South Sudan CHF Standard Allocation. CLUSTER: Shelter and Non-Food Items

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1 South Sudan CHF Standard Allocation CLUSTER: Shelter and Non-Food Items

2 Overview of cluster portfolio Partners submission PRT recommended Core pipeline $ 4,400,000 $ 4,400,000 Frontline services $ 3,079,108 $ 2,697,500 The portfolio will: Prevent pipeline break in the first half of 2014 by enabling essential procurement and dry season prepositioning Maintain minimum life-saving response at the frontline, including mobile capacity, and field coordination in high risk states 2

3 South Sudan CHF Standard Allocation Lessons Learnt and how the portfolio reflects this Decentralised prepositioning in strategic locations is necessary. Procurement, storage and transport are available to complete dry season prepositioning, and avoid pipeline break in the first half of Strong field coordination and dedicated NFI and shelter staff are essential. Field coordination and dedicated staff are maintained in priority states: Jonglei / Upper Nile / Unity / Warrap (AAA) / NBeG Mobile teams to ensure surge capacity and geographical coverage are crucial. Mobile teams are maintained. 3

4 Cluster Strategy South Sudan CHF Standard Allocation Focused entirely on the cluster s collective ability to deliver life-saving assistance, the portfolio aligns with our first cluster objective: Ensure timely provision of emergency shelter and basic NFI materials in acute emergency (including supply, prepositioning, and distribution). 4

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6 The proposed cluster portfolio of projects links to the strategy of 2013 CHF second standard allocation round in the following ways. The 2013 Second Round enabled: Pipeline transport for completion of 2013 prepositioning targets. The bare bones of the frontline operation for most partners up to March While the 2014 First Round will enable: Pipeline procurement. Pipeline transport to cover the gap for 2014 dry season prepositioning. Bridging of critical gaps that will be faced in the frontline operation from the second quarter. The proposed CHF allocation compliments other funding streams/secured funding: Co-funding Emergency Response Teams (ERTS). Match funding. Top-up for time critical pipeline activities. 6

7 Cluster Expenditure South Sudan CHF Standard Allocation Expenditure for 2012 and 2013 is on track; 72% as of September 2013 (99% NNGO; 65% NGO; 75% UN). Reasons for slower expenditure include recruitment issues and reporting lags. There has been a concentration of activity in September and October. Distributions 2013 Feb March April May June July Aug Sep Oct Nov The cluster has dealt with partners with low CHF utilization rates by requesting budget reductions to ensure ability to absorb, or by exclusion. 7

8 Monitoring and Performance The Pipeline Manager maintains a database which tracks progress against supply and prepositioning targets. The database also enables tracking of partner compliance with intervention reporting requirements in standard format. The cluster maintains a stock and distribution database, collecting data from each partner through State Focal Points on a monthly basis. The cluster conducts Post-Distribution Monitoring (PDM) to measure quality. 8

9 The monitoring of CHF projects from previous allocations has supported key learning and enhanced programme delivery by informing: Changes in the standard kit content for pipeline procurement, as well as informing kit content in specific response plans. Fine-tuning of cluster response formats and tools, to guide improvements in the quality of assessment and targeting. 9

10 The Performance Index provided by OCHA was used: In the Peer Review Team as a criteria in the rating matrix. To triangulate the cluster s own performance monitoring. 10

11 South Sudan CHF Standard Allocation Overview of Core Pipeline Supporting Projects Proposed number of projects: One Total US$ value of projects: US$ 4,400,000 Total beneficiaries: 228,000 individuals Type and quantity of supplies: 35,000 NFI kits; 3,000 emergency shelter kits. 11

12 Item Budget Summary NFI and Emergency Shelter Pipeline Cost NFI Kits (35,000) 2,905,000 Emergency Shelter Kits (3,000) 210,000 Transport (land/water) 575,000 Storage 76,000 Staff (dedicated and shared) 209,000 Staff travel (flights and vehicles) 62,000 Other costs (radio room, field security, communications etc) 55,000 Programme Support Costs (7%) 308,000 TOTAL 4,400,000 The budget includes 9% indirect cost.

13 Key results are expected: 3,000 emergency shelter kits and 35,000 NFI kits procured, transported, and prepositioned across the country. Life-saving NFI and emergency shelter materials are available for distribution to 228,000 people (38,000 households) affected by conflict or disaster, or returnees, in need. Prevention of a pipeline break in early

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15 Challenges in the performance of the pipeline projects in the past allocations (2012/2013): The pipeline has run well over the last two years, meeting targets, avoiding break and responding quickly to partner requests. To improve tracking and accountability, the pipeline database was upgraded early this year. Delays (tax exemption, port congestion) and access issues (security, weather) continue to impact operations, and continue to be incorporated into planning as far as possible. The proposed allocation to the pipeline project addresses performance challenges by ensuring: Timely funding to meet dry season prepositioning targets, and needed procurement. Strengthened staffing to maintain tracking, accountability, and quality control. 15

