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SOUTH SUDAN WASH CLUSTERSTRATEGIC OPERATIONAL FRAMEWORK (SOF) FOR REVIEW IN 2018

Please for review by the WASH Cluster SAG members by the end of Sept. 2018 (1st round)

The current SOF should be reduced to a maximum of 10 pages Methodology of the review by the SAG members:

o Tick the boxes of the key issues you would like to select as relevant in the blue templates

o Feel free to add any strategic key issues you would like to highlight in the blue templates

o Sent the current document within your inputs to [email protected] and [email protected]

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WASH CLUSTER SOF CONTENTS:

☐ 1) SOUTH SUDAN CONTEXT☐ 2) THE CLUSTER APPROACH☐ 3) OBJECTIVE OF THE SOF☐ 4) SS WC STRATEGIC POSITIONING☐ 5) SS WC WORKING ARRANGEMENTS☐ ………………….

☐ SS WC SOF ANNEXES (GROUPS ☐ ………………….

mailto:[email protected]


Background - The Cluster Approach

In 2006, the United Nations General Assembly adopted resolution 60/124 Strengthening of the coordination of emergency humanitarian assistance of the United Nations. Member states called upon humanitarian actors to improve the humanitarian response to natural and human-made disasters and complex emergencies by strengthening the humanitarian response capacities at all levels, by strengthening the coordination of humanitarian assistance at the field level, including with national authorities of the affected State, as appropriate, and by enhancing transparency, performance and accountability.

The cluster approach ensures predictability and accountability in international responses to humanitarian emergencies, by clarifying the division of labour among organizations, and better defining their roles and responsibilities within the different sectors of the response. It is about making the international humanitarian community more structured, accountable and professional, so that it can be an effective partner for host governments, local authorities and local civil society.

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REVIEW / Background - The Cluster ApproachSuggestion to put forward the Cluster Approach by highlighting the expected added values of the core coordination functions for the WASH sector in South Sudan.

☐ PREDICTABILITY IN A PERMANENT UNSTABLE CONTEXT (BASED ON THE LESSONS LEARNED, THE SEASONALITY, IN A PREDICTABLE CHRONIC PROTRACTED CRISIS, NEW STATE)☐ PREPAREDNESS IN A CONTINUAL HUMANITARIAN RESPONSE MODE☐ ADVOCACY FOR A REAL HUMANITARIAN PRIORITIZATION BEYOND THE LOGICTICAL CONSTRAINTS (IN A VERTICAL ICWG MANAGEMENT)☐ ACCOUNTABILITY IN A BIG TOP-DOWN “FOOD DROP” COUNTRY (FOR QUALITY CHECK, EFFECTIVENESS AND IMPACT OF THE WASH INTERVENTIONS)☐ ………………….

In line with the above, the Inter-Agency Standing Committee (IASC), comprising of the primary UN humanitarian agencies and key partners, agreed that the cluster approach should be the framework for response in all major new emergencies. Global cluster lead agencies were identified for key areas of response. Global leads have agreed to be accountable to the Emergency Relief Coordinator for ensuring system-wide preparedness and technical capacity to respond to humanitarian emergencies, and for ensuring greater predictability and more effective inter-agency responses in their particular sectors or areas of activity.

SOUTH SUDAN CONTEXT:

The WASH cluster approach has been active in the Republic of South Sudan since April 2010 (at the time of activation the country was still semi-autonomous, known as Southern Sudan). The WASH cluster is led by UNICEF, and co-led by NRC (since October 2015) before that it was led by Medair. Whenever possible, the WASH Cluster operates in support of and in coordination with governmental authorities at national and Sub-National levels, especially the Relief and Rehabilitation Commission and relevant line ministries. This document seeks to provide a strategic operational framework for the WASH sector response to the South Sudan in order to guide the collective interventions of the various WASH actors. By adhering to the cluster approach, the partners agree to:

Assist the authorities in responding to the WASH needs of the population affected; Promote among the WASH partners a common understanding of the WASH sector

needs and interventions in the context of the response; Ensure a well-coordinated response and consequently increase the efficiency,

effectiveness and impact of individual agency responses; and Align more towards common humanitarian principles and operational objectives.

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REVIEW / SOUTH SUDAN CONTEXTSuggestion to move this chapter before the one “Background - The Cluster Approach” and put forward the main humanitarian constraints existing in South Sudan beyond the overall acute vulnerabilities and WASH needs.

☐ SUGGESTION TO MOVE THIS CHAPTER ON THE SOUTH SUDAN CONTEXT BEFORE THE PREVIOUS ONE ON THE CLUSTER APPROACH☐ SUGGESTION OTHERWISE TO GATHER BOTH CHAPTERS IN ONE (FOR INSTANCE “THE CLUSTER APPROACH IN SOUTH SUDAN FROM A WASH SECTOR PERSPECTIVE”)☐ INSIST ON THE SPECIFIC CONTRAINTS IN SOUTH SUDAN: LACK OF/POOR (I) LOGISTICAL ACCESS, (II) SECURITY ACCESS, (III) GOVERNMENTAL WASH COUNTERPARTS, (IV) WIDE RRM BASED ON ALERT SYSTEM…☐ …………………..

Over 5.3 million most vulnerable including conflict affected people in South Sudan are in urgent need of WASH services. Malnutrition and food insecurity make communities more prone to water-related diseases, especially children under 5. In 2017, a cholera epidemic which started since June 2016 spread to new areas that were previously not affected by outbreaks, placing even more pressure on already vulnerable communities. In the conflict-affected areas, most of the water infrastructure is destroyed, making the situation dire. Additionally, the situation in urban areas has been impacted by increasing fuel prices and unavailability of fuel at times putting more strain on existing water systems and substantial increase in cost of water forcing people to resort to unsafe drinking water. The WASH Cluster will target 3.2 million people in 2018 based on this Strategic Operational Framework.

INTRODUCTION TO SOF:

This Strategic Operating Framework (SOF) has been developed to provide guidance to WASH Cluster partners responding to humanitarian needs in South Sudan. It is intended to support the implementation of the South Sudan WASH response Plan for 2018. As such, this SOF should be used in conjunction with the HRP.

This SOF replaces the previous SOF of 2014-2017. The new SOF is reviewed by the WASH Cluster Strategic Advisory Group (renewed the 24th May 2018) following the recommendations of the global WASH consultation/workshop and will be revised as the humanitarian situation evolves, and in line with changes made to the WASH Cluster Response plan.

This SOF, and in particular the response plan within it, is primarily intended to steer the emergency response work of WASH partners in line with the humanitarian priorities and timeline for response laid out in the HRP. However, it is also intended to provide continual guidance for the entire WASH sector. Therefore, while meeting

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REVIEW / INTRODUCTION TO SOFSuggestion to underline that the SOF aims to be more a WASH Cluster middle/long term positioning paper” rather than a full detailed WASH Cluster guidance.

☐ REPLACE THE TITTLE “INTRODUCTION TO SOF” BY “OBJECTIF OF THE SOF”☐ FOCUS ON A MULTI YEARS COURSE TO FOLLOW (WHILE THE SOF REMAINS DYNAMIC)☐ TAKE POSITION REGARDING SOME SENSITIVE/INDECISIVE ISSUES (CORE PIPELINE, CLTS…)☐ ADDRESS THE ‘WHAT’ (OUTPUTS/TARGETS) AS WELL AS THE ‘HOW’ (PROCESS ORIENTED)☐ TARGET BOTH WASH CLUSTER PARTNERS AND (NATIONAL / SFP) COORDINATION TEAM☐ MOVE THE REFERENCES DOCUMENTS IN ANNEXES (TORS, SOPS, SPECIFIC STRATEGIES...)☐ ………………….

humanitarian needs will remain a top priority for the WASH Cluster this SOF may be revised in line evolving WASH sector priorities and increasingly endeavor to complement the South Sudan WASH Sector Strategic Framework.

GUIDING PRINCIPLES: ADHERENCE TO HUMANITARIAN PRINCIPLES:

The partners ascribe to the Humanitarian Charter including: “The right to receive humanitarian assistance is a necessary element of the right to life with dignity. This encompasses the right to an adequate standard of living, including adequate food, water, clothing, shelter and the requirements for good health, which are expressly guaranteed in international law. The Sphere Humanitarian Charter and Minimum Standards in Humanitarian Response reflect these rights and give practical expression to them, specifically in relation to the provision of assistance to those affected by disaster or conflict… Any assistance must be provided according to the principle of impartiality, which requires that it be provided solely on the basis of need and in proportion to need. This reflects the wider principle of non-discrimination: that no one should be discriminated against on any grounds of status, including age, gender, race, colour, ethnicity, sexual orientation, language, religion, disability, health status, political or other opinion, national or social origin” (Sphere Standard1).

