016 was finalized in September 2013 following an extensive and participatory development process. Finally, in November 2013, SSRC was admitted to the International Federation of Red Cross and Red Crescent Societies as its 189th member at the General Assembly held in Sydney, Australia. SSRC has a presence in all ten states of the country with offices with a minimum of staff and active volunteers carrying out activities mainly in the fields of Red Cross Red Crescent principles dissemination, health and care, and disaster preparedness and response. The International Federation of Red Cross and Red Crescent Societies (IFRC) in South Sudan have two principle responsibilities: to support and partner the National Society through its developmental phases, and to assume a coordination role for all Red Cross Red Crescent Movement and to act as representative for International Federation partners. Currently there are ten (10) partner national societies with partnership interests with South Sudan Red Cross, of which eight (8) have an in-country presence. A status agreement for the IFRC in South Sudan was signed by the Republic of South Sudan’s Ministry of Foreign Affairs and International Cooperation in September 2013. The mission of SSRC is to prevent and reduce suffering, improve resilience and foster human dignity. To achieve this, organizational development and capacity building of SSRC is of the outmost importance and this is where the IFRC South Sudan office will focus its efforts in 2014. Organizational development needs include the development of policies, systems and procedures; strengthening of governance and management structures; improved volunteer management; strengthening of grassroots level structures; and strategic and long term planning, both in terms of overall development and in programme specific development. As a National Society in its infancy, SSRC is still in the process of putting in place their organizational structures and, to some extent, this process is being outpaced by the growth of their programme portfolio. IFRC is committed to aiding SSRC to strengthen the fundamental structures of the National Society so that their programmes are delivered efficiently and effectively. SSRC is committed to mainstreaming gender and ethnic diversity throughout the organization, reflecting the diversity of the community that it serves. SSRC has successfully managed to centralize the decisionmaking of the SSRC to its headquarters in Juba, enabling it to coordinate work in various branches. While South Sudan Red Cross (SSRC) has an expressed interest in leading partner coordination in South Sudan, the demands on the National Society currently exceeds its capacity to maintain independently its leading role in Movement coordination. Coordination will be a major focus of IFRC engagement in South Sudan in 2014. Movement actors in South Sudan include South Sudan Red Cross, the ICRC, and the following National Societies that each has a presence in-country: Austrian, Canadian, Danish, German, Netherlands, Norwegian, Swedish and Swiss Red Cross Societies. Strengthening existing Movement coordination mechanisms is part of the 2014 strategy and these include the Movement Platform, Movement Operational Coordination and technical committees. IFRC officers will be active participants at all coordination meetings. The main problem is to address is the insufficient coordination and communication mechanisms currently employed by Movement partners in South Sudan. While the Movement framework is in place, there is significant scope for increased effectiveness in coordination, which should ultimately improve project coverage and cohesion of SSRC programmes.
2.2 Business Line 2 – “To grow Red Cross Red Crescent services for vulnerable people” South Sudan is facing numerous hazards in terms of a continuing influx of returnees into wider urban areas, seasonal rains accompanied by floods as well as droughts and other natural and man-made disasters. As SSRC gradually strengthens its capacities in terms of preparedness and response, efforts can be strengthened to develop systematic policies, guidelines and formalized response structures. This can be achieved through the combined efforts of Movement partners through the Disaster Management Consortium established in 2013.
Objectives Outcome 1 (Disaster Management): Building on existing emergency response capacities, SSRC avails of multi-disciplinary emergency response capacity through human resources, equipment, and assistance based on nation-wide standard operational procedures. Output 1.1 By end 2013 SSRC has improved logistics and assets management capacity.
Output 1.2 Emergency action teams (EAT) are well trained and sufficiently equipped, with access to NFI stocks. Output 1.3 SSRC’s coordination capacity is improved with regular representation at government and OCHA meetings and production of timely, accurate situation updates.
Targets for 2014
One NDRT training, with support from RDRT, takes place in the first quarter and provides active support to branches in response activities, particularly during the rainy seasons 5,000 NFI kits will be procured and placed with branches and, where appropriate, EATs to enable rapid response in emergencies. At minimum, SSRC actively participate in 75% of stipulated stakeholder meetings at Branch level and 100% at National level.
