SUDAN HUMANITARIAN FUND ANNUAL - OCHA HF Annual... · 2019-08-17 · MYHS and the HRP. For example, two ongoing two-year nutrition-led programs in Kassala State with components of

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SUDAN HUMANITARIAN FUND

ANNUAL REPORT 2018

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THE SHF THANKS ITS DONORS FOR THEIR GENEROUS SUPPORT IN 2018

CREDITS This document was produced by the United Nations Office for the Coordination of Humanitarian Affairs (OCHA) Sudan. OCHA Sudan wishes to acknowledge the contributions of its committed staff at headquarters and in the field in pre-paring this document. The latest version of this document is available on the SHF website at https://bit.ly/2GEvcSl Full project details, financial updates, real-time allocation data and indicator achievements against targets are available at gms.unocha.org/bi. For additional information, please contact: Sudan Humanitarian Fund Tel: +249 (0) 912170422 Front Cover Darfur. Credit: OCHA Sudan The designations employed and the presentation of material on this publication do not imply the expression of any opin-ion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. Financial data is provisional and may vary upon financial certification

https://bit.ly/2GEvcSl

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TABLE OF CONTENTS

4 FOREWORD

6 2018 IN REVIEW 7 HUMANITARIAN CONTEXT 8 SHF AT A GLANCE 10 ABOUT SUDAN HUMANITARIAN FUND 13 DONOR CONTRIBUTIONS 16 ALLOCATION OVERVIEW

22 FUND PERFORMANCE 23 INCLUSIVINESS 24 FLEXIBILITY 25 TIMELINESS 23 EFFICIENCY 24 RISK MANAGEMENT

22 ACHIEVEMENTS BY CLUSTER 23 EDUCATION

24 REFUGEE CONSULTATION FORUM 25 FOOD SECURITY & LIVELIHOODS 26 HEALTH 27 LOGISTICS 28 NUTRITION 29 PROTECTION 30 SHELTER & NON-FOOD ITEMS 31 WATER, SANITATION & HYGIENE

32 ANNEXES 37 ALLOCATIONS BY RECIPIENT ORGANIZATION 38 SHF-FUNDED PROJECTS 41 SHF ADVISORY BOARD 42 ACRONYMS & ABBREVIATIONS 43 REFERENCE MAP

4 SHF 2018 ANNUAL REPORT

Foreword It is my pleasure to present to you the Sudan Humanitar-ian Fund (SHF) annual report for 2018. This report con-tains information on the performance of the SHF, alloca-tions, rationale and acknowledges the financial support to the SHF for the year. In 2018, the country witnessed an improvement in secu-rity, with lower levels of internal displacement reported compared to previous years. The country also faced a number of economic shocks, which raised food prices and reduced purchasing power, resulting in an increase in food insecurity. Humanitarian needs persisted especially for vulnerable people, some of whom have been living in pro-tracted displacement for over a decade; newly displaced populations; and the increasing number of South Sudan refugees seeking refuge in Sudan. An estimated 5.7 million people required humanitarian as-sistance in Sudan in 2018, an increase of about one mil-lion people compared to 2017. The increase was mainly due to the South Sudan refugee influx in 2017. The needs of vulnerable people were exacerbated by reduced house-hold purchasing power due to the rise in food prices with-out a proportional increase in income, especially for inter-nally displaced persons (IDPs) and refugees. As the year progressed, the situation was further compounded by high inflation and shortages of cash and fuel throughout the country with far reaching implications for those people in need of assistance. The SHF was instrumental in providing relief through swift prioritization and allocation of funds through a collective and inclusive process using the humanitarian sector sys-tem in consultation with the SHF Advisory Board under my leadership. The SHF also adopted a consortium approach, targeting NGO partners which encouraged partnerships between organizations ensuring effective coverage, en-hanced coordination and reduced transaction costs for the SHF. Some 49 per cent of the standard allocation (US$17.8 million) was disbursed using this modality, which has proved effective in Sudan. The first allocation of the year was dedicated to improving access to clean water and sanitation in areas affected by an outbreak of Acute Watery Diarrhoea in 2017. Two other allocations continued to address access to clean water and sanitation, as well as livelihoods support, nutrition and protection needs related to insecurity and protracted displacement. Common services funded included data tracking and monitoring of IDPs and support to air transport for humanitarian personnel and goods. Emer-gency funds outside the three standard allocations sup-ported response activities for flood-affected populations in West Kordofan State; stemming a chikungunya out-break in Kassala and Red Sea states; and meeting human-itarian needs of newly accessed vulnerable people in South Kordofan State as well as newly displaced people in Jebel Marra, Darfur.

I wish to acknowledge and commend the efforts of all hu-manitarian partners, including national and international NGOs and United Nations organizations, for working in sometimes challenging conditions. In total, about 3.2 million people received assistance through pro-grams supported by the SHF in 2018. The prioritization of projects to be funded is done in con-sideration of other funding sources such as the Central Emergency Response Fund and other donors to avoid du-plication and to demonstrate the added value and comple-mentarity with other sources of funding. In 2018, the SHF disbursed $42.5 million of the $44.8 contributed in sup-port of the objectives of the Sudan Multi-Year Humanitar-ian Strategy (MYHS) for 2017-2019 and the Sudan 2018 Humanitarian Response Plan (HRP). I am pleased to note that this was a 16 per cent increase in available funding from the previous year’s $38.6 million, a confirmation of donor confidence in the efficiency and impact of the SHF. I wish to most sincerely thank the eight donors: The United Kingdom, Sweden, Germany, Denmark, Ireland, United States of America, Norway and Switzerland for their inval-uable support. Going forward, the SHF will continue to support immedi-ate needs through emergency, life-saving assistance and in parallel there will be an increase in projects encouraging self-reliance of those most vulnerable and their communi-ties in support of the New Way of Working (NWoW), the MYHS and the HRP. For example, two ongoing two-year nutrition-led programs in Kassala State with components of health, nutrition, food security, water and sanitation, are showing encouraging results. The two projects will end in mid-2020. The SHF also funded four projects in IDP return areas in Darfur. Humanitarian needs in 2019 have increased compared to those of 2018. Humanitarian partners have targeted 4.4 million people for humanitarian assistance across the country, which represents a bit more than half of the over-all needs identified, including 2.4 million people in Darfur. Humanitarian needs and requirements will be reviewed during the year to reflect the ongoing impact of the current economic situation, which has put further strain on al-ready stretched coping mechanisms. For 2019, the SHF has set a funding target of 10 per cent of HRP require-ments, which would represent double of the 2018 alloca-tion of $42.5 million. It is my sincere hope that the inter-national community will continue to provide adequate and timely contributions to the SHF to enable it to support prin-cipled humanitarian assistance in Sudan.

Gwi-Yeop Son

Humanitarian Coordinator for Sudan

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A WFP food distribution to IDPs near the Murta settlement, Kadugli. ○© Sari Omer/OCHA


This Annual Report presents information on the achievements of the Sudan Humanitarian Fund during the 2018 calendar year. However, because grant allocation, project implementa-tion and reporting processes often take place over multiple years (Country Based Pooled Funds (CBPFs) are designed to support ongoing and evolving humanitarian responses), the achievements of CBPFs are reported in two distinct ways:

1. Information on allocations granted in 2018 (shown in blue). This method considers in-tended impact of the allocations rather than achieved results as project implementation and reporting often continues into the subsequent year and results information is not immediately available at the time of publication of annual reports.

2. Results reported in 2018 attributed to allocations granted in 2018 and prior years (shown in orange). This method provides a more complete picture of achievements dur-ing a given calendar year but includes results from allocations that were granted in pre-vious years. This data is extracted from final narrative reports approved between 1 Jan-uary 2018 – 31 January 2019.

SHF ANNUAL REPORT

2018 IN REVIEW

2018 IN REVIEW: HUMANITARIAN CONTEXT 7

2018 IN REVIEW

HUMANITARIAN CONTEXT Humanitarian Situation in 2018 Sudan is one of the world’s largest protracted humani-tarian crises with at least 5.5 million people in need of assistance in 2018. Localized conflict and displacement; food insecurity; malnutrition; disease outbreaks; climatic shocks; and the current macro-economic situation are putting further strain on people’s already stretched cop-ing mechanisms. Displacements and Returns In 2018 an estimated 27,000 people were displaced, of whom about 19,000 were in Jebel Marra (Darfur) and 8,000 in South Kordofan. At least 35,000 people returned to their areas of origin, while many others may have re-turned without being recorded. The increase in returns was mainly due to the improved security situation fol-lowing cessation of hostilities announced by both the Government of Sudan and armed groups. However, many of the returnees continue to depend on humanitarian as-sistance as they struggle to rebuild their livelihoods. Food Insecurity Despite the significant reduction in conflict across Su-dan, commodity price increases, low household purchas-ing power and high costs of agricultural supplies and in-puts led to increased food insecurity as people find it increasing difficult to afford the local food basket. The World Food Programme (WFP) Food Security Moni-toring System (FSMS) reported a deterioration in food security between November 2017 and November 2018. Some 69 per cent of households were classified as food insecure, which represents a 3 per cent increase from the same period in 2017. About 70 per cent of South Su-danese refugees in Darfur, were food insecure in Novem-ber 2018. Displaced populations in South Darfur were the most food insecurity (74 per cent), followed by Central Darfur and North Darfur with 69 per cent each. Food prices were dramatically higher across Darfur in November 2018 rel-ative to November 2017. In every state, the cost of the local food basket more than doubled within the previous year, and in some areas increasing up to 172 per cent.

Malnutrition Malnutrition is a chronic problem in Sudan. Out of the 18 states, 11 have a malnutrition prevalence above the World Health Organization (WHO) emergency threshold of 15 per cent. Of Sudan’s 184 localities, 128 (69 per cent) have a stunting rate classified as high. Increases in food costs have a knock-on effect, forcing many households to adopt negative coping mechanisms, com-promising on the quality and quantity of meals. Disease Outbreaks Closely linked to high levels of malnutrition are poor health indicators, with significant urban, rural, regional, gender and socioeconomic disparities. Communicable diseases are a major cause for morbidity and mortality in Sudan and the country remains prone to measles, meningitis, acute watery diarrhoea (AWD), dengue fever and most recently chikungu-nya. In 2018, 19,000 chikungunya cases were reported across the country between 31 May and 2 October, with the epicenter being Kassala State in eastern Sudan.