WASH Cluster partners are expected to conform to the broad operational framework outlined in this document, and should be prepared to engage in open cluster discussions to update this document prior to commencing any action in breach of these guidelines. Agencies that do breach these guidelines will be expected to provide clear justification to WASH Cluster and other WASH Cluster partners through the SAG2 where this has not proved possible.

Adhere to SPHERE standards, where adaptation to local realities is required, as decided by the SAG.

Involve emergency affected communities in assessing and prioritizing their own needs, as well as program design.

1 Annex 1: Sphere Standards2 The ‘SAG’ is a small group representing the main stakeholder groups within the WASH Cluster ( UNICEF, IOM, National and International

NGOs, Donor as an observer, Government Authority CBOs, and related Clusters)

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REVIEW / GUIDING PRINCIPLES: ADHERENCE TO HUMANITARIAN PRINCIPLES:Suggestion to delete this chapter while the key elements of the humanitarian principles (contextualized to South Sudan) can be moved in the TOR of the Cluster partners (as annex) and in the Cluster Approach chapter.

☐ DELETE THIS CHAPTER BUT INTEGRATE THE HUMANITARIAN PRINCIPLES KEY ELEMENTS IN THE PREVIOUS CHAPTER RELATED TO THE SPECIFICITIES OF THE SOUTH SUDAN ☐ ………………….

Integrate with the strategic and operational approaches of other Clusters, particularly Health, Shelter, and Education.

Cluster partners programs will address the ‘three prongs’ of WASH (Water, Sanitation, and Hygiene), either as an integrated program, or in collaboration with other partners.

Include good governance, human rights, gender equality, age, psycho-social and environmental aspects in program planning.

NATIONAL POLICY FRAMEWORK FOR WASH:

South Sudan Water Policy - Nov 2007 MWRI WASH Sector Strategic Framework 2011 ( draft) Sphere standard (this will be referred as humanitarian standard for WASH Cluster

Partners response)

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REVIEW / NATIONAL POLICY FRAMEWORK FOR WASH:Suggestion to delete this chapter and specify the existence of the key documents in the South Sudan context chapter.

☐ DELETE THIS CHAPTER AND REFER TO THE KEY NATIONAL DOCUMENTS IN THE SOUTH SUDAN CONTEXT CHAPTER☐ ………………….

GOAL:

By providing access to safe water, sanitation and hygiene promotion interventions, the WASH cluster partners aim to minimize risks to the health of the most vulnerable affected conflict populations and to reduce mortality and morbidity by contributing to the relevant objectives of the Response Plan in a way that maximizes the impact of resources and avoids duplication. In order to reach the most vulnerable and make public health a first priority, in line with a needs based response, WASH cluster partners will prioritize affected populations according categories, as explained in below in the Caseloads section.

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REVIEW / GOAL:Suggestion to delete this GOAL chapter and integrate its key elements in the current TOR for WASH Cluster Partners (to be moved as annex of the current SOF).

☐ DELETE THIS CHAPTER AFTER CHECKING ITS KEY ELEMENTS ARE IN THE TOR FOR THE WASH CLUSTER PARTNERS☐ ………………….

OVERALL HUMANITARIAN RESPONSE OBJECTIVES FOR 2018

SO 1: Saving Lives: Save lives by providing timely and integrated multi assistance to reduce acute humanitarian needs among the most vulnerable people.SO 2: Centrality of Protection: Reinforce protection and promote access to basic services for the displaced and other vulnerable people.SO 3: Resilience: Support at risk communities to sustain their capacity to cope with significant threats.

WASH HUMANITARIAN NEEDS OVERVIEW:

More than 5.3 million people urgently need water, sanitation and hygiene (WASH) support, an increase from 2017. The needs are closely related to the conflict, internal displacement and the economic downturn, which have all put a further strain on already limited WASH services. Some 90 per cent of the population do not have access to improved sanitation. Half of the population does not have access to improved water sources, with 35 per cent of the existing boreholes estimated to be non-functional. Open defecation is persistent in 61 per cent of settlements the country. Only 28 per cent of the population can access to a borehole in less than 30 minutes. Some 304,560 refugees will also need WASH services in 2018.

AFFECTED PEOPLE:

The most vulnerable members of the population are in the greatest need of WASH support, particularly the internally displaced. This includes the severely malnourished and food insecure, who are prone to water-borne and water-related diseases.

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REVIEW / OVERALL HUMANITARIAN RESPONSE OBJECTIVES FOR 2018Suggestion to delete this chapter and move it as an annex dedicated to the HRP.

☐ DELETE THIS CHAPTER AFTER MOVING IT IN AN “HRP” ANNEX ☐ ………………….

Children under age 5 are especially at risk. People living in PoC sites and collective centres depend on a consistent supply of safe water, sanitation and hygiene services, and the displaced communities living outside of PoCs are frequently deprived of WASH support due to access contains and insecurity. Lack of water compounds risks for women and girls, who are often exposed to violence when reaching remote water sources. In urban areas, people struggle to access safe water due to ever-rising prices. People in conflict-affected counties have lower access to safe water than the country average of 50 per cent. In 2017, for example, only 9 per cent of the population in Magwi, 13 per cent in Fashoda and 17 per cent in Panyikang could reach boreholes.

HUMANITARIAN NEEDS AND DRIVERS:WASH infrastructure has been deliberately targeted by armed actors during the conflict, leaving most of the water infrastructure in conflict-affected areas destroyed. Internal displacement triggered by the conflict puts a strain on existing water sources and drives up WASH needs. The deteriorating economic situation has made it difficult for the population to afford safe water as in most locations the price per gallon has doubled while outside Juba the price has tripled compared to one year ago. With congested populations, both in crowded PoC sites and urban areas, water-borne diseases spread rapidly. The ongoing cholera outbreak, which has spread to new areas, is both a consequence and a cause WASH needs. High malnutrition rates are also linked to poor WASH conditions, as exemplified in the diarrhoea-malnutrition cycle prevalent in vulnerable populations.

METHODOLOGY OF CALCULATING THE WASH PIN:

The key drivers for Emergency WASH response in the current context are the IDP population, Global Acute Malnutrition (GAM) rates and cholera outbreaks. The WASH people in need was calculated as described in the following steps:

The affected population was divided into 5 severity intervals for each of the following parameters: a) IDP population numbers, b) GAM rates, c) number of cholera cases (2014-17), d) percentage of assessed settlements with access to a borehole under 30 minutes, and *e) % of assessed settlements with 50% or more using latrines[i].

An average was taken of the rank scored within each parameter, to determine people in need for geographic locations with highest WASH needs applying a logic formula. While calculating the average, more weightage was given to IDP population data, GAM rates, and number of cholera cases, as the data reliability is higher as compared to data under (d & *e); although this data was referred but only 1/3 weightage was given to it during the calculations.

Finally, in counties where the IDP population was higher than the weighted PIN, the IDP population size was considered as a people in need.

[[1] Parameters E and D used REACH data, which is collected at a settlement level. In counties where settlement cover was below 5%, no county level analysis was done. For the PIN In counties where data did not reach 5%, a county wide average was used. In states without sufficient data, a nationwide average was used.

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TARGET

The WASH response will target primarily IDPs, population affected by crisis, food insecurity (high GAM rates) and disease outbreaks, with a strong focus on the most vulnerable members of the community. The needs of the population in terms of WASH is directly related to the number of IDPs in the community, which always puts a strain on existing services and water sources. The cluster has taken into account high GAM rates that make populations more prone to diseases, and areas with a history of cholera outbreaks. Overall, this relates to poor WASH infrastructure and bad hygiene practices. Click here for the Calculation Page

WASH RESPONSE SPECIFIC OBJECTIVES, INDICATORS AND TARGETS:

SECTOR OBJECTIVE

PRIMARY HRP STRATEGIC OBJECTIVE CONTRIBUTED TO

INDICATORS PEOPLE IN NEED

PEOPLE TARGETED ( sex disaggregated)

Vulnerable and affected populations have timely, equitable access to safe and sufficient water (based on Sphere), provided with the active involvement of local communities.

SO1, SO2 and SO3

Number of women, men, girls and boys reached with access to safe water supply

5.3 million 2.3 million

Number of women, men, girls and boys within community trained on maintenance of water points

4600 (1 amongst 500 people targeted with water))

Number of community

500 (at least 1 per site)

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consultation meeting held (disaggregated by sex/age) before designing a program/project

Vulnerable and affected populations have knowledge of appropriate hygiene practices to prevent and mitigate WASH-related diseases.