2.3 Business Line 3 – “To strengthen the specific Red Cross Red Crescent contribution to development” The overall priority of South Sudan Red Cross (SSRC) is to strengthen its capacity to enable the National Society to improve its provision of humanitarian services to the most vulnerable groups in the country. Focus areas for SSRC concerns strengthening its role in disaster preparedness and response as well as to improve public awareness on health and sanitation and provide community based services for the most vulnerable. Main priorities for SSRC in organizational development are: development of policies, systems and procedures; strengthening of governance and management structures; improved volunteer management; member recruitment; strengthening of grassroots structure; and strategic and long-term planning, both in terms of overall development and in programme specific development. In order to grow as a new National Society, SSRC needs a strong, flexible structure to enable it to develop in the challenging context. Emphasis needs to be on building capacities at all levels. Donors currently prioritize programme work, building capacity at branch level where possible. This is not sufficient to enable SSRC to achieve its vision and thrive. Lessons learned in each state need to be spread across the whole organization, to avoid not only duplication but also the setting up of parallel systems.
Volunteer management requires strengthening and a unified system across the branches. Through development of clear system and dissemination and implementation of this at branch level, SSRC can improve its services to beneficiaries. Planning, monitoring PMER capacity within SSRC is weak, and varies between projects and departments, branches and HQ. Partner supported projects generally have stronger PMER systems in place, but these also need to be present for all of SSRC to ensure accountability both to beneficiaries and donors and to be a learning organization. Information technology equipment and skills also vary within SSRC and progress is continuing to be made to improve connectivity at headquarters and in the branches. In 2014 IFRC will commence a three-year branch development programme, working with SSRC to develop the resource base and capacities of its ten branches, with special focus on those branches that lack even the most basic assets and utilities, such as water, electricity etc. A branch assessment process, building on those already undertaken, will contribute to the development of a basic branch package, enabling each branch the opportunity to reach a basic working office capacity by end 2016. The definition of a ‘working office capacity’ will be determined by SSRC in collaboration with IFRC, ICRC and PNS. IFRC will offer some services directly to branches and, where there are existing partners, such as a partner national society (PNS), will coordinate inputs through these partners. Main priorities for SSRC in health are: community-based health and first aid (CBHFA) activities, first aid, emergency health, maternal and child health, and water and sanitation. The health department develops annual plans for its interventions with input from ICRC, IFRC and PNS, seven of which are involved in health programming. In alignment with our principle objectives in South Sudan, IFRC will provide technical support in SSRC’s health team through the appointment of a health delegate as counterpart of the health manager. The delegate will partner with the health manager, and by extension the health team, to coordinate Movement actors, harmonize programme activities, develop and/or review as required SSRC health policy and procedures. Our health programming support in 2014 shall be modest, focusing on support to community based health and first aid (CBHFA) programming, with focus at the activity on implementation in Jonglei and Western Equatoria states. Some modest support to maternal and child health activities shall also be included.
Goal 1: To strengthen organizational capacity, structures and systems at all levels in order to be a well-functioning National Society Objectives
Targets for 2014
Outcome 1 SSRC has consolidated and strengthened its organizational capacity and structure, and strategically plans for its role as a new National Society
Achievement in branch capacity assessment scoring (80% of total score by end of 2014)
Output 1.1 SSRC Strategic Plan is regularly reviewed and is the guiding document for programme implementation Output 1.2 Management functions, structures and capacity are strengthened, enabling effective organizational performance
Outcome 2 Strong and well-functioning governance, to better support the management at all levels Output 2.1 Membership structure is implemented at all levels Output 2.2 Improve capacity of governance and management for better cooperation and common understanding