2018 Humanitarian Re-sponse Plan 5.7M People in need

4.3M People targeted

$1.0B Funding requirement

https://docs.wfp.org/api/documents/WFP-0000099644/download/?_ga=2.49279974.1330768631.1553070304-185207268.1553070304


Economic Decline The economic situation in Sudan has exacerbated food in-security. Against the backdrop of reduced foreign exchange and access to international markets and finance, the cost of living increased since January 2018. The consumer price index (CPI) increased hitting 73 per cent in December 2018, up from 52.37per cent in January 2018. This has left many families, especially those most vulnerable, struggling to meet their basic needs. It is estimated that more than 80 per cent of residents and more than 90 per cent of refugees and IDPs cannot afford to buy a local food basket. Refugees and Asylum Seekers According to the UN Refugee Agency (UNHCR) and the Gov-ernment’s Commission of Refugees (COR) at least 1 million refugees and asylum-seekers were registered in Sudan in

2018. These include refugees from the Central African Re-public (CAR), Chad, the Democratic Republic of Congo (DRC), Eritrea, Ethiopia, Somalia, South Sudan, Syria and Yemen. Sudan is both a transit and destination country for asylum seekers, refugees and economic migrants along the eastern Africa Migratory Route into North Africa and Europe. An average of 500 to 1,000 new asylum-seekers arrive each month through Sudan’s eastern border and more than 70 per cent migrate onward, becoming exposed to possible human rights violations. The large number of unaccompanied and separated children (UASC) arriving through these routes is of concern. Within this context, there is an urgent need for more durable solutions that support greater self-reliance and enhanced protection of refugees, which also benefits host communities.

2018 TIMELINE

2018 IN REVIEW: HUMANITARIAN CONTEXT 9


HUMANITARIAN FUND AT A GLANCE

2018 ALLOCATIONS

2018 IN REVIEW: SHF HUMANITARIAN FUND AT A GLANCE 11

RESULTS REPORTED IN 2018


2018 IN REVIEW

ABOUT THE SUDAN HUMANITARIAN FUND SHF basics The SHF is a multi-donor country-based pooled fund (CBPF) established in 2006 to support the timely allocation and dis-bursement of donor resources to address the most urgent humanitarian needs and assist the most vulnerable people in Sudan. The SHF aims to promote a strategic and coordi-nated response in support of the Humanitarian Response Plan (HRP) and acute emergency needs. Projects should be based on fundamental humanitarian principles and be in line with the approved Humanitarian Country Team (HCT) Mini-mum Operating Standards (MOS). The Humanitarian Coordinator (HC) for Sudan oversees the Fund and decides on the SHF funding allocations. The HC is supported by the UN Office for the Coordination of Humani-tarian Affairs (OCHA) that manages the Fund on a day-to-day basis; the SHF Advisory Board; and the Inter-Sector Coordi-nation Group (ISCG). UNDP’s Fund Management Unit (FMU) is the finance manager for the SHF. What does the SHF do? The SHF funds activities that have been prioritized as the most urgent and strategic in addressing critical humanitar-ian needs in the country in close alignment with the Sudan Multi-Year Humanitarian Strategy (MYHS) and the HRP. The Fund facilitates response to new emergencies—ideally iden-tified through joint or coordinated needs assessments—as well as in protracted crises. The SHF promotes the integra-tion and mainstreaming of cross-cutting issues like gender, environment, ‘do no harm’, protection and accountability to affected populations (AAP) in all project stages. Who can receive SHF funding? The SHF prioritizes funding to NGOs working as frontline re-sponders to emergencies in Sudan. This includes funding for national NGOs, as greater funding for national and local re-sponders is one of the Grand Bargain commitments. In 2018, the SHF targeted 89 per cent of direct funding to NGOs. To be eligible to receive SHF funding, NGOs need to undergo a rigorous capacity assessment to ensure they have in place the necessary structures and capacity to meet the Fund’s ro-bust accountability standards and efficiently implement hu-manitarian activities. Who sets the Fund priorities? The HC, in consultation with the SHF Advisory Board and upon recommendation by the ISCG, decides on the most crit-ical needs to be funded. Sector coordinators work with their regional counterparts and sector partners to define the SHF sector-specific priorities in targeted geographical areas, which are reflected in individual allocation strategies. How are projects selected for funding? The SHF has two allocation modalities:

Standard Allocation: Funds are usually allocated early in the year for projects included in the HRP, based on a strategy that identifies the highest priority needs underpinned by vul-nerability data and needs analysis. The strategy is developed by the ISCG, is approved by the HC and is endorsed by the SHF Advisory Board. It forms the basis for individual project submissions. Project proposals are prioritized and vetted within sectors through Sector Review Committees (SRC) and then recommended to the SHF Advisory Board for endorse-ment and final approval by the HC. With generous support from donors, the SHF disbursed three standard allocations in 2018. Emergency Reserve: Reserve funds are primarily intended for rapid and flexible allocations of funds in the event of unfore-seen emergencies or to address critical funding gaps. These funds can be allocated through individual reserve allocations or broader allocation rounds and are more geographically fo-cused. They must be cleared by individual sector coordina-tors before undergoing a technical review, and then endorse-ment and approval by the SHF Advisory Board and the HC. In 2018, the SHF set aside 15 per cent of its total funding to the emergency reserve. Who provides the funding? The SHF is funded with contributions from UN member states and can also receive contributions from individuals and other private or public sources. The Fund has received more than $220 million in contributions in the past five years.

2018 IN REVIEW: SHF HUMANITARIAN FUND AT A GLANCE 13

HOW DOES THE SUDAN HUMANI-TARIAN FUND WORK


23.3

7.0

4.6

4.0

3.6

1.2

1.0

3.5K

United Kingdom

Sweden

Germany

Denmark

Ireland

Norway

Switzerland

UNF

44.8MCONTRIBUTIONS

2018 IN REVIEW

DONOR CONTRIBUTIONS

CONTRIBUTIONS TIMELINE

DONOR CONTRIBUTIONS AVAILABLE FUNDING

Donors continued to demonstrate trust and support for the SHF, and in 2018 the United Kingdom (UK), Sweden, Ger-many, Denmark, Norway, Switzerland and Ireland contrib-uted $44.8 million—including a $9.2 million carry-over from 2017.

Germany and Denmark increased their contribution to the SHF in 2018, up more than 75 per cent and 42 per cent re-spectively from the previous year. These contributions ena-bled the Fund to facilitate a third allocation to address the deteriorating food security in the country. The UK was the highest contributor at 49 per cent ($23.3 million) followed by Sweden at 15 per cent ($7 million), Germany 10 per cent ($4.6 million), Denmark 8 per cent ($4 million), and Ireland at 8 per cent ($3.6 million). Norway contributed $1.2 million and Switzerland $994,000. The SHF remained pivotal in addressing critical humanitar-ian needs in Sudan. Overall contributions to the Fund in-creased by 16 per cent to $44.8 million in 2018 compared to $38.6 million in 2017. In 2018, the SHF accounted for ap-proximately 8 per cent of the total funding requirements for the Sudan HRP. Donor funding to the SHF and its subsequent allocations complemented other sources of funding, including $20 mil-lion received in 2018 from the Central Emergency Response Fund (CERF) underfunded emergencies window. The two funds jointly supported the scale up of prioritized humanitar-ian response activities in Sudan. A joint strategic prioritization for the CERF grant and the SHF third standard allocation of $13 million resulted in coordinated geographic targeting based on the results of nutrition assessments and aligned interventions in food security, nutrition, health and water, sanitation and hygiene (WASH) sectors. To further address the deteriorating food security situation triggered by the economic crisis, CERF has allocated $25

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Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Denmark Sweden Ireland Norway UK UKUNF

UK Germany

Switzerland

DONOR CONTRIBUTIONS SHF HUMANITARIAN FUND AT A GLANCE 15

0

25

50

2014 2016 2018

Denmark

0

25

50

2014 2016 2018

Germany

0

25

50

2014 2016 2018

Ireland

0

25

50

2014 2016 2018

Korea, Republic of

0

25

50

2014 2016 2018

Netherlands

0

25

50

2014 2016 2018

Norway

0

25

50

2014 2016 2018

Sweden

0

25

50

2014 2016 2018

Switzerland

0

25

50

2014 2016 2018

United Kingdom

0

25

50

2014 2016 2018

UNF

million through its rapid response window to be compli-mented by the SHF first standard allocation for 2019 of $19.5 million. Donor trends Despite the notable 16 per cent increase in donor con-tributions in 2018—following four successive years of declining contributions—overall funding remains 14 per cent below the level of 2014. This has significantly im-peded planning for the Fund as well as its reliability and effectiveness for partners who depend on its efficiency and rapid disbursements. OCHA continues to advocate with contributing countries to heed the UN Secretary General’s Agenda for Humanity, which calls for 15 per cent of HRP requirements to be channeled through country-based pooled funds. This would mean doubling current contributions to the SHF and would increase its impact and coverage to cope with the projected in-crease in humanitarian needs in 2019 due to the deteri-orating economic situation in the country.

DONOR TREND


2018 IN REVIEW

ALLOCATION OVERVIEW Timely, prioritized and coordinated response The SHF continued to be an important source of timely fund-ing needed to address urgent requirements within the HRP. Rigorous prioritization was necessary to ensure the most efficient use of limited resources. This includes strengthen-ing collective inter-sector prioritization through the ISCG and mapping of other funding through ongoing coordination with other major humanitarian donors. In 2018, $42.5 million was allocated to 71 projects imple-mented through 36 partners. About 86 per cent of the fund-ing ($36.2 million) was allocated through three standard al-location rounds and $6.2 million (15 per cent of the total funds) through the reserve allocation mechanism. Of the to-tal funds allocated, 89 per cent ($38.2 million) was allocated to NGOs, including 72 per cent ($31 million) to international NGOs and 17 per cent ($7.2 million) to national NGOs. An-other 11 per cent ($4.2 million) went to UN agencies. First standard allocation: In January, the allocation priori-tized $3 million for sanitation needs among South Sudanese refugees in camps in White Nile State. The envelope sup-ported providing access to improved sanitation services, to reduce disease outbreaks following an outbreak of AWD in White Nile State. The same envelope also prioritized strengthening health and WASH interventions to prevent waterborne diseases in 13 of the most affected states—five in Darfur, three in Kordofan, three in eastern states, Blue Nile and White Nile. Second standard allocation: A total of $20.2 million was disbursed for the second allocation in February 2018. The envelope supported several initiatives complementing other initiatives funded through CERF and bilateral donors. Some $5 million was used to support life-saving interventions for

newly displaced people in areas which had become acces-sible for the first time in years (Al Lait and Jebel Marra lo-calities in Darfur); $6 million to address protracted displace-ment in several locations; $3 million to support out-of-camp refugees; and $5 million for nutrition and drought response in Kassala State. Another $1.3 million was used to support the second year of a two-year returnee pilot project in Um Dukhun locality, Central Darfur. Third standard allocation: A total of $13 million was dis-bursed for the third allocation in October 2018. In this enve-lope $12.5 million was dedicated to address the deteriorat-ing food security situation using an integrated multi-sector approach, in Blue Nile, South Kordofan and North Darfur states. An IOM Displacement Tracking and Monitoring (DTM) project received $500,000 to improve tracking and monitoring of people in newly accessible areas. In addition, the HC endorsed a special allocation of $1.3 mil-lion for a pilot project addressing protracted displacement in Kreinik locality, West Darfur. Reserve emergency allocation: $6.2 million was allocated under the reserve envelope to support various gaps in line with the HRP objectives. The projects aimed at alleviating the suffering of more than 150,000 people in areas affected by disease outbreaks such as Chikungunya; WASH interven-tions; livelihood support; food and nutrition interventions; and emergency shelter for people affected by floods. Beneficiaries In 2018, the SHF reached 3.2 million people across 10 sec-tors in Sudan. About 55 per cent of those reached were women and 46 per cent were children.