SO1, SO2 and SO3

Number of women, men, girls and boys reached by hygiene promotion messages


Number of women, men, girls and boys reached by hygiene and WASH NFIs

50% of the people reached by hygiene messages

Number of women, men, girls and boys within the community trained on hygiene promotion

3200 ( 1% @ 1 per 1000 people )

Vulnerable and affected populations enabled to access adequate, safe, secure, and dignified and gender appropriate. sanitation services (based on Sphere)

SO1, SO2 and SO3

Number of women, men, girls and boys enabled access to improved, secured and gender appropriate sanitation facilities.


Number of community consultation meeting held (disaggregated by sex/age) before designing a program/project

100 (at least 1 meeting per site as there can be overlap with water)

Number of staff Minimum -

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trained on Protection and GBV guidelines

same as number of HRP partners. At least one person per organization

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RESPONSE STRATEGY PRIORITISATION

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REVIEW / RESPONSE STRATEGY PRIORITISATIONSuggestion to change this chapter by something like “SS WC STRATEGIC POSITIONING”:

☐ WASH CLUSTER CORE PIPELINE COORDINATION:☐ STILL TO BE SUPPORTED BY THE WASH CLUSTER?☐ STILL PROMOTING ONE SYSTEM WITH BOTH UN AGENCIES (IOM & UNICEF)?☐ ….

☐ WASH EP&R MOBILE TEAMS:☐ STILL TO BE DEPLOYED FROM THE NATIONAL LEVEL?☐ WASH RRM TEAMS WITHOUT BIG “RRM” ALERT SYSTEM?☐ ….

☐ SFP AS “FULL” (DEDICATED OR NOT) WASH SUB CLUSTER COORDINATORS:☐ STILL COVERING ALL THEIR STATES?☐ STILL PARTIALLY NECESSARY FROM JUBA?☐ DISTINGO “DEDICATED / NON-DEDICATED”?☐ ….

☐ POC FOCUS:☐ EXAGGERATED FOCUS VS. OUTSIDE POC?☐ HIDING THE RURAL AND URBAN WASH CONTEXTS ISSUES?☐ ….

☐ ASSESSMENT FOCUS:☐ EXAGGERATED FOCUS DELAYING THE WASH RESPONSE?☐ MORE JOINT ASSESSMENTS & RESPONSES”☐ ….

☐ WASH SECTORAL & INTER/CROSS-SECTORAL FOCUS:☐ WELL BALANCED / JUST MIDDLE?☐ IDPS SETTLEMENTS ….

☐ SSHF STANDARD ALLOCATIONS:☐ AS “INTER/CROSS SECTORAL MOTOR” OF THE WASH CLUSTER STRATEGY?

☐ ….☐….☐….☐….

☐ ….☐….☐….☐….

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REVIEW / WORKING ARRANGEMENTSSuggestion to add a chapter on the collective working arrangements not in annex – “WORKING ARRANGEMENTS” facing the turn-overs and high number of WC partners.

☐ WASH CLUSTER CONSULTATIVE BODIES:☐ SAG AS MAIN CONSULTATIVE BODY FOR STRATEGIC LONG TERM ISSUES☐ STEERING COMMITTEEE FOR SHORT TERM ISSUES (STRUCTURAL AND/OR OPERATIONAL)☐ FORUM FOR MONTHLY SHARING OF INFORMATION AND OPTIONNALY DECISION MAKING☐ EP&R WORKING GROUP FOR TRIGGERING THE WASH “EP&R” MOBILE TEAMS☐ TECHNICAL WORKING GROUPS FOR SUBMITTING SECTORAL AND/OR INTER/SECTORAL TECHNICAL GUIDANCES, SPECIFIC WASH-RELATED STRATEGIES…☐ EVENTUAL TEMPORARY TASKFORCES (E.G. CORE PIPELINE TO IMPROVE THE SYSTEM ETC.)☐ …

☐ WASH CLUSTER INFORMATION MANAGEMENT:☐ FRIENDLY ACCESS ON THE HUMANITARIAN RESPONSE WEBSITE☐ COLLECTIVE IMPROVEMENT/…☐ …

☐ NATIONAL – SUB NATIONAL (SFP) WSH CLUSTER LINKAGES: ☐ SFP AS SUB WASH CLUSTER COORDINATORS (DEDICATED OR NON-DEDICATED) NOT TO BE BY-PASS BY THE (UNICEF) DEDICATED NATIONAL COORDINATION TEAM ☐….

☐ ICWG AND OTHER GROUPS BEYOND THEWASH CLUSTER:☐ SEE THE EXISTING TOR OF THE WSH CLUSTER (1ST TOR OF THE SOF IN REVEW)☐ …

☐ ….:☐ …☐ …

☐ ….:☐ …☐ …

Arising needs plus existing ones: With the fluctuating, dynamic security situation and fast changing conditions in the country, the WASH cluster will prioritize the response according to arising needs.

Integration: Apart from geographical prioritisation (by counties) based on the existing population movement, disease outbreaks, food insecurity and other factor impacting the existing coping mechanisms of the communities response will be linked and coordinated with Health, Nutrition and FSL cluster to ensure a comprehensive service package to the most vulnerable population.

Additionally, WASH partners will continue to ensure provision of essential services in POCs and other IDP settlements.

Coordinated needs assessment/ baseline surveys to gather better evidences (added)

Static and Emergency Preparedness and Response (mobile response) continues Common Core Pipeline to run by IOM and UNICEF Capacity building Activities recommended will depend on the needs of the community with a strong

message to partners that construction of new water sources in multiple locations across the country is considered a lifesaving activity.

Cash programming will focus on the hardware component of WASH response, while hygiene promotion will continue to encourage more voluntary work from the beneficiaries to promote community ownership. Introducing new cash programmes in the country such as cash vouchers/ cash for work for latrine construction.

PROGRAM QUALITY/ADDRESSING CROSS CUTTING ISSUES In 2018 WASH cluster will put additional effort to ensure centrality of protection, accountability to affected people and putting communities at the center. This will be monitored by new indicators introduced by WASH cluster, which will track the cooperation with community, ensure the services delivered are gender sensitive and that partners providing WASH services undergo the GBV trainings led by GBV qualified staff. The cluster will also work on the protection mainstreaming action plan, inclusion of the elderly and people with disabilities by increasing partner awareness on existing protection tools and response modalities.

KEY ELEMENTS OF RESPONSE STRATEGY

Protection Gender mainstreaming action plan will be prepared to Prioritize safety &dignity, and avoid causing harm, Meaningful Access, Accountability, Participation and empowerment

Prioritisation WASH cluster prioritized targeting as per the counties but will continue to work with ICWG to seek support for the priority locations and club with other clusters to response

Access Partners will be requested to explore possibilities of linking hard to reach communities through distance community

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partnership, a strategy will be drafted/ or contributed toCoping capacities / linkages with development

Community trainings and capacity building activities, new water sources and repair also link to developent. Same actors

Cash based programming

Set aside 2 mill$ to pilot cash programming in WASH for hardware (latrine/ dug well construction) as well software components ( Hygiene promotion)

AAP / putting communities at the centre

Increased community involvement in Planning, decision making and community feedback and indicators to capture this.

Gender Partners encouraged to follow Gender responsive WASH guidelines; (ex: secure dignified and gender appropriate sanitation services is part of the sanitation objective)

QUARTILE PRIORITISATION OF ACTIVITIES

Overview of prioritized activities: WASH cluster has the list of prioritised counties in reference to the WASH needs overview. WASH cluster plans to prioritise based on the following assumptions:

o If only 25% of the cluster envelope is received then 30% of Core Pipeline supplies and Integrated WASH package in POCs and amongst newly displaced population, as well 5-7 most prioritised counties by the WASH Cluster

o If 50% of the cluster envelope is received than another 30% Core Pipeline supplies and frontline activities in additional 15 WASH Cluster prioritized counties/locations.

o If 75 % of the cluster envelope is received than another 20% Core Pipeline and frontline activities in additional 24 priority counties/locations to be supported.

o If 100% of the Cluster envelop is received than the remaining 20% of the Core Pipeline and frontline activities in remaining locations

Proposed Activities in order of priority (Please refer to sub sector strategic direction for more details)

o Integrated WASH package in POCs and other sites where IDPs are reliant on daily WASH services.

o Hygiene promotion with emphasis on hand washingo Water Quality Control (treatment and monitoring) at HH level and where

possible at community level. o Rehabilitation, extension and installation of new water sources. Water trucking

an option when there is no option.o Sanitation

SYNERGY / COMPLEMENTARITY

Synergy and efficiencies with other clusters;

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o Health and Nutrition; key drivers in emergency and have used the data from the respective clusters to ascertain WASH targets. Continue to integrate with both these clusters whether it be Cholera or Malnutrition. Technical guidance from WASH to improve wash in H and N facilities. Support with supplies, if required.

o Shelter-NFI: Coordination on locations for NFI distributions & items to avoid overlaps. WASH Core Pipeline will incorporate supplies for survival kits.

o Logistics: WASH uses about 40% of the logs cluster cargo transport to the field, increased coordination, better prepositioning of core pipeline supplies for mobile response.

o Education: Technical support will be provided to the Education Cluster for WASH in schools.