# of Steering Committee meetings and reviews held (5 per year) # of branch directors’ meetings held (2 per year)
% of branches with boards involved in the development of branch operational plans # of registered members that have paid their membership fee (5,000 per year) % of governing board members (at branch at national level) taking part in governance training (60% by end of
Targets for 2014 2014)
Output 2.3 SSRC Constitution is implemented by governance at all levels
Outcome 3 A common volunteer structure and management system is implemented in all branches, to enable an extensive volunteer involvement in effective service delivery
# of national governance meetings held and reported (Governing Council, Finance Commission and Executive Committee) according to the constitution (9 per year)
Output 3.1 Volunteer Management documents are disseminated and implemented in all branches Output 3.2 Volunteer/Membership register developed and in use at branch and HQ level
# of male and female registered volunteers
# of volunteer leaders and branch staff trained in Volunteer Management (100 persons by end of 2014) Register developed and available in all Branches (by June 2014)
Outcome 4 A common PMER system is implemented at all levels, to ensure quality service delivery and accountability
% of department quarterly reports submitted according to agreed timeframes (60% by end of 2014)
Output 4.1 PMER formats are consistently used in all programmes and projects
% of branches that report on health activities using the SSRC health formats (50% by end of 2014) % of staff and volunteers attending PMER training that successfully pass the final test (80% by end of 2014) # of branches that develop operational plan (10 by end of 2014)
Output 4.2 PMER skills are improved among staff and volunteers Output 4.3 Operational Plans are developed at all levels, in line with the Strategic Plan
Outcome 5 Gender issues are increasingly recognised as important for the development of SSRC
Output 5.1 A Gender policy is developed and disseminated
Outcome 6 Reliable and efficient IT environment and sufficient IT skills within SSRC
SSRC Gender Policy is developed (by end of 2014)
Output 6.1 Improved IT capacity among SSRC staff
# of hours that HQ network is functional without generator running (4 by end of 2014) # of branch staff trained in IT (25 by end of 2014) # of HQ staff trained in IT (25 by end of 2014) # of branches with V-SAT internet access (7 by end of 2015)
Output 6.2 Improved access to IT equipment and services
Goal 2: To promote healthy behaviours, respond and control epidemics, and increase access to safe water, sanitation, and basic health services Objectives
Targets for 2014
Outcome 1 To support SSRC health management including coordination mechanisms and greater project harmonization.
SSRC health department has clear and real-time overview of health programming across branches and PNS current and future programme supports. Health policy developed and approved by the governing board by end of Q2.
Output 1.1 Development of an SSRC health policy that is implemented across branches.
A health policy implementation plan
Targets for 2014 has delivered across SSRC by end 0f 2014. At least ten (10) health technical committee (HCT) meetings are convened in 2014.
Output 1.2 Movement coordination mechanisms, including an information management strategy, are in place that guides SSRC health programme planning.
By end Q2, a user-friendly information management system is in place and is sufficiently utilised so that it is a contributing tool to SSRC’s 2015 health programming. Outcome 2 Community based health and first aid programming is expanded in Jonglei state and introduced into Yambio state.
Output 2.1 Based on baseline findings, communitybased health activities are developed Output 2.2 Participating communities are actively involved in project activities Output 2.3 Target communities demonstrate improved knowledge, attitude and practices (KAP) related to health and hygiene related behaviours
Outcome 3 The capacity of SSRC Jonglei and Yambio branch to deliver community-based health programming is increased Output 3.1 Branches able to develop and implement local community activity plans Output 3.2 Branches have established strong and collaborative relationship with participating communities
Targets will be defined following finalization of vulnerability capacity assessments (VCA) and will be added to this plan upon definition Baseline carried out by Q2 of 2014 # of men and women actively involved in project activities
KAP surveys carried out by Q3 to gauge behavior change in relation to health and hygiene PSS006
Targets will be defined following finalization of vulnerability capacity assessments (VCA) and will be added to this plan upon definition Availability of community action plans Progress reports on implementation of local community action plans No. of interventions being implemented at the branch level in collaboration with the targeted communities