2018 IN REVIEW: ALLOCATION OVERVIEW 17


SHF 2018 ANNUAL REPORT

FUND PERFORMANCE With the introduction of the Common Performance Framework (CPF) in 2018, OCHA has added a new tool to the set of management, reporting and accountability instruments for the Country-Based Pooled Funds (CBPFs). The CPF provides Humanitarian Coordinators (HC), Advisory Boards, OCHA and other stakeholders a way to monitor and improve the performance of CBPFs. The tool is built on the five fundamental principles (below) that guide the management of CBPFs: Inclusivity, flexibility, timeliness, efficiency and accountability and risk management. The CPF applies a common methodology and set of indicators based on the five principles to measure Fund-management performance (Fund Management Level) and the extent to which the use of the Fund adds value to the quality of response (Response Outcome Level).

FUND PERFORMANCE 19

PRINCIPLE 1

INCLUSIVENESS A broad range of humanitarian partner organizations (UN agencies and NGOs) participated in country-based pooled fund (CBPF) processes and received funding to implement projects addressing identified priority needs.

The Advisory Board has an appropriate size and a balanced representation of CBPF stakeholders. Target 3 UN agencies (30%); 3 NGOs (30%); 4 donors (40%); and minimum of one NGO and one UN agency present at every meeting. Results Members: 3 UN agencies (UNHCR, WFP and WHO), 3 NGOs (1 national NGO representative, Friends of Peace and Devel-opment (FPDO), and 2 members of the INGO steering com-mittee), and all contributing donors with presence in Sudan. In 2018, the SHF had nine donors: DFID, Sweden, Germany, Denmark, Ireland, Norway and Switzerland. Of these donors, DFID, Sweden, Germany, Switzerland have presence in country. In addition, one observing donor (ECHO) is part of the advisory board. The SHF conducted five advisory board meetings with good attendance from the members and ob-servers. COMPOSITION OF ADVISORY BOARD

Analysis The target representation by UN agencies, national NGOs, and international NGOs in the advisory board has been achieved. Donor representation in the advisory board is slightly higher than that of UN agencies and NGOs. It is crit-ical to clarify the role of advisory board to its members, to avoid the use of the meeting as a platform to advocate for individual agency interests and resource mobilization ef-forts. Follow up actions - Orientation of advisory board members on their role in

the management of the fund to avoid the use of SHF processes to advance individual agency interests.

- The SHF technical unit (TU) to provide SOPs on the ro-tation of advisory board members.

The review committees of the Fund have the appropriate size and a balanced representation of different organiza-tions.

1 Inclusive governance


The review committees of the Fund have the appropriate size and a balanced representation of different organiza-tions. Target The size of Strategic Review Committees (SRC) varies. However, SHF aims to achieve an equal representation be-tween three stakeholders: international NGOs, national NGOs and the UN. Ideally, an SRC should consist of two international NGOs, two national NGOs, two UN agencies, an IASC sector coordinator and OCHA. The two interna-tional NGO and national NGO seats may also be replaced by one seat each and a UN agency can stand for the IASC sector coordinator or vice versa. Ad-hoc compositions for multi-sector SRCs will be proposed by the SHF if required. Results SHF maintained consistent membership of SRCs, which included two national NGOs, two international NGO, two UN agencies, respective sector coordinators and OCHA. This applied for both single and multi-sector SRCs. SRC membership for NGO and UN agencies changed for each allocation and envelope. The UNDP/Funds Management Unit (FMU) attends as an observer and provides inputs when required. REPRESENTATIVES IN THE COMMITTEE Analysis As the SHF encourages multi-sector approaches, con-sistency in the composition of SRC is maintained. One of the challenges faced is finding national NGOs with multi-sector expertise. Also, at times the commitment of sector coordinators to contribute to SRC processes conflicts with competing priorities, particularly during HNO/HRP preparations. Follow up actions - SHF to develop guidance on how the SRC members

review multi-sector projects efficiently. - Coordinate SHF processes to avoid overlapping with

the HRP/HNO processes and overtasking/burdening sector coordinators with many requests.

CBPF funding is allocated to the best-positioned actors, leveraging the diversity and comparative advantage of eligible organizations. Target The 2018 SHF positioning statement provides an over-arching strategy for programmatic areas of intervention for the SHF, including the allocation of 70 per cent of funding to national and international NGOs. It does not define geographical priorities or priorities between sec-tors. Results NGOs received 89 per cent of direct SHF allocations, in-cluding 17 per cent to 13 national NGOs and 72 per cent to 23 international NGOs. Six UN agencies received the remaining 11 per cent of funding. TYPE OF IMPLEMENTING PARTNER BY SECTOR Analysis At least 89 per cent of direct SHF funding allocations were channeled to national and international NGOs. Comple-menting this are the CERF funds—which fund UN agen-cies exclusively—allowing for the spread of funding across a range of partners. National NGOs received 17 per cent of contributions, reflecting efforts to support the Grand Bargain’s call for greater funding for national and local responders, while also reflecting capacity and risk constraints. Follow up actions Continue building the capacity of national NGOs so they can receive more funding in the future and effectively manage SHF funded projects.

2 Inclusive programming 3 Inclusive implementation

FUND PERFORMANCE 21

Resources invested by OCHA’s Humanitarian Financing Unit (HFU) in building the capacity of local organizations and national NGO partners within the scope of the CBPF strategic objectives. This was accomplished through trainings, workshops, and communication materials dis-tributed. Target Planned activities included: orientation sessions for standard allocations above $10 million in Arabic and Eng-lish; proposal writing skills; report writing and monitoring skills; desk review meetings; one workshop on fraud pre-vention; one audit preparation workshop; one-on-one post audit meetings with individual partners with high priority audit findings; financial performance review meetings with partners rated as low performing; fraud discus-sion/workshop with international and national NGOs; and four sessions related to accounting and financial man-agement. Results - Orientation sessions for partners for the second and

third standard allocations were conducted in Arabic and English. No orientation session was carried out for the 1st standard allocation as the allocated amount was less than $10 million.

- Four 2-day trainings (mixed Arabic and English) on proposal and budget development for national NGO

partners were carried out in January and September 2018, where 19 out of 27 SHF eligible national part-ners attended. Most partners attended two rounds of training.

- Bilateral review meetings prior to field monitoring missions were held with all partners. In addition, ad-hoc meetings were arranged for partners with criti-cal monitoring findings with regards to project imple-mentation, reporting and other relevant issues.

- A briefing on the SHF was carried out for NGO part-ners and local authorities in Kadugli, South Kordofan State.

- One audit preparation workshop was held in Khar-toum.

Analysis Despite limited resources, the SHF implemented planned activities. There is an increased demand for capacity-building activities by national NGOs. Capacity-building of national NGOs is a shared responsibility among various parties (e.g. sectors, donors, government, development agencies, and UN). Within its capacity, role and mandate, the SHF focuses on activities that support the enhance-ment of successful applications to SHF allocations and ultimately the improvement of partner performance. Follow up actions Continued outreach and training sessions for better pro-ject implementation and fund management targeting na-tional NGOs in geographical areas identified by the HNO/HRP as having acute needs.

4 Inclusive engagement


PRINCIPLE 2

FLEXIBILITY The programmatic focus and funding priorities of CBPFs are set at the country level and may shift rapidly, especially in volatile humanitarian contexts like Sudan. CBPFs are able to adapt rapidly to changing priorities and allow humanitarian partners to identify appropriate solutions to address humanitarian needs in the most effective way.

CBPF funding for in-kind and in-cash assistance is appropri-ate. Target Cash as a response modality is strategically prioritized and operationally considered, where appropriate, as per the CBPF cash guidance note. Results SHF encouraged partners to include cash programming activities in their projects. Approved projects included: 1) a multi-purpose cash grant project totaling $750,244 under the Protracted Displacement Pilot; 2) establish-ment of a village saving and loan association with re-volving funds; 3) conditional cash assistance for ex-tremely vulnerable people and for livelihoods activities; and 4) cash-for-work for construction activities. In ad-dition, some food security and livelihoods (FSL) pro-jects included components of conditional and uncondi-tional cash transfers as well as loan-saving activities, targeting women and the most vulnerable groups. In some cases, in-kind assistance was provided when deemed appropriate. Analysis Access to cash was sometimes impeded due to the economic conditions in the country. This had an impact on partners' operations and project implementation timelines. For example, in some cash-based programs, partners had to use coupons as a modality for cash pro-gramming. In addition, in some areas, cash was per-ceived as a sensitive activity and therefore met with re-sistance by authorities. Follow up actions - Encourage implementing partners to use cash-

based programs wherever appropriate. - SHF to consult with the Cash Working Group to de-

termine which cash-based programming strategies work well in Sudan.

- Review cash-based implementation lessons learned through consultations with partners imple-menting cash-based projects. This will help inform future allocations.

CBPF funding supports an enabling operational environment (common services). Target Common services (telecommunications and logistics including UNHAS, security and data tracking) and needs assessments can be exceptionally eligible for funding when critical importance and a funding gap coincide. Funding for sector coordination is not considered a pri-ority for SHF. Results In 2018, the SHF allocated funding to two common ser-vices projects: 1) Displacement Tracking and Monitor-ing Matrix ($0.5 million, IOM); and 2) UNHAS ($1 million, WFP). ALLOCATION THROUGH COMMON SERVICES Analysis Due to critical funding gaps, the SHF exceptionally allocated limited funding to two common services projects (IOM Dis-placement Tracking and Monitoring Matrix and UNHAS) considered crucial for the implementation of other SHF-funded activities. The additional funding UNHAS received allowed the UN carrier to cover underserved areas of South Kordofan State. Both projects are ongoing. Follow up actions: Review the value added to humanitarian operations in introducing new destinations for UNHAS. Use the les-sons learned and look into the possibility of having UN-HAS fly to destinations in Darfur, which are currently being served by UNAMID, once UNAMID closes opera-tions in Sudan. -

5 Flexible assistance 6 Flexible operation

FUND PERFORMANCE 23

CBPF funding supports strategic planning and response to sudden onset emergencies and applies the most appropri-ate modality based on the objectives of each allocation to generate operational impact at the right time. Target At least 20 per cent of the initial contributions (based on January estimates) are disbursed through reserve alloca-tions, allowing the Fund to respond to changes in the hu-manitarian context, as well as in the funding situation. Results SHF maintained 20 per cent of its balance for the reserve for emergencies. By 31 December 2018, SHF allocated $6.2 million through reserve allocations (14.5 per cent out of the total of allocations). ALLOCATION TYPE BY REGION Analysis With 20 per cent of indicative income in early 2018 being put aside for the reserve for emergencies, the SHF had suf-ficient resources to respond to critical emergencies such as disease outbreaks, floods, and newly accessible areas. In addition, it has allowed the SHF to fill critical funding gaps in the common services sector. Follow up actions Continue to maintain a $6 million reserve for emergencies, as this has been the average amount disbursed through this modality.