Boundary between and interface with other development programming. WASH Cluster will be instrumental in short term (up to a 6-10 months) emergency responses for cholera, famine, floods, displacement whereas development programming ( by dev. partners) is encouraged to begin/ continue as some of these are chronic issues and needs long term and high investment plans.

Different response modalities (e.g. mobile response, static presence etc.): Mobile response will either be initiated in areas where there are no partners with capacity or there is a need to complement static response. Entry with an exit plans for the EP and R mobile partners will be a coordinated effort in discussion with static partners present in the region.

RISK AND ASSUMPTION

Key assumptions as part of your strategy in 2017.

Organizations (UN, INGOs, NNGOs) are able to mobilize sufficient resources Core Pipeline is funded as projected. Target areas in conflicts states will open up and will be accessible There will not be very massive cholera outbreak (multiple outbreaks areas) again. PoC population remains stable.

Key risks which may negatively impact on strategy and what mitigating measures might be taken.

Worsening economic/political situation further deteriorating WASH service provision in Urban and Rural areas including POCs.

Large reliance on Logs Cluster, any reduction will negatively impact WASH response.

Fuel unavailability to run bulk water treatment plants, etc. Security and access ( water trucking)

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Sub-Sector Strategic Directions

The WASH response of partners should be endeavor to meet the expectations laid out in the guidance note of a Minimum Package of WASH Services defined provided in Annex at the end of the SOF. In addition, partners should endeavor to implement WASH activities that are in line with the following Sub-Sector Strategic Directions. Partners are advised to refer to the Sphere standards as the key WASH standards. Situation in South Sudan is complex and it may not be possible to achieve all the standards, a lot will depend on the budget, capacity of partners, accessibility, etc. but partners are suggested to strive to achieve what they can to save and sustain lives of the vulnerable and conflict affected people.

Water Supply

Strategic Objective Ensure that all crisis affected men, women and children, including persons with

disabilities, have access to adequate safe drinking water

Strategic Directions: If surface water is available, provide water treatment chemicals (PUR sachets) and

necessary NFIs for household level water treatment, and safe water transportation/storage, until access to clean water has been provided

Ensure adequate safe drinking water is made available as soon as possible Apply a communal and gender disaggregated water supply approach in temporary

relocation sites, ensuring that water points are sited in safe locations Water points should have sufficient drainage that is incorporated into the design

of overall site drainage systems Vector control (particuarly kalaazar and malaria) to be factored into design of

water supply infrastructure

Priority Activities Distribution of PUR sachets, buckets, jerry cans and filter cloth to households, as

appropriate with training on usage. Truck and distribute water as appropriate, with training on use Set up and maintain emergency water treatment units (SWOTs)if water points do

not exist, are not sufficient and/or cannot be rehabilitated rapidly enough Rehabilitation of existing water points, where appropriate Drilling/construction of new water points, if appropriate Convert hand pumps to motorized boreholes if the yield is sufficient to cater IDP or

organized settlements.

Sanitation

Strategic ObjectivesEnsure that targeted crisis affected men, women and children, including persons with disabilities, have access to communal sanitation facilities close their dwellings to

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allow them rapid, safe and acceptable access with dignity at all times of day and night

Strategic Directions: Apply a communal and gender disaggregated sanitation approach in temporary

relocation sites, ensuring that communal latrines and bathing facilities are sited in safe locations, designed to provide privacy, particularly for women and girls, and are accessible by those with disabilities

Provision of communal level sanitation tool kits to be given to affected populations so that latrines can be cleaned, and damaged latrines can be repaired/improved and rehabilitated

Sanitation facilities to be designed to ensure they are safe, accessible and durable in the rainy season

Handwashing stations and bathing facilities should have sufficient drainage that is incorporated into the design of overall site drainage systems (especially in POC and other organized settlement)

A solid waste collection system should be put in place within temporary relocation sites (especially in POC and other organized settlement)

Vector control (particuarly kalaazar and malaria) should be factored into design of sanitation facilities (especially in POC and other organized settlement)

Priority Activities Construct emergency communal latrines with hand washing stations Rehabilitate existing communal latrines with hand washing stations De-commission / desludging filled communal latrines Construct bathing shelters with drainage Rehabilitate existing bathing shelters Distribute soap for washing stations Systematically collect and dispose of solid waste Construct laundry washing areas with drainage

Hygiene Promotion

Strategic Objectives Reduction of water borne diseases Ensure proper use and maintenance of WASH facilities in temporary relocation

sites Ensure proper use of soap, water kits and hygiene kits

Strategic Directions: Ensure basic hygiene practices, particularly with regards the proper use of water

and sanitation facilities, safe hand washing, safe water storage, treatment linked to water kits and the elimination of open defecation

Mobilize South Sudanese health workers, women groups and children as hygiene promoters

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Apply a communal and gender disaggregated hygiene approach in temporary relocation sites, ensuring that women, girls, boys and men are involved in designing hygiene promotion activities and that community members are mobilized as hygiene promoters, especially health workers, women’s groups .

Vector control (particularly kalaazar and malaria) should be factored into design of hygiene promotion training and campaigns

Priority Activities Use of standard WASH cluster hygiene promotion materials Information dissemination on hand washing, water disinfection, proper

use/maintenance of WASH facilities, safe water chain, prevention of diarrhea, solid and liquid waste management, safe food preparation, and nutritional information vis-à-vis infants and children

Distribution of hygiene kits and soap WASH committees must be put in place in setting up temporary relocation sites

and strengthened to maintain facilities and promote healthy behaviors Use of sanitary inspectors and other volunteers for hygiene promotion Quick response to diarrhoea and infectious disease outbreaks to control spread

COORDINATION ARRANGEMENTS:

All details about the WASH Cluster, coordination structure, the role of WASH focal points at site and state levels, the role of the Strategic Advisory Group at national level and the distinction between ‘responsible agency’ and ‘supporting agency’ in relation to outputs can be found in AnnexesOrganogram- National Cluster Coordination Structure

Coordinator: Donald Burgess(Lead Agency: UNICEF)

Co-Coordinator: Karolina Rasinska

(Co-Lead Agency: NRC) National Level

Information

Management

Officer: Abdulfattah

, UNICEF

- Monitoring and Reporting Officer

- Cholera Consultant Vacant

S

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ub-national LevelSub National Cluster Coordinators (SNCCs)

JGL SNCC: Jackson Lwate, PAH; UPN SNCC: SHINAGAWA Natsuno , IOM; UTY SNCC: Phanuel Omoro, Concern; WRP SNCC: Shouki , UNICEF;

NBeG SNCC: Peter Majok, CEDS; WBeG SNCC: Ben Lopidia, Oxfam; LKS SNCC: Moses Lematia, RUWASSA; WEQ SNCC: Emmanuel Okeng,

Intersos; CEQ SNCC: TBD; EES SNCC: Akile Michael, NCA

Temporary Cholera Focal PointsKapoeta and Budi: Sonia, UNICEF; Tonj East; Shouki, UNICEF; Duk:

Jennifer, CRS; Ayod, Daniel, CMD; Uror: Deng, Nile Hope; Juba: Mariana, Oxfam;

Response Partners and proposed envelop: There are 62 partners who will contribute to the WASH response in 2018. 25 INGOs, 34 National NGOs and 3 UN agencies namely UNICEF, IOM and WHO are part of the Humanitarian response plan for 2018. IOM and UNICEF have one each project for the Core pipeline taking the number of projects to 64 in 2018. The projected envelop as per for the 2018 WASH Response is 143,707,720 USD.