Outcome 4 The organizational capacity of Jonglei and Yambio branch has increased enabling greater independence at the branch level
Targets will be defined following finalization of vulnerability capacity assessments (VCA) and will be added to this plan upon definition
Output 4.1 Branches actively engaged in all aspects of programme management, including PMER components
# of branches with strategic and operational plans
2.5 Business Line 5 – “To deepen our tradition of togetherness through joint working and accountability” A standard Movement coordination framework is in place in South Sudan including Movement platform (SSRC, ICRC and IFRC), Movement operational coordination (MOC), and technical committees. These mechanisms will profit from greater IFRC input to strengthen their import and maximise their benefits for participants. Informal coordination mechanisms tend to be bilateral in nature with insufficient common understanding of forward plans of the National Society and Movement partners. Bilateral discussions between SSRC and its partners (both Movement and external) tend to be managed informally and can leave the National Society vulnerable to programme overlap, gaps and divergence from the priorities it set down in its first strategic
plan (2013-16). Ordered management of discussions and negotiations will assist the National Society to direct partners to programmes and projects of highest need. A gap as identified by SSRC and its partners is communication and coordination between SSRC’s headquarters in Juba and its ten state-level branches. Currently travel and information technology in South Sudan is expensive and access is limited. Remedying these challenges will require innovative mechanisms that are context specific and appropriate. As a significant humanitarian actor in South Sudan, IFRC must be active in representing Federation-wide contributions and interests and be a conscientious contributor to humanitarian coordination. The structure of the SSRC is under development and constantly evolving to adapt to their growing suite of projects. SSRC is committed to mainstreaming gender and ethnic diversity throughout the organization, reflecting the diversity of the community that it serves. SSRC has successfully centralized the decisionmaking of the SSRC to headquarters (HQ), enabling it to coordinate work in various branches. There is commitment from HQ to address any integrity issues, but this needs to be supported by human resource policies, finance procedures and code of conduct dissemination. It has been identified that the application of the coordination mechanisms can be enhanced with clearer communication channels between the different mechanisms and greater clarity of the terms of reference of each. In 2014 it is intended that the strengths and weaknesses of the mechanisms will be reviewed and practical tools developed for ensuring these mechanisms serve the National Society and membership as intended. The SSRC will focus on the management and coordination mechanisms that enable consistent and harmonised approaches to management and programmatic engagement with the National Society by Red Cross Red Crescent Movement partners. Goal: To be a proactive and responsive secretariat office in South Sudan that is a valued service to the National Society and partners Objectives
Targets for 2014
Outcome 1 Assistance is aligned among Movement components: National Societies (including Partner National Societies), ICRC and IFRC, to optimize the Movement’s work and impact at country level based on SSRC’s overall strategic plan.
By end 2014 there is significant advance towards RCRC Movement cohesion in South Sudan, aligning with the aspirations of SSRC as articulated in their Strategic Plan 2013-2016. IFRC’s role is increasingly one of facilitator in emergency operations with SSRC taking the leading role in operational planning, implementation, monitoring and reporting.
Output 1.1 The Country Office prepares and submits for publication timely annual and long term plans as well as emergency appeals/DREFs as required in support of SSRC that reflect SSRC aspirations and are well coordinated with and supported by Movement partners (PNS and ICRC)
Output 1.2 The Country Office organizes and coordinates external technical expertise if and when required to support SSRC to develop strategic policies and plans, e.g. in Health, DM, and OD
IFRC South Sudan produces accurate, quality financial and narrative reports that are submitted on time. Availability of sector specific strategies (Health, OD,WatSan and DM) by Q2 No. of people trained as a result of the developed strategies By end Q2 2014 65% of surveyed
Objectives administrative, logistics and technical services based on demand and on agreements with partners which include cost recovery including shared office costs
Targets for 2014 SSRC and PNS officers are satisfied with IFRC service provision, and by end 2014, rate of satisfaction has increased to 80%.