CBPF funding is allocated to the best-positioned actors, leveraging the diversity and comparative advantage of eli-gible organizations

Target Project revision requests are processed within 14 days (10 working days). Results Fourteen project revision requests were processed within 14 days and 57 requests were processed beyond the 14 days. Analysis In 2018 the average time to process project revision re-quests was 41 days, due to delays from partners who did not have the capacity to address review comments. Follow up actions

- SHF to consider developing a mechanism to allow for closer follow up of project revision requests and ensure timely feedback to implementing partner requests.

- To fill outstanding SHF staffing posts in 2019. The SHF has been operating with limited staff in 2018.

7 Flexible allocation

8 Flexible operation


PRINCIPLE 3

TIMELINESS CBPFs allocate funds and save lives as humanitarian needs emerge or escalate.

Allocation processes have an appropriate duration vis-à-vis the objectives of the allocation timeline. Target The average duration of standard allocation (from allo-cation launch to HC approval) is 75 calendar days. Results The SHF worked with all stakeholders to reduce the number of days required for the full cycle of the stand-ard allocation and managed to reduce the duration by eight days from 75 days to 67 days. In 2018, the aver-age duration of reserve allocations was 23 calendar days compared to 27 calendar days in 2017. Analysis While the average result of the standard allocation for approved projects before November 2018 was 19 days less than the benchmark of 75 days, the average time-line for the reserve allocations is 11 days more than the benchmark of 15 days. Hence, a medium score. A con-tinuous effort for a balance between timeliness, quality and inclusiveness of stakeholders is needed. Follow up actions SHF will work towards further reducing the time taken to process both standard and reserve allocations.

Payments are processed without delay. Target Following Executive Officer signature of a proposal, the first payment is disbursed within 10 days.1 Results Payments were made within 14 calendar days for the third standard allocation; eight calendar days for second stand-ard allocation, and five calendar days for the first standard allocation. Analysis The first disbursement of standard allocations was done in nine days, which is 10 per cent less than the set timeframe. Follow up actions

1 For UNDP managed Funds the average number of days will be con-sidered as of the Implementing Partner signature date.

The SHF will endeavor to maintain or shorten the time taken to disburse allocations.

Pledging and payment of contributions to CBPFs are timely and predictable.

Target Two thirds of annual contributions (Nov-Oct) committed be-tween November 2017 and January 2018.

Results At least 43 per cent of contributions were committed be-tween November 2017 and January 2018.

CONTRIBUTIONS PAID AND PLEDGED TIMELINE Analysis Between November 2017 and January 2018, 43 per cent of contributions were committed.

Follow up actions SHF to advocate with donors to commit their contributions to the Fund early in the year.

9 Timely allocation

10 Timely disbursements

11 Timely contributions

FUND PERFORMANCE 25

PRINCIPLE 4

EFFICIENCY Management of all processes related to CBPFs enables timely and strategic responses to identified humanitarian needs. CBPFs seek to employ effective disbursement mechanisms, minimizing transaction costs while operating in a transparent and accountable manner.

CBPFs have a critical mass to support the delivery of the HRPs. Target SHF allocations amount to 10 per cent of the HRP funding requirements, excluding food assistance. Results SHF allocations comprised 5 per cent of total 2018 HRP re-quirements, excluding food assistance. Analysis The 2018 HRP funding requirement was $1007.6 million, of which food aid accounts to $222.4 (22 per cent of all HRP requirements). The SHF allocated $42.5 million, which is 5.4 per cent of the total HRP requirements excluding food aid ($785.1 million). This does not meet the targeted 10 per cent requirement. Follow up actions To encourage donors to contribute more funds, allowing the SHF to meet the 10 per cent of the HRP requirement.

CBPF funding is prioritized in alignment with the HRP. Target All funded projects address HRP strategic priorities. At least 85 per cent of the value of funded projects is linked to HRP projects as shown in FTS. Results In the second standard allocation, four projects were ap-proved out of HRP. In the reserve for emergency allocations, 13 projects were funded, of which four did not have a link to the HRP. All other projects, representing 95 per cent of the value of funded projects, were strategically linked to the HRP. ALLOCATION BY HRP STRATEGIC OBJECTIVES Analysis SHF allocated most of its funding to projects supporting HRP priorities, thus contributing to the overall coordinated humanitarian response and strengthening coordination. Follow up actions The SHF to continue encouraging more project alignment with the HRP.

12 Efficient scale 13 Efficient prioritization


CBPF funding reaches people in need.

Target A minimum of 90 per cent of planned beneficiaries are re-ported as being reached. Results SHF partners reached more people than those they targeted with at least 105 per cent of the planned beneficiaries re-portedly reached. PEOPLE TARGETED AND REACHED BY GENDER AND AGE Analysis The target for planned beneficiaries exceeded what was planned, as captured in the dashboard. Follow up actions SHF to continue promoting accountability to affected popu-lations in all funded projects

CBPF management is cost-efficient and context-appropri-ate. Target OCHA SHF direct operations costs account for less than 5 per cent of overall utilization of funds. Results OCHA SHF operational costs amounted to $1.3M, the equiv-alent of 2.96 per cent of allocations. An additional $2.98 mil-lion is paid to the UNDP/FMU for the financial management of the Fund.

CONTRIBUTIONS AGAINST TOTAL HFU EXPENDITURE Analysis Total costs — including SHF operational costs and the man-aging agent (UNDP/FMU) — made up 9 per cent of the total allocations disbursed to partners. Follow up actions SHF to continue promoting efficiency in managing donor re-sources. CBPF management is compliant with management and operational standards required by the CBPF Global Guidelines. The consolidation of managing arrangements of CBPFs under OCHA will provide opportunities optimize the HFU direct costs.

CBPF management is compliant with management and op-erational standards required by the CBPF Global Guide-lines. Target SHF Operational Manual updated based on the latest ver-sion of global CBPF guidelines by the end of the first quar-ter. The Annual report and allocation strategies comply with global guidance documents. Results In 2018, the SHF operational manual was updated, bringing it in line with the global CBPF guidelines. The 2017 Annual Report was published on time and met the global timeline for the launch in 2018. All SHF allocation strategies in 2018 were in line with global guidance documents. Analysis SHF management adhered to the global guidelines which were reflected in the country-level guiding documents. Follow up actions SHF to continue adhering to the global guidelines

14 Efficient coverage

15 Efficient management

16 Efficient management

FUND PERFORMANCE 27

PRINCIPLE 5

ACCOUNTABILITY AND RISK MANAGEMENT CBPFs manage risk and effectively monitor partner capacity and performance. CBPFs utilize a full range of accountability tools and measures.

CBPF funded projects have a clear strategy to promote the participation of affected people. Target All proposals are required to indicate a plan for accountabil-ity to affected populations (AAP). As standard practice, all monitoring activities include a consultation with beneficiar-ies component. Results All the 2017-2018 approved project proposals sufficiently addressed the AAP component. Implementation of AAP mechanisms is further verified during field monitoring visits, bilateral review meetings and in narrative reports. The im-plementation of AAP includes a visibility board (mandatory for all SHF projects); a suggestion box; availability of a com-plaint mechanism; and the establishment of community committees who are engaged in the different stages of the project life-cycle. The SHF monitoring and reporting (M&R) team visited 67 out of 83 projects (82 per cent), which were targeted for monitoring. The SHF M&R team consulted with beneficiaries and local communities to verify partner's AAP commitments. Analysis In most cases, beneficiaries were satisfied with their en-gagement at different levels of the SHF project design and implementation. However, the diversified community struc-ture does not allow for a comprehensive inclusion of all community members. Implementing partners are fully aware and committed to AAP, although some staff at the field level do not have good knowledge of AAP. Follow up actions - SHF to focus more on AAP at the project implementation stage. - Strengthening AAP methods, including the communication channels of beneficiaries’ complaints.

CBPF funding is appropriately monitored, reported and au-dited. Target 90 per cent compliance with operational modalities on 5 categories of the GMS assurance report (audit, interim fi-nancial reports, final financial reports, progress narrative re-ports, final narrative reports, monitoring, and financial spot check). Results In 2018, the SHF had a 92 per cent compliance rate with its operational modalities. - 100 per cent of financial reports were submitted and

reviewed in a timely manner. - 98 per cent of narrative reports were submitted and re-

viewed in a timely manner. - 82 per cent of project site monitoring visits were car-

ried out. - 18 per cent of financial spot checks were conducted.

PROGRESS ON RISK MANAGEMENT ACTIVITIES Analysis One issue identified was delays in entering spot check and audit data in GMS after these missions had taken place. Follow up actions SHF will continue training partners on narrative and financial reporting.

17 Accountability to affected people 18 Accountability and risk management for projects


PRINCIPLE 5

ACCOUNTABILITY AND RISK MANAGEMENT

CBPF funding is allocated to partners with demonstrated capacity. Target Capacity Assessments (CA) are completed for new part-ners, and Performance Index (PI) data are updated for all partners receiving funding. Results In 2018, 6 capacity assessments were carried out, of which 3 passed and 3 failed. Three organizations received feed-back requesting them to provide more information on their systems and manuals within six months. The SHF unit will review them in 2019. IMPLEMENTATION PARTNER BY RISK LEVEL Analysis Out of six new nominations for capacity assessments, one was disqualified, two qualified and three are pending the strengthening of their compliance with the OCHA CA re-quirements. Follow up actions SHF to revisit the three partners who received negative feed-back in 2018 and review their compliance.

Appropriate oversight and assurances of funding channeled through CBPFs. Target SHF is in full compliance with global CBPFs and SHF stand-ard operating procedures (SOPs) on fraud management. Results SHF has complied with the global CBPF SOPs on manage-ment of potential fraud. Updates on cases of concern are provided to the Advisory Board when needed. Analysis SHF is in full compliance with global CBPFs and SHF SOPs on fraud management. Follow up actions Keep sharing with the Advisory Board new fraud cases in a timely manner. The HFU will aim to build capacities of HFU and partners’ staff in relation to complaints mechanisms & accountability to affected population.

19 Accountability and risk management of partners projects

20 Accountability and risk management of funding

FUND PERFORMANCE 29


ACHIEVEMENTS BY CLUSTER This section of the Annual Report provides a brief overview of the SHF allocations per cluster, targets and reported results, as well as lessons learned from 2018.

The cluster level reports highlight indicator achievements against planned targets based on narrative reports submitted by partners within the reporting period, 1 January to 31 December 2018. The achievements indicated include reported achievements against tar-gets from projects funded in 2017, whose reports were submitted in 2018. The bulk of the projects funded in 2018 are still under implementation and the respective achievements against targets will be reported in the subsequent SHF reports. The figures reported in the respective clusters’ sections can be cumulative and there is a degree of double-counting across clusters. A methodological approach to address this issue will be piloted in 2019.


ACHIEVEMENTS BY CLUSTER

EARLY RECOVERY

CLUSTER OBJECTIVE Addressing the immediate needs of both IDPs and returnees, and host communities and respond-ing to underlying vulnerabilities by contributing to the five UNDAF outcomes.