WASH Cluster coordination meeting management

WASH Cluster meeting; Forum meetings from the beginning of 2018 are held monthly on Fridays from 10-11:30 in OCHA main conference room. WASH Cluster Steering Committee meeting: every Tuesday from 3:00-3:30 at UNICEF old conference room.WASH Cholera Technical Working Group meeting: every Tuesday (biweekly) at UNICEF old conference room from 2-3 pm.WASH EP and R and Mobile response working group meeting: every Tuesday from 2:30-3:00 pm at UNICEF old conference room.WASH Cluster Monitoring and Reporting Working Group: led by WASH Cluster Information Management Specialist and the UNICEF Monitoring officer. There main task is to review the monthly reports and validate it. Also they provide inputs on the Cluster response indicators and how to continue capture those at the same time work on strengthening the reporting tool. The group was affected since the last Team leader resigned and it’s going to resume its role now.Health EP and R/Cholera Task Force meeting: This is an important meeting which takes place on every Wednesday from 2pm to 330 pm at WHO conference hall, the meeting generally witnesses more health partners and at times WASH partners. As a representative for WASH partners it’s important for the WCC to contribute/participate in the meeting. The meeting generally has a mid-week updates on cholera and WCC update the health partners on the ongoing WASH response in the country as well aware them on challenges (at times swift information flow when it comes to the case information, line list or any other).Ad hoc partner meetings: It is also important to call ad hoc meetings with partners if needs arise, e.g. specific problems impacting particular response, questions regarding gaps in WASH, plans to start new operation, etc. At numerous times hot spot areas receive a lot of funding at the same time and potential overlap can be

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problematic. This is when it is advised to have an ad hoc meeting of partners operating or planning to operate in the same area to map the activities. This should be generally held by the Sub Cluster Focal point, but at times it is best to have the meetings on Juba level and often the SNCC is not available. That kind of meetings have been held e.g. for Southern Unity operations and Kapoeta region. At times during the visits of SNCCs to Juba they are requested to call for these meetings at the Cluster office so that Cluster Coordinators can guide resolving some of the issues.OCHA also holds a lot of meetings for partners from particular areas to discuss the situation on the ground and changing conditions. It is recommended that invitations to those meeting are send through the cluster as communication on that is poor and OCHA frequently does not have the full list of the partners and knowledge of the planned operations. It is advised to attend the OCHA partner meetings to understand the plans and monitor OCHA recommendations as often the information is not share back with the cluster by OCHA. WASH Cluster Strategic Advisory Group (SAG) meeting – happens quarterly so far in 2017 generally before the donor meeting and also at times on adhoc basis especially during the time of HRP development, strategic review of SSHF (pool funded) projects or any crucial strategic issues where quickly a decision/ consultation is needed. This meeting is called by the Cluster Coordinator or Cluster co-coordinator ( in absence)Donor meetings: WASH cluster should holds donor meetings at least once every quarter. These meetings are hosted by ECHO, so it is good to check their availability before the invitation is sent. This is done by the WCC. Cluster meets with donors, to update them on the response, funding requirements and gaps in terms of areas or activities that are underfunded. Donors often request updates on the pipeline situation and it was made clear that we are expected to present as one common pipeline and information separate for UNICEF and separate for IOM are not well seen. It is recommended for WASH cluster to reach out to Pipeline Managers and request particular information, compile it before the donor meeting and present as one. It can still show division in the IOM and UNICEF but the information provided should be in the same format. WASH cluster works with Rapid Response Fund (RRF) very closely. Representatives attend EP&R meeting and proposals are often consulted with the cluster before the partner submits them. Each proposal once submitted is officially send to the cluster for endorsement.Meeting with the Government WASH authorities: There are meetings with the Ministry of water resources to discuss the strategic plan and report back on the achievements by the Cluster. Government participation in the Cluster remains low. At times the focal point has expressed their challenges in terms of capacity and resources. Guidance on Core pipeline Coordination

1. WASH cluster is responsible for endorsing the pipeline request and general coordination of the Core Pipeline however the pipeline is managed jointly by UNICEF and IOM.

2. The items available in the Core pipeline, according to the warehouse where they are located and the status is found on this CLICK

3. Majority of the items, are left from previous procurements, however it was decided that the pipeline will focus on the following items in 2018

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https://docs.google.com/spreadsheets/d/1bPmsps5RHnzJYjxsrnt8GUfTvxdG5ZPo45-9DqIKOVU/edit#gid=1342291812

o Aluminium sulphate gran 17-18%o Calcium hypochlorite 65-70%o Chlorine tablets, 67mg, ctn of 16,000o Water-Cont LDPE, Collapsible 20l, 1.3mo Water floc. & disinfectant, box of 240 sachetso Filter cloth, roll of 18mo Bucket (20ltr w or w/o taps)o Pool tester kit, with inputs for 250 testso Collapsible water tank (20m3) with tap standso Collapsible water tank (10m3) with tap standso Collapsible water tank (5m3) with tap standso Onion tank (30m3)o Hand pump spare parts (fast moving)o Riser pipe India MKII, 32mm dia, 3mo Cylinder, assembly, India MKIIo Tool kit, special, India MKII, hand pumpo Tool kit, standard, India MKII, hand pumpo Tool kit, fishing, India MKIIo UNICEF hygiene kito IOM hygiene kito IOM MHM kito Latrine digging toolso Latrine slabs (squatting plates)o Tarpaulin, reinforced, 5x4mo Soap, ctns of 25 bars @ 800/600gmso Spray pump

4. Any partner can access the pipeline even non HRP partner if they have enough proof to justify the needs. The procedure:o Partner conducts an assessment.o Partner at that time should not register beneficiaries or make promises to the

local community. o Partner fills in the Core Pipeline Request form (CPR)

Partner should indicate which warehouse they want to pick up the items from.

It is worth noting that the transport of the items is on the side of the partner. However in certain cases can be supported by Logs Cluster (LC), see working with Logs cluster.

o Partner sends the CPR to the WASH cluster Coordinator/s together with the assessment.

o WASH Cluster Coordinator/s asks the partner if they have any pending reports for the previous items they used from the pipeline. At the same time WASH cluster consults the SFP from the relevant state checking if there is no overlap of activities.

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o If there is no pending reports and no overlap, WASH cluster endorses the request and forwards it to the pipeline managers keeping the partner in copy. For UNICEF items keep in copy Cosmos Andruga [email protected] and Taban Severino [email protected] for IOM items please use the general pipeline email [email protected] the main contact person in case of any problems is Sukwhant Kaur (Kanti) [email protected]

o For IOM items, Kanti usually responds by email informing the partner that items are available for pick up. In UNICEF there is a need for the pipeline manager to produce Release Order (RO) and send it to the relevant warehouse. Before this is done, partner cannot pick up the items. It is worth following up on ROs with UNICEF as sometimes the process can be long. Only after the issue of RO by UNICEF partners should submit the Service Request Forms (SRF) to get cargo support to airlift these items from the respective ware houses.

o Once the items are picked by the partner and utilized there is an obligation of sending the report for the use of items to the pipeline managers keeping the cluster in copy. Template below:

5. WASH cluster is also responsible for recommendations on prepositioning of the items to field locations during dry season. This is done through SFP working with partners in the field. Pipeline Managers take the recommendations into account when making their plans.

6. WASH cluster also calls the meetings of Pipeline Managers whenever needs arise, there is no scheduled regular meeting, ad hoc ones seem to be working well. Meetings might be called if there is a need to discuss dry season prepositioning, plans for next year or items in the pipeline e.g WASH cluster recommended that MHM kits should have the at least 6 reusable sanitary pads in 2018 (increase from 3).

7. Clarification on the kits available in the pipeline:o Currently in the pipeline we have three types of kits. UNICEF hygiene kit, IOM

hygiene kit and IOM MHM kit. Both Pipeline Managers are requested to use the same name as indicated in Core pipeline supplies.

o Content of the UNICEF Hygiene Kit: Underwear, bathing soap, re-usable pads, solar torch, plastic comb, small towels, rope (plastic)

o Contents of the IOM MHM kit: Underwear, multi-purpose soap, re-usable sanitary pads.

o Contents of the IOM hygiene kit: Towel, soap, toothpaste, toothbrush, nail cutter, nylon rope, razor blades and clip, safety pins.

o There has been a lot of discussions on the topic and the following was decided:

- Menstrual Hygiene Management has to also fall under WASH, it is not just a protection issue so we have to have MHM kits in WASH pipeline.

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- UNICEF WASH does not procure dignity kits, the kits are called hygiene kits and consist mainly of MHM items.

- Since UNICEF is an agency that has activities relating to a lot of cross cutting issues, it is important for them as an Agency to mainstream these issues not only externally but also internally within other sections. That is how some items that improve safety were added to the UNICEF hygiene kit. This kit still falls under WASH and is distributed by WASH partners, however taking the items that improves safety out of the kit would be a great step back for UNICEF and to the whole of WASH cluster to be honest.