16 Non-Food Items Pipeline Without CHF First Round 90,000 80,000 En-route 70,000 In-country 60,000 50,000 40,000 6 months to pipeline break 30,000 20,000 10,000 Minimum stock in-country 0 Jan Feb March April May June July Aug Sep Oct Nov Dec Jan Feb March April May June July

17 Non-Food Items Pipeline With CHF 2014 First Round 90,000 80,000 70,000 60,000 Proposal En-route In-country 50,000 40,000 30,000 20,000 10,000 6 months to pipeline break Minimum stock in-country 0 Jan Feb March April May June July Aug Sep Oct Nov Dec Jan Feb March April May June July

18 Pipeline Prepositioning 2013 Feb Mar April May June July Aug Sep Oct Nov Distributions 2013 Feb March April May June July Aug Sep Oct Nov 18

19 South Sudan CHF Standard Allocation Overview of Frontline Services Supporting Projects Geographic priorities: Jonglei, Upper Nile, Unity, Northern Bahr el Ghazal, Warrap (AAA) Number of projects: 7 Total US$ value of projects: US$ 2,697,500 19

20 What key results are expected? 216,000 individuals (38,000 households) receive life-saving NFI and/or emergency shelter support, based on needs assessment. At least 17 post-distribution monitoring exercises are conducted to ensure coverage and quality of interventions. Secure storage is maintained in 19 strategic locations. Established mobile teams able to operate in the deep field maintain capacity. Field coordination is secured in priority states: Jonglei, Upper Nile, Unity, Warrap (AAA). 20

21 How will you ensure the frontline projects in your portfolio will receive supplies from the pipeline on time? A single office both coordinates the cluster and manages the pipeline, ensuring close alignment of priorities. Sufficient supply, and the ability to transport stock quickly and efficiently to meet approved partner requests, are key. 21

22 South Sudan CHF Standard Allocation Overview of Allocation Process in the cluster The PRT included 3 INGOs, 1 NNGO and 1 UN agency. The PRT prioritised securing the pipeline into the first half of 2014, and the core operational requirements for life-saving frontline activities to be implemented in Pipeline projects were rated: Demonstrates low indirect cost Demonstrates value for money Existing funding compared to outstanding needs; ability to disburse funds Frontline Projects were rated: Existing or ongoing project, rated high or medium priority and Gender Marker 2a in CAP 2014 Targets priority states (Jonglei, Warrap, Upper Nile, Unity, Warrap, Northern Bahr el Ghazal, Lakes)/includes mobile response capacity 22

23 Frontline Projects were rated: Existing or ongoing project, rated high or medium priority and Gender Marker 2a in CAP 2014 Targets priority states (Jonglei, Warrap, Upper Nile, Unity, Warrap, Northern Bahr el Ghazal, Lakes)/includes mobile response capacity Alignment with cluster priority activities for frontline: Includes field coordination/state focal point (with special consideration to gap areas) Includes assessment, targeting and verification of people in need (including female-headed households) Includes provision of emergency NFI/emergency shelter (including front-line transport) Includes post-distribution monitoring Special consideration was given to organisations with good reporting, coordination and implementation records. Financial considerations: Demonstrates low indirect cost Demonstrates value for money Existing funding compared to outstanding needs; ability to disburse funds

24 The PRT ensured the portfolio provides value for money in the following ways: The pipeline, including transport to field warehouses, is a common service for cluster partners, ensuring economy of scale and efficient use of human resources. Dry season prepositioning in high risk areas will yield savings on expensive air assets in the wet season. For frontline projects, the PRT reviewed cost per household targeted, ensuring reasonable and comparable cost. High operating costs in some areas (particularly Jonglei and Upper Nile), and the geographical reach of the projects were taken into account. Challenges in the process included: A tight timeframe and multiple processes back to back. 24

25 South Sudan CHF Standard Allocation Next steps If a cut of 5% is required: Frontline capacity will be trimmed in states covered by more than one partner, limiting the cluster s ability to reach 20,000 people. This will mean 20,000 less people can receive essential NFI support. Field coordination capacity and cluster accountability would also be compromised. If a cut of 10% is required: In addition to these cuts, the ability to transport 15,000 NFI kits will have to be cut, and 1,000 less NFI kits will be procured. This will mean 116,000 less people can receive support. Time critical procurement and transport activities will be limited. 25

26 If a cut of 25% is required: The number of kits procured will have to be cut by an additional 4,000 kits; and frontline response capacity across two entire states will have to be cut. This will mean 168,000 less people can receive essential NFI and emergency shelter. Response and field coordination capacity, and cluster accountability, will be completely eliminated in 2 states. The pipeline will be less secure for the first half of 2014, and economy of scale will be lessened. 26

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