LEAD ORGANIZATIONS UNDP, CRS

ALLOCATIONS

$1,251,999

PROJECTS

4

PARTNERS

4

TARGETED PEOPLE

67,342

WOMEN

24,361 GIRLS

12,027

MEN

19,223 BOYS

11,731

With SHF funds, a Durable Solutions project was piloted in Um Dukhun locality (Central Darfur State) targeting IDPs and returnees. The project aimed to provide humanitarian and early recovery assistance through health, nutrition, WASH, education, FSL and protection services. About 45,000 people in areas of return and reintegration were to gain improved and sustainable access to basic and livelihoods through integrated, multi-sector and community-led interventions. The project also aimed to pave the way for development actors to takeover for longer-term develop-ment interventions.

Although the SHF has secured funding for the four projects for Phase II that will continue until mid-2019, development partners have not started to participate in the process as envisioned. There is a risk of losing the project investment if there are further delays in mobilizing resources. There is an urgent need for humanitarians to coordinate with devel-opment partners to ensure the efficient utilization of the al-located funds.

ALLOCATIONS PROJECTS PARTNERS PEOPLE TARGETED

2017 $1.2M 5 5 70,414

PEOPLE REACHED

62,339

Allocations in 2018

Results reported in 2018

FUND PERFORMANCE 31

OUTPUT INDICATORS TARGETED ACHIEVED %

Number of population (gender & age disaggregated) in areas of return and reintegration with improved and sustainable access to basic ser-vices and livelihoods through an integrated, multisector and community-led approach.

Women 11,280 9,199 82

Girls 16,125 13,228 82

Men 10,077 9,053 90

Boys 16,153 13,327 83

Number people with increased awareness levels on risks and disaster risk reduction.

Women 48 48 100

Girls 48 48 100

Men 47 47 100

Boys 47 47 100

Number of people from vulnerable communities trained to maintain crit-ical infrastructure.

Women 55 55 100

Girls 50 50 100

Men 50 50 100

Boys 50 50 100



EDUCATION

CLUSTER OBJECTIVES Objective 1: Increase access to inclusive and protective lifesaving education (formal and non-formal) for the most vulnerable children (pre-school and primary school age children and adoles-cents) affected by new emergencies and ensure continuity of relevant quality education during sudden onset and aftermath of emergencies. Objective 2: Improve access to quality, inclusive and protective learning environment (formal and non-formal) for children (pre-school, primary school and adolescents) in protracted displacement situation. Objective 3: Strengthen capacity of education actors (Parents Teachers Associations, headmas-ters, education officials and partners) to cope with and mitigate the impact of emergencies and support early recovery. LEAD ORGANIZATIONS UNICEF, Save the Children

ALLOCATIONS

$1,322,596

PROJECTS

5

PARTNERS

5

TARGETED PEOPLE

18,245

WOMEN

647 GIRLS

7,716

MEN

725 BOYS

9,157

The SHF continued funding education services for vulnera-ble populations. Accomplishments reported in 2018 include: - More than 6,000 children received quality teaching; ed-

ucation in emergency supplies; and recreational mate-rials.

- About 13,000 school children in various parts of Sudan benefitted from an improved educational environment. This was done through an integrated education-WASH response, including by providing water, sanitation and hygiene (WASH) facilities inside learning spaces; creat-ing gender sensitive latrines; and providing water stor-age tanks and hand washing facilities.

Challenges were faced during the implementation of inter-ventions. Primarily, the SHF standard allocations and the school year were not in sync. Usually, the start of SHF pro-jects are towards the end of the year or at a time when the school year is not in progress. Yet, one important compo-nent is the capacity-building of parent-teacher associations (PTAs) to ensure sustainability of interventions. Therefore, there is a need to align the allocation process with the school year wherever possible.


2017 $1.0M 4 4 43,459

PEOPLE REACHED

50,639

Allocations in 2018


ACHIEVEMENTS BY CLUSTER 33


Number of children (by age and gender) with access to gender sensitive WASH facilities (in line with Inter-Agency Network for Education in Emergency (INEE) and Sphere minimum stand-ards) in schools/learning spaces.

Women 0 0 0

Girls 7,253 6,563 90

Men 0 0 0

Boys 8,336 6,691 80

Number of children who have received quality teaching, educa-tion in emergency supplies and recreational materials.

Women 0 0 0

Girls 2,414 2,912 121

Men 0 0 0

Boys 2,413 3,217 133

Number of education actors (PTA, headmasters, and government offi-cials by gender that have been trained on education and school man-agement in emergencies.

Women 174 128 74

Girls 0 0 0

Men 213 452 212

Boys 0 0 0

Number of targeted children (by age and gender) supported to access protective learning spaces.

Women 0 0 0

Girls 3,526 3,615 103

Men 0 0 0

Boys 3,454 3,736 108


1 Results are based on 2018 data and may be underreported as implementation of projects and project-level reporting often continues into the subsequent year. For explanation of data see page 6.

New classroom for displaced children in Central Darfur

A real surprise greeted children attend-ing the Um Algean school in a small mountain village of Nertiti in Darfur at the beginning of the school year. After years in temporary spaces, the old straw and clay had been replaced by eight sparkling new classrooms, complete with chalk boards, chairs and desks, boy and girl latrines, and a source for drink-ing water. The new school facilities were quite a transformation for the 850 students, most of whom are internally displaced: “It rains a lot in this part of Darfur. In the rainy season, the children and teachers would be huddling together under the grass thatch roof to try and avoid getting wet, and when it was hot, the classrooms didn’t provide much respite from the heat,” said Abdalla Omer Hassan, one of the school’s teachers. Funded by the Sudan Humanitarian Fund (SHF), the school was built by Catholic Relief Services (CRS), an international NGO working in Sudan’s Darfur region, as part of the broader humanitarian re-sponse in the area. Pooled funds such as SHF help ensure that predictable and timely humanitarian assistance can pro-vide NGOs such as CRS with resources to address the most pressing humanitar-ian needs.

Previous school premise before the construction of classrooms. Credit CRS.

Children attending Um Algean School. Credit CRS.

https://www.unocha.org/legacy/sudan/shf

https://www.unocha.org/legacy/sudan/shf

https://www.crs.org/our-work-overseas/where-we-work/sudan

https://www.crs.org/our-work-overseas/where-we-work/sudan



FOOD SECURITY AND LIVELIHOODS

CLUSTER OBJECTIVES Objective 1: Address immediate humanitarian needs by providing food assistance and livelihoods support, and build the capacity of targeted people to cope with future shocks and stresses through disaster mitigation measures Objective 2: Strengthen the livelihoods of long-term IDPs Objective 3: Strengthen the nutrition-sensitive food and livelihoods security of affected communi-ties LEAD ORGANIZATIONS FAO, MC, PA, TGH, CIS, WFP, WVI

ALLOCATIONS

$9,081,393

PROJECTS

14

PARTNERS

11

TARGETED PEOPLE

554,078

WOMEN

166,408 GIRLS

126,011

MEN

146,708 BOYS

114,951

For food security and livelihoods, the SHF funded 14 pro-jects at a total cost of $9 million in 2018. Accomplishments reported in 2018 include: - Some 50,000 people benefitted from food security

and livelihoods activities that improved their self-reli-ance.

- 47 community animal health workers were trained and provided with the required equipment.

- 310,165 heads of livestock were vaccinated or treated for disease.

Challenges include: - Cash and fuel shortages affected operations/ - Allocation of sufficient funds needed to build the resil-

ience of vulnerable communities.


Number of HHs provided with agricultural inputs (eg. seeds, tools) and services (eg. trainings, community awareness etc). 37,208 38,024 102%

Number of HHs provided with emergency livelihood start-up kits (eg.agro-food processing, restock-ing, fisheries etc.) and services (eg. trainings, community awareness etc.) 560 540 96%

Number of livestock owners provided with veterinary inputs (eg. vaccination, treatment etc.), and livestock input and services (eg. animal feed, watering, trainings, community awareness etc.). 12,617 15,569 123%

Quantity of seeds (MT) provided. 478 278 58%


2017 $ 1.4M 3 3 234,865

PEOPLE REACHED 241,041


Allocations in 2018


1 Results are based on 2018 data and may be underreported as implementation of projects and project-level reporting often continues into the subsequent year. For explanation of data see page 6.

When Khadija Abdulshafi, 55, lost her daughter in 2017, she took charge of raising her five grandchildren in Ner-titi IDP camp, Central Darfur State. The youngest was just one month old. Because of the traumatic separa-tion from her mom, the baby girl had trouble feeding, and kept losing weight until she became malnourished. Khadija was afraid her granddaughter would die. But Practical Action (PA), an international NGO that as-sists vulnerable families, had been implementing a live-lihood project in Nertiti IDP camp, where Khadija lives, through which it gave communities access to seeds and livestock-based interventions, helping people diversify their food basket while improving their income. Complementing PA’s work was a Food and Agriculture Organization (FAO) project, funded by the Central Emergency Response Fund (CERF) targeting the same communities. FAO provided animal supplementary feeding for small ruminants, including goats, to ensure milk and dairy products supply for malnourished chil-dren. This saved the baby’s life. Khadija used to give her granddaughter powdered milk, which is not suitable for a one-month-old baby, but her family was now included

in PA and FAO’s projects. While goat milk cannot com-pletely replace breast milk, it is the most suitable milk for a baby’s digestive system. Khadija could now feed her granddaughter sufficiently well and baby’s health started improving immediately. Now, not only the baby, but all Khadija’s grandchildren could finally have access to milk regularly. The agile and flexible orientation of the SHF and CERF’s ability to kick-start time-critical interventions have ena-bled the implementation of longer-term solutions for many vulnerable families. In Sudan and in countries where OCHA manages a pooled fund, OCHA works with partners on the ground to ensure the most strategic and effective use of Country-Based Pooled Funds alloca-tions together with other humanitarian funding sources, such as the Central Emergency Response Fund (CERF) and bilateral funding. This ensures that limited financial resources are used optimally and to their full extent based on a common analysis of the most pressing hu-manitarian needs. This is particularly effective when addressing one need, such as malnutrition as an entry point to addressing un-derlying causes – from poor hygiene and sanitation, to food insecurity, and poor access to health services.

Humanitarian Funds help people fend for themselves

Khadija with other women living in Nertiti displacement camp. Credit: FAO

https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=2ahUKEwjo9ae76sXeAhXHslkKHbu6CnkQFjAAegQICBAB&url=https%3A%2F%2Fpracticalaction.org%2F&usg=AOvVaw1VovQCXXjMDkwRGbDQtgS8

http://www.fao.org/home/en/

http://www.fao.org/home/en/

http://cerf.un.org/

http://cerf.un.org/



HEALTH

CLUSTER OBJECTIVES Objective 1: Provide continued access to PHC services for vulnerable population affected by con-flict and natural disasters Objective 2: Ensure provision of maternal and child health services for the reduction of maternal and child morbidity and mortality among vulnerable population Objective 3: Strengthen the capacities to prepare, detect and promptly respond to public health risks or events at federal, state and locality levels LEAD ORGANIZATIONS WHO

ALLOCATIONS

$7,992,860

PROJECTS

23

PARTNERS

17

TARGETED PEOPLE

2,413,563

WOMEN

808,691 GIRLS

484,600

MEN

679,590 BOYS

440,682

For health, the SHF funded 23 projects at a cost of about $8 million in 2018. Accomplishments reported in 2018 include: - More than 1 million people benefitted from essential

primary health services in the supported public health care facilities.