- IOM also procures MHM kits, but their kits do not have additional items which improves safety.

- For the IOM hygiene kits they are basic hygiene items, which are used to support newly displaced population e.g. new arrivals in POC in a crisis. They are not a common item and we do not procure large quantities.

- This differences in the two hygiene kits are a result of different mandate of IOM and UNICEF.

- Majority of the WASH partners distribute hygiene kits that are composed by the requesting organization out of the lose items available in the pipeline. In addition to that, in certain locations we are able to add MHM items to the distribution. And for the partners it makes no difference if it will be IOM MHM kits or UNICEF hygiene kits. As mentioned before the IOM hygiene kits are hardly ever considered due to specific requirements of when the distribution is feasible.

- On UNICEF dignity kits – they are never procured with the pool funds, and it was agreed that when it comes to CERF and SSHF, UNFPA will be the agency requesting the funding for dignity kits. However if UNICEF is able to secure additional funding for dignity kits, that is great for the overall response in South Sudan and we should not interfere with that

Guidance on Working with Logs cluster

WASH cluster is a supply dependent cluster and we are the major users of the Logs cluster services (about 30-40% of the total services of logs) and therefore it’s important that we maintain a good relationship with the logs cluster. This goes also for advocacy on the funding, WASH activities will not be supported fully if LC does not receive funding. Important to remember during SSHF or CERF allocations. 1. The Service Request Form (SRF) is the document that partners need to use if they

want LC support. It is available here:

i.2. LC operates from Rumbek and Bor only!!! They do not have operations running

from Juba and will not fly out items from Juba to the field. This comes a surprise to majority of the partners. Rumbek hub serves the Western part of the country and Bor serves the Eastern one.

3. LC does not have trucks and does not support transport by land at all, no matter the location. Another thing that partners do not understand.

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4. LC can support organization of convoys in terms of access and clarify the documents needed, however the trucks need to be rented or owned by the partner.

5. If the partner has items that need to be transported from Bor or Rumbek they fill in the SRF and send to WASH cluster for endorsement. If the items come from the pipeline that means the SRF can be submitted only when IOM confirmed the pickup via email AND/OR UNICEF send the Releases Orders (ROs).

6. On situations where partner is getting pipeline supplies from Juba (e.g. not available in Rumbek) it is partner’s responsibility to transport the items to one of the hubs for LC pickup. SRFs should not be submitted for items that are on the way. This creates confusion and causes financial losses when flights are being scheduled but during loading it turns out that only half of the cargo is there and the other half still on the way.

7. Once the SRF is endorsed, cluster sends it to LC keeping the partner in CC. This is often done by SNCCs instead of national cluster. For communication with LC best to use the general email [email protected]

8. Logs cluster also organizes the barge from Bor to Malakal. They are send every few months and partners can transport materials with the use of barges, however that requires specific clearances from the government. LC can be contacted for clarifications on that. Barges are slow and it takes about 4 weeks for the items to arrive (if I remember correctly).

9. Prepositioning during dry season is a very important part of the response. If items are not send by road during rainy season airlifting the items will be too expensive in the rainy season and some locations will not be served. For example the POCs need to work on the prepositioning, this has to be done during the dry season. Convoys are organized but LC to support pipeline managers in restocking the rub halls. It is very hard to later justify the airlifting of any assets to POCs.

10.As mentioned before any funding for WASH should come with funding for LC, advocacy should be done jointly especially for pooled funding.

11.It’s important to sign up on the LC mailing list and share with partner’s information on organized convoys in the dry season and take full advantage of the roads being open. Sign up for the mailing list through the LC website http://www.logcluster.org/ops/ssd11a which also has a lot of useful documents and maps.

Mobile response (EP and R) Coordination Guidance

WASH Cluster have a group of mobile response partners namely NRC, OXFAM, MEDAIR, Solidarites International, PAH who are funded by ECHO to carry out mobile WASH response throughout South Sudan. These partners have teams who look to carry out rapid responses to any emergency hotspots. Typically these responses are for up to three months in a location but these organizations have more than one team which can work in various locations at the same time. Once the response is over by a team in one location then they will look for another location where they can respond rapidly. WASH Cluster Coordinators meet with these group of partners so that they can analyse the

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http://www.logcluster.org/ops/ssd11a


country context/ situation and foresee/ track the upcoming emergency. IOM also is part of this group and have similar mechanism although they are not funded by ECHO whereas UNICEF who also have a Rapid Response Mechanism (RRM) is part of this group to update them on their plans and report on their responses. UNICEF response is typically for seven days which mostly is in collaboration with other UNICEF sectors and WFP.

WASH Cluster has an EP and R dashboard in which these partners are reporting weekly on Mondays. On Monday morning WASH Cluster Co-Coordinator, uploads the EP&R dashboard filled in the week before and saves it in archives for future reference. Archived dashboards are available on the click here

The main dashboard is a working document, and it doesn’t need to get deleted or cleared before reporting. The partners change the date of the last updates so it is known when the last update was done. Each Monday morning after saving the previous file, a reminder is sent to partners to report for the last week in the weekly column update. EP&R dashboard is available on this link :

Reminder for partners should be sent to the SS-RRM mailing list. There is also active EP&R WASH skype group for any urgent alerts and exchange of information.

GUIDANCE ON PRIORITIZATION PROCESS

- The prioritization process relates to prioritization of air assets in the country. Might also be helpful when taking decisions regarding endorsement of the pipeline requests. However the main goal is to rationalize the support of Logs Cluster and UNHAS.

- The process is ICWG led and the timeline is also send as reminder by OCHA.- Priorities are assessed bi-weekly, however due to the context it is acceptable to

bring arising matters at any time during ICWG meeting or anytime during the week in case of major crisis.

- Week before the prioritization ICWG meeting (Tuesday) on a Wednesday/Thursday WASH cluster asks the EP&R partners and SFPs to flag locations that need to prioritize. This is done by sending an email to SS-RRM mailing list and the SFPs, with a request to fill in the WASH prioritization table. Before the email is sent WASH Cluster Coordinator/s, uploads the WASH prioritization table filled in two weeks before and saves it in archives for future reference.

o The main WASH prioritization table is a working document, before the email to partners is send it needs to be clear. The table CANNOT be cleared when you are logged on the [email protected] account that will cause all the formulas and dropdown lists to be erased together with data. In that case please use the original document to link the list again. If support needed please ask Abdul (IMS- WASH Cluster)

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https://drive.google.com/drive/folders/0B9eYSGxdH7tMbDJCWWpweHM5Rms



o Main file below, only to use when something got deleted

o The document that partners use fill in the prioritization table is here o Reminder for partners should be sent to the SS-RRM mailing list and to

all SFPs

- Indicators in the table are there to help WASH cluster make the decision which locations should be brought to ICWG discussion. It is crucial to take the comments are taken into account as some location do not have sufficient information but should be prioritized for an assessment.

- Partners and SFPs fill in the table, WASH cluster can also add a location if other partners will bring request directly to coordinators. The deadline is Friday midnight.

- On Saturday morning Coordinators reviews the requests and decides on maximum of 5 locations to bring to ICWG. To facilitate that, the form for ICWG needs to be filled by Saturday noon. The form is available here

- Once this is completed there is a need to send feedback to all the partners and SFPs on which locations were or were not prioritized by WASH with justifications.

- Once the ICWG list is closed (Saturday noon) Coordinators should review all the locations listed by all clusters and indicate how important each of them is from WASH perspective. This has to be done for ALL locations, not just the ones that came from WASH. This needs to be done in the column 3.8. Wash, by selecting a rank in form of %, 100% - rank 5, very important for WASH, etc.

- Additionally WASH in cooperation with REACH is responsible in providing the data in the column 4.8 Access to drinking water (by County). This also needs to be incorporated in the table in consultation with REACH according to the table provided below

- After the locations are put on the list for discussion it is worth to follow up with partners what exactly they need to respond in these areas e.g. how much cargo waiting they have, is it prepositioned in Rumbek or Bor, when will it be, if it is for assessment, check when the team is ready to deploy etc. This should be done before Tuesday.

- During Tuesday prioritization meeting Coordinators advocates for locations brought to ICWG for prioritization. Sometimes, the heat map does not reflect that situation that is why it is so important to comment on the locations brought up.

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- Once the decision is made Coordinators uses the information from the partners to request the support of UNHAS and Logs Cluster. OCHA is the link for UNAS and supports organization of the flights for priority locations.