Programme support strategy
3.1 Finance A finance development delegate will be recruited to oversee the IFRC South Sudan office’s finance management and, as required, support the current finance officer to assume ever greater financial management responsibilities. The delegate will allocate 50 per cent of their time to working with SSRC, particularly at branch level, to increase finance capacity. 3.2 Administration Administration activities will continue in support of travel and visa facilitation, and may be expanded to support greater PNS demand as integration and service agreements are finalized with interested PNS. 3.3 PMER Improved performance in planning, monitoring, evaluation and reporting is anticipated in 2014 as the South Sudan office team is reinforced with additional delegates. In addition to more substantial reporting, based on stronger planning and monitoring mechanisms, accountability measures are to be developed to capture the evolution of coordination mechanisms and services provided by the office. It is intended that by end 2014, the South Sudan office will have achieved some recognition as an efficient and effective service provider to the SSRC and Movement partners and that this is substantiated through timely, quality and verifiable reporting. 3.4 Resource Mobilization Significant effort will be made to secure funding outside of the RCRC Movement, particularly in support of the planned three-year branch development programme. However, given the IFRC South Sudan’s focus on internal supports, i.e. organizational development and Movement coordination, it is anticipated that a significant proportion of the 2014 budget will need to be supported by Movement actors with partnership interests with SSRC. A partnership meeting is planned for Q1 2014 in which the principle objectives of the IFRC will be revisited and Movement partner support assessed against the budget. 3.5 IT The IFRC South Sudan office will likely continue as the host of the IT system at SSRC headquarters, at least until a new national headquarters is constructed. SSRC/IFRC continues to work towards a radio network in Juba and progressively throughout the SSRC branch network. 3.6 Communications In 2013 IFRC has facilitated communication opportunities in support of the SSRC and these opportunities will continue to be sought and facilitated in 2014. An increasing interest in beneficiary communications by SSRC will be supported and encouraged by IFRC in 2014. 3.7 Human Resources The human resource base of the IFRC South Sudan will need to broaden in 2014 if the IFRC is to fulfil its commitments to SSRC. The team, however, will remain lean and focused on service provision to SSRC primarily and PNS. Each position, national and international, will be required to provide a clear value-add to SSRC and/or partners in addition to any internal IFRC responsibilities. A full team of ten (10) officers is envisaged, five national and five international officers. An additional national admin/finance assistant may be required if service and integration agreement demands exceed human resource capacity. Team positions in 2014 will include, country representative (international), administration/liaison officer (national), programme coordinator (international), finance development delegate (international), finance officer (national), senior logistics officer (national), logistics trainee/driver (national), NS/branch development delegate (international), and senior driver/administration assistant (national).
IFRC delegate positions that will be working directly with the SSRC include one (1) short-term (3 months) finance delegate to support the National Society to finalize financial statements for 2012 and 2013, and one (1) longer term (12 months+) delegate to lead SSRC’s support services functions, including finance. This second position will include mentorship and coaching of a national officer to assume this leadership role, as well as to the heads of the service units in SSRC. 3.8 Logistics IFRC South Sudan will continue to facilitate logistics services for SSRC, and PNS upon request. Full-time delegate support to IFRC’s national logistics officers discontinued mid 2013, and only specialized delegate logistics inputs are anticipated in 2014. Such specialized inputs will be as requested by SSRC and/or PNS (with SSRC approval) and may include assets management, fleet management and warehousing. 3.9 Security The IFRC country representative (or her/his delegate) maintains responsibility for security of IFRC officers and assets, and this will expand to include those PNS that sign an integration agreement in 2014. The IFRC security framework for South Sudan will be reviewed six monthly, with ad hoc updates according to country need. The implementation of a radio network, firstly at national headquarters and rolling out to branches, prioritizing those with chronic conflict concerns will be done. 3.10 Legal IFRC will seek and engage legal counsel for the South Sudan office in 2014.
Monitoring and Evaluation
For Business Line 3 section ‘Organisational Development’ monitoring of progress against indicators is to be carried out quarterly and documented in the SSRC OD Department’s quarterly reports. A review will take place in mid-2015 (internally), followed by a final evaluation at the end of 2016 (by external consultant). For ‘Health’ a review of the first year will be undertaken with the women’s groups at end of 2014, to receive their input along with that of community leaders and Ministry of Health Official on how the project can be improved. In mid-2015 a mid-term review will be conducted that looks at the effectiveness of the project approach to date and informs the direction of the second half of the project life. An end of project evaluation will be conducted in 2016, in accordance with the IFRC Framework for Evaluations. A consultant with expertise in community-based health will be recruited to lead the evaluation team. The current reporting framework captures quantitative data and allows for some qualitative information. KAP surveys will be conducted at regular intervals (annually) to measure behaviour change and to inform yearly project planning. Qualitative information will be gathered through focus group discussions in targeted communities and household interviews, to be conducted periodically (to be determined). This data shall also inform project adaptations and formation. A mechanism will be developed to feed back to communities the data gathered, so that they too can measure their progress in terms of good hygiene practice and can more richly contribute to project plans and initiatives.
The Republic of South Sudan
National Society Development Disaster Management & Health in Emergency
Health and Care
P. FITZGERALD MAASS001
Annexes (available on request)
Logframe Funding plan Activity plan Detailed budget