- More than 15,000 children were vaccinated against measles to safeguard against the frequent outbreaks of the disease.

- More than 10,000 children received routine vaccina-tions including Penta 3.

- About 10,000 deliveries were assisted by skilled birth attendants.

- Vulnerable people in previously inaccessible areas of Jebel Marra (Darfur) received basic health services.

Challenges include: - Health partners need to improve their collaborations to

strengthen health systems and response to health emergencies such as acute watery diarrhoea (AWD), measles, and viral diseases.

- The capacity of health care staff in public health facili-ties is poor. This needs to be addressed.


2017 $4.6M 15 14 1,247,211

PEOPLE REACHED

1,079,842

Allocations in 2018



OUTPUT INDICATORS TARGETED ACHIEVED % Number of deliveries assisted by skilled birth attendants. Women 14,102 9,464 67

Girls 0 0 0

Men 0 0 0

Boys 0 0 0

Number of health workers trained in collaboration with MoH or other external partners.

Women 706 772 109

Girls 0 0 0

Men 535 572 107

Boys 0 0 0

Number of outpatient consultations, sex and age disaggregated. Women 430,047 373,287 87

Girls 216,131 22,244 103

Men 375,895 250589 67

Boys 199,029 214,071 108



NUTRITION

CLUSTER OBJECTIVES Objective 1: Provide life-saving nutrition interventions to those affected by new emergencies, or living in newly accessible areas Objective 2: Integrate and implement self-reliance on nutritional interventions Objective 3: Stabilize and reduce malnutrition, mortality and morbidity levels LEAD ORGANIZATIONS UNICEF, Save the Children

ALLOCATIONS

$5,542,302

PROJECTS

18

PARTNERS

15

TARGETED PEOPLE

501,313

WOMEN

172,809 GIRLS

98,687

MEN

136,895 BOYS

92,922

For nutrition, the SHF funded 18 projects at a cost of $5.5 million in 2018. Accomplishments reported in 2018 include: - More than 42,600 girls and boys received nutrition ser-

vices for severe acute malnutrition (SAM) and moder-ate acute malnutrition (MAM). This was 79 per cent of the target of 54,000.

- Infant and Young Child Feeding (IYCF) services ex-ceeded the set target of 73,869 to reaching 122 per cent. This is because IYCF do not require supplies as inputs. However, the sector and partners have to re-view the approaches adopted resulting in this high achievement.

Challenges include: - Delays in signing contracts to facilitate operations is

the main reason for the below average achievement in SAM and MAM treatment. This delay resulted in fre-quent disruptions in the supply of ready-to-use thera-peutic food (RUTF), ready-to-use supplementary food (RUSF) and medicines for outpatient and stabilization centers (SC).

- The continuation of care and referral systems between supplementary feeding programmes (SFP), outpatient therapeutic programmes (OTP) and SCs remain a long-standing challenge for the nutrition sector.


2017 $2.9M 14 13 225,465

PEOPLE REACHED

406,942

Allocations in 2018




Number of children under 5 years of age treated from MAM.

Women 0 0 0

Girls 12,982 8,629 66

Men 0 0 0

Boys 11,586 7,565 65

Number of children under 5 years of age treated from SAM.

Women 0 0 0

Girls 15,045 13,834 92

Men 0 0 0

Boys 14,492 12,615 87

Number of mothers and caretakers of children under 5 years attended awareness sessions on infant and young child feeding (IYCF).

Women 36,531 63,902 175

Girls 0 0 0

Men 18,603 16,407 88

Boys 0 0 0

Number of mothers of children under 5 years receiving in-fant and young child feeding counselling at facility level.

Women 18,735 19,245 103

Girls 0 0 0

Men 0 0 0

Boys 0 0 0

Number of Pregnant and Lactating Women (PLW) treated from MAM.

Women 2,427 2,069 85

Girls 0 0 0

Men 0 0 0

Boys 0 0 0



PROTECTION

CLUSTER OBJECTIVES Objective 1: Vulnerable people, newly displaced or affected by disaster are provided timely pro-tection to ensure their safety and dignity Objective 2: Strengthen the capacity of communities to protect their members and reinforce so-cial services to those in protracted displacement Objective 3: Ensure that the needs of children and mothers exposed to malnutrition are addressed LEAD ORGANIZATIONS UNICEF, UNFPA, Jasmar, DRC, GAH, SCI, Nada Elazhar

ALLOCATIONS

$1,288,959

PROJECTS

8

PARTNERS

6

TARGETED PEOPLE

82,490

WOMEN

24,102 GIRLS

22,792

MEN

14,609 BOYS

20,987

For the protection sector, the SHF funded eight projects at a cost of $1.3 million in 2018. Under the first and second 2017 allocations 11 partners re-ceived funding for protections activities. Accomplishments include: - 103,889 people received either individual or commu-

nity-based psychosocial support through 204 newly established community-based protection networks (CBPNs). The majority of the beneficiaries were tar-geted through community awareness sessions.

- 194,550 square meters of land have been cleared of

explosive hazards in six identified danger areas in South Kordofan State.

Challenges include: - Some partners reported delays or disruptions in the

implementation of their projects due the cash and fuel shortages as well as the high inflation rate.


2017 $1.3M 7 7 87,826

PEOPLE REACHED

103,889

Allocations in 2018




Number of community- based protection committees created and supported 242 204 84%

Number of girls, boys, women and men receiving individual or community-based psychosocial support and services.

55,901 52,539 94%

Number of people reached through protection awareness-raising interventions (by age and gender).

18,471 20,425 111%

Number of square metres of landmine/ERW contaminated land cleared through mine action response.

189,000 194,550 103%


Number of community-based protection committees created and supported (including thematic commit-tees on child protection and SGBV, child friendly cen-tres and women centres).

242 204 84%

Number of girls, boys, women and men receiving individual or com-munity-based psychosocial support and services.

Women 9,800 7,681 78%

Girls 20,985 21,370 102%

Men 5,600 3,064 55%

Boys 19,516 20,424 105%

Number of people reached through protection awareness-raising in-terventions (by age and gender).

Women 5,390 4,947 92%

Girls 3,760 4,814 128%

Men 4,250 5,017 118%

Boys 5,071 5,647 111%

Number of square metres of landmine/ERW contam-inated land cleared through mine action response.

189,000 194,550 103%


Thanks to the Sudan Humanitarian Fund (SHF), fifty-five-year old Asha Osman, re-ceived a protection package comprising a mat, mattress, mosquito net, soap and sanitary wear from protection partners in Golo town in September 2018. She was among 200 other women who were dis-placed with their families from several villages surrounding Golo town in June/July 2018 following spates of vio-lence between warring groups in the area.

Newly displaced women receive protection package in Golo, Central Darfur

Asha Osman receiving a protection NFI parcel in Golo. Credit Danish Refugee Council.

Asha has been depending on her neighbours for support in accomplishing difficult physi-cal work as she has been suffering from a kidney complication which causes her fa-tigue. She lost her husband to similar clashes in 2014 and her grown children are away fending for themselves in other parts of Darfur and Khartoum. This assistance sup-ported by the SHF through the international NGO Danish Refugee Council and many oth-ers that the humanitarian community deliv-ered between July and December 2018 was Asha’s lifeline. She is already getting medi-cal assistance to ease her Kidney condition from the Golo Hospital.



REFUGEE COORDINATION FORUM

CLUSTER OBJECTIVES Objective 1: Address lifesaving assistance and protection needs of South Sudanese refugees. Objective 2: Address basic needs of all other refugees and asylum seekers, including Eritreans, Ethiopians, Syrians, Yemenis, Chadians, Somalis and refugees from the Central African Republic and others. LEAD ORGANIZATIONS UNHCR, ARC, AMVO, CIS, IRW, SC, UNFPA

ALLOCATIONS

$ 6,031,408

PROJECTS

13

PARTNERS

12

TARGETED PEOPLE

292,493

WOMEN

77,220 GIRLS

77,253

MEN

69,867 BOYS

68,153

For refugee assistance, the SHF funded 13 projects at a cost of $6 million in 2018. Accomplishments reported in 2018 include: - The construction of household latrines, benefitting 3,047

families (about 12,000 people) from the refugee and host communities.

- 15 new classrooms built and 13 rehabilitated in El Nuhud locality (West Kordofan state) benefitting 3,821 children from the South Sudanese refugee and host communities

improved access to quality education. - Over 17,500 South Sudanese refugees and members of

the host community in Abu Karinka locality in East Darfur have improved access to water supplies and services.

Challenges include: Cash and diesel fuel shortages hindered the procurement and transportation of education supplies.


2017 $2.7M 10 9 154,629

PEOPLE REACHED

204,562

Allocations in 2018




Number of asylum seekers and refugees, and refugee returnees (disaggregated by gender) who are able to participate in self-reliance activities

110 110 100%

Number of asylum seekers, and newly arrived refugees assisted with non-food items and/or emergency shelter

19,600 19,600 100%

Number of people have access to health services 3,640 3,085 85%

Number of people have access to adequate drinking water 4,273 4,804 112%


Number of asylum seekers and refugees, and refugee returnees (disaggregated by gender) who are able to participate in self-reliance activities

Women 80 80 100% Girls - - - Men 30 30 100% Boys - - -

Number of asylum seekers, and newly arrived refugees assisted with non-food items and/or emergency shelter

Women 17,500 11,375 65% Girls - - - Men 2,100 8,225 392% Boys - - -

Number of people have access to health services Women 1,893 2,423 128% Girls 1,577 502 32% Men 80 75 94% Boys 90 85 94%

Number of people have access to adequate drinking water Women 1,017 1,345 132% Girls 1,321 1,470 111% Men 657 576 88% Boys 1,278 1,413 111%



SHELTER & NON-FOOD ITEMS

CLUSTER OBJECTIVES Objective 1: Respond to the needs of newly displaced people in line with the emergency response framework for Sudan. Objective 2: Provision of renewal NFIs and emergency shelter materials or transitional shelters depend-ing on land tenure. Objective 3: Promotion of self-reliance and early recovery by engaging and training IDPs/returnees in income generating livelihood activities

LEAD ORGANIZATIONS UNHCR, GAH, SORC, CRS, NCA, SAG

ALLOCATIONS

$547, 279

PROJECTS

3

PARTNERS

3

TARGETED PEOPLE

31,001

WOMEN

11,682 GIRLS

5,235

MEN

9,938 BOYS

4,146

For shelter and non-food items the SHF funded three projects at a cost of $0.5 million in 2018. Achievements reported in 2018 include: - 27,885 households either affected by conflict/natural dis-

aster or newly displaced, received emergency shelter and non-food items for protection against the elements and to mitigate health threats.

- 2,050 most vulnerable IDP households living in protracted

displacement had their NFI sets renewed for protection from the elements.

Challenges include: The increase in price of commodities/supplies coupled with the shortage of cash and limits on cash withdrawal from banks, have all affected the sector’s ability to deliver supplies and implement activities in a timely manner.


2017 $1.4M 7 7 54,205

PEOPLE REACHED

57,924

Allocations in 2018




Number of households newly displaced due to con-flict or natural disaster receive emergency shelter and non-food items for protection from the elements to mitigate health threats (household heads dis-aggregated by gender).