- Once the locations are selected and signup sheets from OCHA circulated it is important to inform the partners on the decisions made. Email should be shared with SS-RRM group, SFPs and any additional partners that can benefit from the prioritization. It is not recommended to send this to the whole mailing list, as some partners might see it as encouragement to start writing proposals for these areas. Which is not the case when the response is being organized already.

- It is important to take advantage of any flights prioritized. E.g. if S/NFI is conducting assessment in a remote location that was not prioritized by WASH there is a big chance that they needs for WASH are also there. It is good to encourage partners to go on that kind of joint missions.

- Reporting on the prioritization is done through the EP&R reporting system. OCHA requires information on weekly basis, till Saturday noon. However since the partners report on Mondays, the information is filled in on Monday nights or Tuesday morning. This was communicated to OCHA and should not be changed. Cluster takes information from the EP&R dashboard and fills in the info for the priority location in the OCHA document available here

- It is good to include any requests for additional flights in this form. E.g. Response is ongoing, distribution planned for 24.10, flights required in 2 weeks and 5 weeks. Preferred dates: 21.10 and 11.11. Cargo pending 10 MTs.

APPENDICES

LINK TO SPHERE STANDARDS; please go to the WASH section which is found on page __

I. TOR WASH Cluster of 54

II. TOR for PartnersIII. TOR State Focal PointIV. TOR SAGV. TOR Steering CommitteeVI. Terms of reference - Cholera Working Group and Deliverables VII. Terms of Reference - Safe Water Supply and Surveillance Mapping Technical Working

Group (SWSSM-TWG) VIII. Terms of reference - Urban WASH Technical Working Group (TWiG) IX. Terms of Reference - Accountability to Affected Populations (AAP) TWIG.X. Draft Terms of Reference for WASH M&E TWGXI. WASH Nutrition Guidance notes XII. Strategic guidance on Cholera response ( to be updated by Jan 2018 as it

needs to be reviewed in 6 months) – please refer to the WASH Cluster google drive for the existing

XIII. WASH Cholera response plan (in making to be attached to this by 15 January 2018). please refer to the WASH Cluster google drive for the existing

XIV. All google links to the necessary documents to be featured here (Abdulfattah to compile this)

I. Terms of Reference for the South Sudan WASH Cluster

1. Purpose of WASH Cluster

The main purpose of the South Sudan WASH Cluster is detailed below.

Provide support to the Humanitarian Response in consultation with Ministry of Water Resources and Irrigation to ensure enabling environment for delivery of WASH services and accountability to the people of South Sudan.

Ensure proper coordination of Cluster partners by establishing appropriate mechanism with various government authorities at the various levels, civil society organizations, WASH partners and any other relevant actors for effective humanitarian response and development in the WASH sector.

Provide a platform for technical inputs from the various WASH stakeholders through sharing of experiences and best practices and at the same time act as

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an advocating body to Government and donors for improved delivery of WASH services based on lessons learned and best practices.

2. Scope of WASH Cluster

The WASH Cluster will engage in the following activities:

Coordination with government at all levels Ensure appropriate links with national and local authorities, state institutions, local

civil society and other relevant actors (e.g. peacekeeping forces) and ensure appropriate coordination and information exchange with them, and where possible coordinate capacity building of local authorities.

Ensure that appropriate government representatives are invited to WASH Cluster meetings.

Identify core advocacy concerns and advocate to appropriate governmental bodies.

Appropriate coordination mechanisms Ensure coordination with other WASH bodies, complementing each other’s work

towards common WASH goals; Ensure coordination among humanitarian partners in responding to needs and

filling gaps, ensuring an appropriate distribution of responsibilities within the sectoral group, with clearly defined focal points for specific issues where necessary;

Ensure updated contacts, locations and type of WASH response of all WASH partners and shared regularly with all partners;

Ensure effective links with other sectoral groups through participation in appropriate sectoral coordination mechanisms, including working groups at the national and, if necessary, local level;

Promote effective emergency response actions that, at the same time, consider early recovery and development planning as well as prevention and risk reduction concerns;

Technical standards and best practice Ensure that sectoral group participants are aware of relevant policy guidelines,

technical standards and relevant commitments that the Government has undertaken under international human rights law;

Ensure utilization of participatory and community based approaches in sectoral needs assessment, analysis, planning, monitoring and response;

To systemize lessons learnt and contribute to their wide dissemination (Guidelines, technological designs, communication messages, community empowerment);

Promote cross-cutting issues as part of every WASH intervention (e.g. environment, gender, HIV, and human rights);

Foster transparency and accountability in all WASH assessments and interventions.

3. Members

As per the voluntary spirit of the cluster mechanism, membership in the WASH Cluster shall be open to all WASH partners in South Sudan wishing to better coordinate their activities through participation in WASH Cluster meetings and the processes that allow for effective coordination.

In terms of meeting attendance it should be noted that: of 54

o At the discretion of the Cluster Coordinators participation in some meetings (and involvement in processes) may be limited to strictly humanitarian WASH actors. Further details regarding membership are given below.

o In order to ensure capacities within the MWRI in mounting a timely, consistent and coordinated response to minimise the humanitarian consequence on the population, MWRI is invited to be represented at any and all of the WASH Cluster meetings by a dedicated staff member. The WASH Cluster Coordinators will liaise with MWRI on a regular basis to ensure transparency and an open working relationship.

o The MWRI representative has the authority and responsibility to invite representatives from other government line ministries.

o The WASH Cluster will have standing invitations open to representatives from UN OCHA (WASH Sector representative)

o The WASH Cluster will have standing invitations open to representatives from the WASH Donor Group (Chair).

o WASH Cluster meetings shall, however, also be open to any interested organisation that wishes to attend including donor representatives and other line ministries of Government. In addition, these partners may be specifically invited to help in addressing critical sector priorities.

o Members of the WASH Cluster are strongly encouraged to actively participate in the WASH Cluster meetings to ensure the purpose of the cluster (as a group of partners) is achieved.

o The existence of the WASH Cluster does not preclude individual contacts between members and the GoSS, other groups, donors, though it is hoped that it may reduce the need for many of the individual meetings.

Beyond the inclusive membership outlined for, humanitarian WASH partners are also able to partner formally as implementing partners of the South Sudan WASH Cluster response plan (outlined in the Consolidated Appeal) by submitting project proposals for inclusion in the Consolidated Appeal. In addition to helping WASH agencies with fundraising, this form of partnerships ensures that the cluster coordination mechanism is strengthened with humanitarian WASH actors not only working in a spirit of cooperation but actually responding a strategic manner, joined up with other cluster response plans. Humanitarian WASH partners are encouraged to submit projects into the Consolidated Appeal, however, inclusion of projects in not guaranteed, but determined through a peer review process as per IASC guidelines.

Partners are also encouraged to participate in the cluster by committing themselves to working within other frameworks developed by the cluster, for example, a strategic operational framework SOF) that may go hand in hand with the cluster response plan (in the CAP) or that may be developed for specific crises.

Partners are also encouraged to demonstrate commitment by participating in key cluster activities, in particularly activity and stock reporting.

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4. Working Modalities

The WASH Cluster is led by UNICEF and Co-led by NRC. Both agencies provide a coordinator and co-coordinator for the purpose of cluster coordination. The roles and responsibilities of the Cluster Coordinator and Co-coordinator are outlined in separate TORs.

The Cluster Coordinator and Co-Coordinator are responsible for organizing WASH Cluster meetings, Co-Chairing WASH Cluster meetings and communicating with cluster partners.

Special technical working groups can be formed to review particular technical matters or areas of special attention and urgency. Technical Working Groups will have a limited membership and operate for a short duration with ToRs. Technical working groups may need to carry out in depth work to draw up specific recommendations that will allow the WASH Cluster to make informed decisions.

5. Linkage with other Key Coordination Groups

The South Sudan WASH Cluster has a key place within the humanitarian architecture in South Sudan. There are also several other coordination groups and WASH related bodies, which the WASH Cluster seeks to link with to ensure that WASH partners are supporting effective humanitarian response and working toward agreed WASH standards.

WASH Sector Steering Committee – Government-led, and facilitated by UNICEF (this is the decision making body apart from the Government)

Biannual WASH Planning and Coordination meeting – called by the Ministry of Water Resources and Irrigation (MWRI) and facilitated by UNICEF

Budget sector working groups – annual meeting in July/August WASH Donor Group (WASHDoG) – monthly meetings of donor representatives, led

by a donor representative Inter-Cluster Working Group (ICWG) – facilitated by the UN Office for the

Coordination of Humanitarian Affairs (OCHA)

II. Terms of Reference for WASH Cluster Partners

Introduction

This TOR is intended to define the role of WASH Cluster partner agencies implementing WASH. Cluster partners are responsible to contribute in development of WASH Cluster response plan (HRP), to be part of the response plan through submitting their annual projects and report on the progress on monthly basis to the cluster. They are to support the Cluster Coordinators, Sub Cluster coordinators, designated focal points in order to achieve the Cluster targets and should not complicate the decision making. They should keep the interest of the affected population as prime and work in a coordinated way to ensure that the population affected is supported with the WASH services and facilities. The Cluster partners should agree and support implementation of Accountability to the affected population (AAP) minimum requirements. Cluster partners should respect the cluster strategy and follow it.