Women 11,851 15,347 129%

Girls - - -

Men 10,229 12,538 123%

Boys - - -

Number of most vulnerable pre-existing IDP house-holds (PSNs) receive renewal NFIs for protection from the elements to mitigate health threats (house-hold heads disaggregated by gender).

Women 7,197 1,531 21%

Girls - - -

Men 5,457 519 10%

Boys - - -


Number of households newly displaced due to con-flict or natural disaster receive emergency shelter and non-food items for protection from the elements to mitigate health threats (household heads dis-aggregated by gender).

22,080 27,885 126%

Number of most vulnerable pre-existing IDP house-holds (PSNs) receive renewal NFIs for protection from the elements to mitigate health threats (house-hold heads disaggregated by gender).

12,654 2,050 16%



WATER, SANITATION & HYGIENE

CLUSTER OBJECTIVES Objective 1: Respond to the needs of approximately 115,000 emergency-affected people, whose access to WASH is below the standard 7.5 liters of water per day per person, 50 persons per latrine, and in-crease their hygiene awareness. Objective 2: Address WASH needs of 90 per cent of the protracted IDPs and continue to improve the level of WASH services to 1.89 million targeted people, who live both in and outside IDP camps. Objective 3: Target 100,000 food insecure people in non-conflict affected areas, which are ranked by the nutrition sector as the most affected by malnutrition in the country and improve resilience through durable solutions and adapted technologies

LEAD ORGANIZATIONS UNICEF, ADRA, ARC, CIS, COOPI, CW, IAS, IRW, MC, NCA, Oxfam, TGH, WR, WVI

ALLOCATIONS

$ 7,931,048

PROJECTS

22

PARTNERS

16

TARGETED PEOPLE

995,578

WOMEN

306,964 GIRLS

213,814

MEN

269,065 BOYS

205,735

For water, sanitation and hygiene (WASH), the SHF has funded 22 projects at a cost of $7.9 million in 2018. Accomplishments reported in 2018 include: - 695,694 people were reached with WASH interventions. - 402 WASH committees were trained to support WASH

service delivery. - 442,047 people were reached with hygiene messages

and sensitization activities.

Challenges include: Sanitation indicators are extremely low and have been at-tributed to lack of investment in sanitation infrastructure mainly due to limited funding. This limited funding has forced the sector to prioritise the provision of potable water as a life-saving measure, over sanitation interventions.


2017 $5.1M 18 15 708,775

PEOPLE REACHED

695,694


Allocations in 2018



Number of people (part of WASH committees) trained to sup-port WASH service delivery.

395 402 98%

Number of people reached with hygiene messages and sensi-tization activities without double counting and excluding mass media campaigns

434,141 442,047 102%

Number of people served by solid waste management (with-out double counting)

301,000 230,856 77%

Number of people who have access to adequate sanitation (20-50 persons per latrine- 20 for old caseload and 50 for new displacement).

260,877 178,607 68%

Number of people who have access to sufficient improved drinking water (between 7.5-10 liters per capita- 7.5 for new displacement and 10 for old caseload).

536,823 487,748 91%


Number of people (part of WASH committees) trained to support WASH service delivery.

Women 173 187 108%

Girls - - -

Men 222 215 97%

Boys - - -

Number of people reached with hygiene messages and sensitization activities without double counting and ex-cluding mass media campaigns.

Women 151,148 146,154 97%

Girls 78,367 84,737 108%

Men 132,150 131,835 100%

Boys 72,476 79,321 109%

Number of people served by solid waste management (without double counting)

Total 301,000 230,856 77%

Number of people who have access to adequate sani-tation (20-50 persons per latrine- 20 for old caseload and 50 for new displacement).

Women 78,243 59,124 76%

Girls 59,216 36,995 62%

Men 67,933 48,996 72%

Boys 55,485 33,492 60%

Number of people who have access to sufficient im-proved drinking water (between 7.5-10 liters per capita- 7.5 for new displacement and 10 for old caseload).

Women 171,543 167,337 98%

Girls 112,053 92,383 82%

Men 149,199 141,278 95%

Boys 104,028 86,750 83%


Sudan’s fight against Acute Watery Diarrhoea: Hammad’s Story

Hammad Yousif Ibrahim outside the CTC in Kosti where he received treat-ment for AWD. Credit WHO.

Hammad first noticed that he was not suffering from ordinary diarrhoea because of the greyish and texture of the watery diarrhoea that he was passing. “It was much more than any normal diarrhoea, so I knew something was not right,” he says. At the local hospi-tal in Kosti, the capital of White Nile State, the health care professional referred him to a nearby Cholera Treatment Center (CTC), that the State Ministry of Health had established. A CTC is an emergency health facility focused on treating moderate and severe cases of Acute Watery Diarrhoea (AWD). Sudan’s Health Ministry has set up dozens of these CTCs across the country since the start of the outbreak in August of 2016, with support from WHO. When Hammad arrived at the CTC, he feared that he would die because he was so dehydrated. People suf-fering from AWD lose fluids very quickly, through wa-tery diarrhoea and vomiting. In severe cases, a patient can die from dehydration within hours if he or she does not receive treatment. Thankfully for Hammad, the staff at the CTC was ready, trained and equipped. With technical support from Sudan's Health Ministry, and from the World Health Organization (WHO) through the Sudan Humanitarian Fund (SHF), the clinic had received medical supplies, training and infor-mation on how to treat AWD, as well as essential funds to support health staff including doctors and nurses.

One of those nurses is Somaia Abdallah (28), who started working in the CTC in Kosti when AWD spread to White Nile State. At the height of the outbreak, Somaia says, 120 patients were coming into the CTC every day. Hammad was one of them. The attending CTC doctor, together with nurse Somaia, noticed his loose skin, a symptom of life-threatening dehydration. Hammad immediately received several cannulas, thin tubes for administering medicine or fluids, in his arms and legs. Nurse Somaia then gave him fluids and antibiotics to stem the disease. After four days, Hammad started feeling better. The day after Ham-mad was discharged from the CTC, other members of the CTC team, with support from WHO, visited him at home to see how he was doing. The team also provided infor-mation on how to prevent future infections, and Ham-mad's home was disinfected thoroughly. WHO supports the Sudanese Government’s response plan with these life-saving activities since August 2016 across Sudan. In the CTCs, patients’ lives are saved. In the communities, WHO and Health Ministry staff are working around the clock to teach proper handwashing, avoiding open defe-cation, boiling water and more. Teams are going around spraying fly breeding sites, to reduce the number of bugs that can spread the AWD pathogens. Due to this tireless work, AWD case numbers have fallen from a peak of nearly 2,000 per week last June, to around 40 right now. However, to ensure that the outbreak is fully stopped, WHO activities will continue until all of Sudan is reporting zero new cases for a consecutive four-week period. Hammad in the meantime has a new lease on life. He says that when the CTC staff allowed him to go home, his rel-atives cried because they had not expected him to sur-vive. “The angel of death was pulling on my soul”, Ham-mad says, as he beams a smile at the nurse that saved his life, “but thankfully, Somaia pulled harder.”

ANNEXES 51


ANNEXES


ANNEX A

ALLOCATIONS BY RECIPIENT ORGANIZATION

0.15

0.50

1.00

1.01

1.34

1.60

UNDP

FAO

WFP

IOM

WHO

UNICEF

UN Agencies US$5.6M 10%

0.67

0.70

0.77

0.78

0.87

0.89

1.01

1.10

1.18

1.18

1.19

1.22

1.71

1.79

1.81

1.90

2.15

2.23

2.59

2.68

4.13

SC

ADRA

CRS

IRW

DRC

CIS

WR

GOAL

UMCOR

MC

Plan

TGH

VSF

CW

Oxfam

ARC

KPHF

WVI

IMC

COOPI

PA

International NGO US$32.6M 77%

0.10 0.15

0.18 0.19 0.20

0.24 0.25

0.32 0.33

0.51 0.52

0.60 0.73

NadaSORC

NIDAAAPDHWO

PBACDO

AORDKSCS

JASMARFPDO

AMVOPANCARE

GAH

National NGO US$4.3 13%

ANNEXES 53

ANNEX B

SHF Funded Projects

# PROJECT CODE CLUSTER ORGANIZATION BUDGET SUB-IMPLEMENTING PARTNER

1 SUD-18/HSD20/SA1/WASH-H/INGO/7718

WASH, Health Save the Children $496,703.57 Talawiet Organization for Develop-ment (TOD)

2 SUD-18/HSD20/SA1/RCF/ NGO/7723

Multi-sector Friends of Peace and Development Organiza-tion

$306,838.59

3 SUD-18/HSD20/SA1/RCF/ INGO/7726

Multi-sector Adventist Development and Relief Agency

$699,964.37 RAFA

4 SUD-18/HSD20/SA1/ H-WASH/INGO/7734

Health, WASH Concern Worldwide $629,705.24 Global Aid Hand (GAH)


Multi-sector Plan International $494,000.07 Sub Saharan International Develop-ment Organization (SIDO)

6 SUD-18/HSD20/SA1/ H-WASH/INGO/8327

Health, WASH Plan International $419,765.94 CDF


Multi-sector World Vision Interna-tional

$499,999.48

8 SUD-18/HSD20/SA2/H/ INGO/7785

Health Kuwaiti Patients Help-ing Fund

$400,000.15


Multi-sector Concern Worldwide $559,999.92 SOS Sahel

10 SUD-18/HSD20/SA2/WASH/INGO/7796

WASH Cooperazione Interna-zionale - COOPI

$400,000.00 Dawn Brightness Organization

11 SUD-18/HSD20/SA2/H-N/ INGO/7798

Health, Nutrition World Relief $679,075.83 Almasar

12 SUD-18/HSD20/SA2/E/ NGO/7803

Education Friends of Peace and Development Organiza-tion

$203,727.95


Multi-sector United Methodist Com-mittee on Relief

$679,948.01 Al Twaki, Sudan Triangle for Devel-opment


WASH World Relief $334,914.39 United Peace Organization (UPO)

15 SUD-18/HSD20/SA2/FSL/ INGO/7820

Food Security Practical Action $499,893.53 Kassala Women Development Asso-ciations Network, Sudan Vision Or-ganization (SVO)


WASH American Refugee Committee

$297,955.78 Assist organization for voluntary hu-manitarian assistant program


Multi-sector American Refugee Committee

$680,034.47 Alswaid Alkhadra Organization


WASH Triangle Génération Humanitaire

$400,000.11


Health, Nutrition American Refugee Committee

$267,775.97 Jebel Mara Charitable Organization


Food Security Cooperazione Interna-zionale - COOPI

$250,000.11


Health, Nutrition International Medical Corps

$238,263.31

22 SUD-18/HSD20/SA2/E-P/ INGO/7838

Education, Protection Danish Refugee Coun-cil

$509,427.86


23 SUD-18/HSD20/SA2/H-E/ NGO/7846

Health, Protection Global Aid Hand $576,633.70


Health, Nutrition GOAL $443,528.84


WASH GOAL $256,470.86 Friends of Peace and Development Organization (FPDO)

26 SUD-18/HSD20/SA2/WASH-ESNFIs/UN/7858

WASH, Shelter/NFIs International Organiza-tion for Migration

$510,002.65 Global Aid Hand

27 SUD-18/HSD20/SA2/ H-N/INGO/7861

Health, Nutrition International Medical Corps

$311,737.31

28 SUD-18/HSD20/SA2/ H-N-WASH/UN/7862

Health, Nutrition, WASH

World Health Organiza-tion

$643,139.76 Jabal Mara Community Health Or-ganization, NIDO, MOH


Food Security Triangle Génération Humanitaire

$300,000.00

30 SUD-18/HSD20/SA2/P/ INGO/7907

Protection Save the Children $173,196.03 FPDO


WASH Oxfam America $250,000.00 Kebkabiya Small Holders Charitable Society (KSCS)

32 SUD-18/HSD20/SA2/E/ NGO/8012

Education Peace Bridge Associa-tion

$200,020.24

33 SUD-18/HSD20/SA2/FSL/ UN/8022

Food Security Food and Agriculture Organization of the United Nations

$500,000.00 Sudanese Organization for Research and Development (SORD)


Food Security Mercy Corps Europe (formerly Mercy Corps Scotland)

$250,000.06 ALBHEER


WASH Mercy Corps Europe (formerly Mercy Corps Scotland)

$350,000.02

36 SUD-18/HSD20/SA2/E/ INGO/8053

Education Plan International $277,112.92 Sudan Peace Humanitarian Organi-zation (SPHO)

37 SUD-18/HSD20/SA2/ N-H/NGO/8055

Nutrition, Health Cooperation for Devel-opment Organization

$237,807.50

38 SUD-18/HSD20/SA2/ FSL-P/INGO/8168

Food Security, Pro-tection

Danish Refugee Coun-cil

$364,715.71

39 SUD-18/HSD20/SA2/P/ NGO/8186

Protection Sudanese Develop-ment Call Organization

$179,995.40


Multi-sector Islamic Relief World-wide

$330,000.76 Global Aid Hand

41 SUD-18/HSD20/SA2/RRR/ NGO/8208

Early Recovery Sudanese Organization for Relief & Recovery

$150,000.09

42 SUD-18/HSD20/SA2/RCF/ NGO/8217

Multi-sector Alsalam Organization for Rehabilitation and Development

$249,883.43 AlAAN Charity Organization

43 SUD-18/HSD20/SA2/E/ INGO/8219

Education Catholic Relief Ser-vices

$336,078.28 Darfur Reconciliation and Develop-ment Organization (DRDO)

44 SUD-18/HSD20/SA2/N/UN/8225

Nutrition United Nations Chil-dren's Fund

$1,299,981.09

45 SUD-18/HSD20/SA2/RRR/ INGO/8368

Early Recovery Triangle Génération Humanitaire

$520,000.00

46 SUD-18/HSD20/SA2/ FSL-WASH/INGO/8381

Food Security, WASH Practical Action $1,749,884.65 SVO, SORD

47 SUD-18/HSD20/SA2/ N-H/INGO/8561

Nutrition, Health Kuwaiti Patients Help-ing Fund

$1,749,999.13 TOD

ANNEXES 55

48 SUD-18/HSD20/SA2/RRR/ INGO/8697

Early Recovery Catholic Relief Ser-vices

$431,998.48 Solidarity for Community Develop-ment Organization (SDO), Trust Re-habilitation and Development Organ-ization (TDO)

49 SUD-18/HSD20/SA2/RRR/ UN/8714

Early Recovery United Nations Devel-opment Programme

$150,000.54 Innovative Relief and Development Solutions (IRDS)


Food Security GOAL $400,000.00

51 SUD-18/HSD20/SA2/P/ NGO/8884

Protection Global Aid Hand $149,899.51

52 SUD-18/HSD20/RE/H-N-WASH-ESNFIs/INGO/9210

Health, Nutrition, WASH, Shelter/NFIs

American Refugee Committee

$658,004.77 UPO

53 SUD-18/HSD20/RE/ H-N/INGO/9217

Health, Nutrition CARE International Switzerland in Sudan

$290,014.94

54 SUD-18/HSD20/RE/ WASH-P/INGO/9218

WASH, Protection Mercy Corps Europe (formerly Mercy Corps Scotland)

$580,000.90

55 SUD-18/HSD20/RE/WASH/ INGO/9226

WASH Oxfam America $102,750.68 KSCS

56 SUD-18/HSD20/RE/ H-N/INGO/10459

Health, Nutrition Concern Worldwide $599,627.97

57 SUD-18/HSD20/RE/WASH-ESNFIs-P/INGO/10466

WASH, Shelter/NFIs, Protection

Islamic Relief World-wide

$446,942.94

58 SUD-18/HSD20/RE/RCF/ NGO/10828

Multi-sector Nada Elazhar for Dis-aster Prevention and Sustainable Develop-ment

$99,841.70

59 SUD-18/HSD20/RE/RCF/ INGO/10829

Multi-sector United Methodist Com-mittee on Relief

$499,988.21 FPDO

60 SUD-18/HSD20/RE/RCF/ INGO/10830

Multi-sector CARE International Switzerland in Sudan

$597,500.28

61 SUD-18/HSD20/RE/RCF/ NGO/10831

Multi-sector Almanar Voluntary Or-ganization

$333,409.86

62 SUD-18/HSD20/RE/L/UN/ 10939

Logistics World Food Pro-gramme

$1,000,000.00

63 SUD-18/HSD20/RE/H/UN/ 11359

Health World Health Organiza-tion

$700,000.42

64 SUD-18/HSD20/RE/H/UN/ 11360

Health United Nations Chil-dren's Fund

$300,231.30 State Ministry of Health

65 SUD-18/HSD20/SA3/CCS/ UN/10873

Coordination and Support Services

International Organiza-tion for Migration

$500,000.30

66 SUD-18/HSD20/SA3/FSL-H-N-WASH/INGO/10888

Food Security, Health, Nutrition, WASH

World Vision Interna-tional

$2,046,031.14 IMC, VSF Germany, PANCARE

67 SUD-18/HSD20/SA3/FSL-WASH-H-N/INGO/10892

Food Security, WASH, Health, Nutrition

Cooperazione Interna-zionale - COOPI

$2,225,000.26 Relief International (RI), APDHWO

68 SUD-18/HSD20/SA3/FSL-WASH-H-N/INGO/10896

Food Security, WASH, Health, Nutrition

Vétérinaires Sans Fron-tières (VSF) Germany

$1,996,911.30 International Aid Service, World Vi-sion, Panhealth Care

69 SUD-18/HSD20/SA3/FSL-WASH-N-H/INGO/10908

Food Security, WASH, Nutrition, Health

Practical Action $2,214,875.21 ADRA, Save The Children, JASMAR

70 SUD-18/HSD20/SA3/FSL-H-N-WASH/INGO/10933

Food Security, Health, Nutrition, WASH

International Medical Corps

$2,225,000.25 GOAL, Mercy Corps, AlManar Volun-tary organization

71 SUD-18/HSD20/SA3/FSL-WASH-N-H/INGO/10938

Food Security, WASH, Nutrition, Health

Oxfam America $1,783,632.79 KPHF, Plan International Sudan, KSCS


ANNEX C

SHF ADVISORY BOARD

Stakeholder Organization

Chairperson Humanitarian Coordinator

INGO Member INGO Steering Committee

INGO Member INGO Steering Committee

NNGO Friends of Peace Organization (FPDO)

UN World Food Programme (WFP)

UN United Nations High Commissioner for Refugees (UNHCR)

UN UN Population Fund (UNFPA)

Donor United Kingdom Department for International Development (DFID)

Donor The Government of Sweden

Donor The Government of Norway

Donor The Government of Switzerland

Observer Office of U.S. Foreign Disaster Assistance (OFDA)

Observer European Civil Protection and Humanitarian Aid Operations (ECHO)

ANNEXES 57

ANNEX D

ACCRONYMS AND ABBREVIATIONS

AAP Accountability to Affected Populations

AB Advisory Board

ACF Action Contre la Faim

ADRA Adventist Development and Relief Agency

AMVO Almanar Voluntary Organization

ARC American Refugee Committee

AWD Acute Watery Diarrhoea

CA Capacity Assessment

CAR Central Africa Republic

CBPF Country Based Pooled Fund

CBPFs Country-Based Pooled Funds

CDO Cooperation for Development Organization

CERF Central Emergency Response Fund

CIS CARE International Switzerland in Sudan

COOPI Cooperazione Internationale

COR Commission for Refugees

CPI Consumer Price Index

CRS Catholic Relief Services

CSS Coordination & Common Services

CW Concern Worldwide

DFID Department for International Development

DRC Democratic Republic of the Congo/Danish Refugee Council

DTM Displacement Tracking and Monitoring

ECHO European Civil Protection & Humanitarian Aid Operations

ES/NFIs Emergency Shelter/Non-Food Items

FAO Food and Agriculture Organization

FMU Fund Management Unit

FPDO Friends of Peace & Development Organization

FSL Food Security & Livelihoods

FSMS Food Security Monitoring System

FTS Financial Tracking Services

GAH Global Aid Hand

GMS Grant Management System

HC Humanitarian Coordinator

HCT Humanitarian Country Team

HNO Humanitarian Needs Overview

HRP Humanitarian Response Plan

IASC Inter-Agency Standing Committee

IDPs Internally Displaced Persons

INGO International Non-Governmental Organization

IOM International Organization for Migration

IRW Islamic Relief Worldwide

ISCG Inter-Sector Coordination Group


JMCO Jebel Marra Charitable Organization

KPHF Kuwait Patients Helping Fund

KSCS Kebkabiya Smallholders Charitable Society

M&E Monitoring & Evaluation

MC Mercy Corps

MOS Minimum Operating Standards

MYHS Multi-Year Humanitarian Strategy

NCA Norwegian Church Aid

NGO Non-Governmental Organization

NIDO National Initiative for Development

NNGO National Non-Governmental Organization

OCHA Office for the Coordination of Humanitarian Affairs

PA Practical Action

PANCARE Panhealth Care Organization

PBA Peace Bridge Association

PI Performance Index

RRR Recovery, Return & Reintegration

SC Save the Children

SHF Sudan Humanitarian Fund

SOPs Standard Operating Procedures

SORC Sudanese Organization for Relief & Recovery

SRC Strategic Review Committee

SRCS Sudan Red Crescent Society

TGH Triangle Generation Humanitaire

TU Technical Unit

UASC Unaccompanied and Separated Children

UK United Kingdom

UN OCHA United Nations Office for the Coordination of Humanitarian Affairs

UNDP United Nations Development Programme

UNDSS United Nations Department for Safety & Security

UNFPA United Nations Population Fund

UNHAS United Nations Humanitarian Air Services

UNHCR United Nations High Commission for Refugees

UNICEF United Nations Children’s Fund

USA United States of America

USAID United States AID

VCO Vet-Care Organization

WASH Water Sanitation and Hygiene

WFP World Food Programme

WHO World Health Organization

WHS World Humanitarian Summit

WR World Relief

WVI World Vision International

ANNEXES 59

ANNEX E

REFERENCE MAP


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