Collective Responsibility of WASH Cluster Partner agencies

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Share the exchange of ideas, information, guidelines, statistics and other data among partners

Cluster partners to assess and map the WASH needs of the affected communities in their target areas

Advocate for access to water, sanitation facilities and improved awareness on good hygiene practices for the population living in humanitarian emergency to protect them against public health risks.

To assist mapping capacities of organizations participating in the WASH response efforts, where organizations are working, and what inputs they are providing.

Support planning on the basis of mapping, to avoid overlap and duplication of efforts, and address gaps.

Raise, discuss and make recommendations for arising policy issues and refer to the cluster as required.

Develop standards and be willing to harmonization of procedures as appropriate. Provide or request guidance and capacity development for WASH response that is

viable, cost effective and meets agreed minimum standards and is in accordance with government and WHO guidelines.

Establish mechanisms and develop tools for monitoring the progress and extent of WASH services provided, and prepare updates on activities and results of the collective work of cluster partners in light of the agreed minimum standards including cross-cutting themes such as Gender and HIV/AIDS.

Liaise with the field-based WASH cluster focal points on policy issues and support. Technical and capacity development and implementation needs. Supply needs and operational support needs.

Document challenges faced in reaching the agreed standards with respect to water supply, sanitation and hygiene promotion and advise all actors on what could be done to overcome the same.

Map out priority areas of WASH interventions and propose appropriate response strategy.

Provide input for any joint appeal and formulate WASH Contingency Plans and report based on the plan.

Monitor output indicators on an agreed timeframe and report to WASH Cluster Coordinator

Support WASH Cluster Coordinator to advocate for achievement of outputs

What is expected of WASH Cluster partners?

The WASH Cluster structure and its coordination mechanisms will accommodate the interests of all sector actors, whether or not they are participating, to:

Influence and endorse the overall aim and objectives of the WASH Cluster. Be proactive in exchanging information and reporting, highlight needs, gaps, and

duplication, mobilize resources (financial, human, material), engage with affected communities, and build local capacity.

Report, provide information on gaps to the cluster ( coordinators, focal points, and fellow partners)

Share responsibility for WASH Cluster activities, including assessing needs, developing plans, and developing policies and guidelines through working groups.

Respect and adhere to agreed principles, policies, priorities, and standards. Work as a team.

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III. Terms of Reference for Strategic Advisory Group (SAG) 2017 1. Primary objectives of the SAG Support the South Sudan WASH Cluster with strategic direction based on the

prevailing context in order to constantly develop the quality of humanitarian WASH response in South Sudan.

Support development and adjustment of a strategic framework, priorities and action plan.

The SAG will serve as the primary review committee and therefore review/ contribute to the Humanitarian Response Plan (HRP) process as well as the SRC for the South Sudan Humanitarian Fund (SSHF) allocations.

2. Structure and Membership of the SAG

The SAG will be a unique, voluntary body within the WASH Cluster, distinct from the WASH Cluster Coordination Team (Coordinator, Co-Coordinator, Monitoring and Reporting Officer, Information Management Officer, State Focal Points) and SSHF Monitoring and Reporting Advisory Group (to which the Cluster M&R Officer belongs) and any of the Cluster’s Technical Working Groups.The SAG will be formed through the direction of the WASH Cluster Coordinators – with input from all WASH Cluster partners. Its composition will be rigid, consistent and representative of the entire WASH sector. Representation of the SAG will include: The WASH Cluster leadership (Coordinator and Co-Coordinators) will also have a

standing membership of the SAG. (Chair and Co-Chair) UNICEF as lead agency; Partners from international and national organizations; Partners from each sub-sector (water, sanitation, and hygiene); Partners from both recovery and emergency contexts; Partners from or very connected to field level implementation; and Technical experts who are both internal and external to the Cluster. Government should be represented, at a minimum by the Ministry of Water

Resources and Irrigation (MWRI), but on an ad hoc/ need basis A representative from the humanitarian Donor community as an observer

SAG membership is periodically reviewed (at least annually) attempting to maintain full active membership, with a good balance between members. A formal nomination process will be defined by the Cluster Coordinators and endorsed by SAG partners.

3. Role of the SAG

Strategic and Operational Guidance: The SAG will formulate and agree the Cluster’s ‘Strategic Operational Framework’

(SOF) and ensure it is complementarity with MWRI policies and plans at the national and state level, updated regularly according to evolving needs and being used to hold partners to account.

In devoid of MWRI standards in Emergency SAG will refer to the Sphere standards. The Cluster Coordinator will develop and present to SAG the annual Cluster work

plan, SAG will provide strategic oversight of its application/implementation by of 54

Cluster partners. The SAG will see through the interest and expectations of Cluster partners.

The SAG will provide strategic oversight on integration of inter-sector planning and inclusion of cross-cutting issues.

Technical Guidance: The SAG will ensure appropriate technical standards and quality assurance

mechanisms for Cluster partners are agreed, disseminated, and consistently applied. Additionally the SAG will;

Support WASH Cluster Coordinator to establish ‘Technical Working Groups’ (TWGs) as required and hold such groups accountable to Terms of Reference agreed by the SAG; ensure proper representation within such groups; ensure timely output; ensure transparent reporting; and close such groups.

Cluster Coordination Performance Monitoring: The SAG will agree on performance indicators with in the Cluster Coordination

Performance Monitoring (CCPM) framework in order to monitor and measure the overall performance of the cluster, and the method by which these will be measured and monitored.

Conflict Resolution SAG will play a role in sorting conflict between partners. Cluster Coordinators can

seek guidance from SAG on conflicting issues.

4. Transparency and Accountability

Decisions will be taken following a transparent and inclusive process, and the SAG should reinforce and contribute to supporting the six cluster core functions plus Accountability to Affected Populations (AAP). In addition, the SAG will ensure transparency and accountability by; Ensuring effective dissemination of outputs from the SAG including endorsement

by WASH Cluster members. Ensuring decisions made by the SAG shall be taken to the extent possible on the

basis of consensus. Ensuring that the SAG has a decision-making role only if delegated by SAG

partners (through email or at meetings). Ensuring that all decisions from the SAG will be recorded in meeting minutes.

5. Meeting Structure

The SAG will meet quarterly, separate from the Cluster meetings. If there is an urgent task or decision to be taken, the SAG may be called more often. If a SAG member cannot attend a meeting, the member is to recommend an

alternative technical expert from the same agency. If no alternative technical expert is available, the SAG member to contribute by email. 70% of attendance in the SAG can be considered ok for a meeting.

Extraordinary meetings may be called by the (co-)chairs, or at the request of at least 3 other members.

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The draft agenda will be circulated to SAG members in advance of each meeting. Draft minutes will be shared with SAG members for their comments. Final minutes

will be shared with SAG and WASH Cluster members.

Current SAG membership: UNICEF IOM ACF ( To be reviewed) OXFAM Mercy Corps ( to be reviewed) CMD – National NGO IHO- National NGO Cluster Coordinator Cluster Co- coordinator ECHO (as an observer)

IV.Terms of Reference for WASH Cluster Sub National Cluster Coordinators

I. Introduction

In April 2010, the Sudan Humanitarian Country Team (HCT) Juba Satellite (now South Sudan HCT) adopted the cluster system to strengthen and improve humanitarian coordination mechanisms, ensuring that coordination structures are up to the challenge of addressing the complex and pressing humanitarian situation in South Sudan.

In line with Humanitarian Reform principles, NGOs, international organizations and UN agencies operating in the WASH sector come together under the leadership of the WASH Cluster (Led by UNICEF and Co-Led by NRC) to identify gaps, plan and prioritize response, and to implement and monitor activities in a spirit of partnership. The overall purpose is to alleviate human suffering and protect the lives, livelihoods and dignity of populations in need.

The Government of the Republic of South Sudan is primarily responsible for the initiation, organization, coordination, and implementation of humanitarian assistance within its territory. Whenever possible, the WASH Cluster operates in support of and in coordination with local authorities at national and sub-national levels.

At state level the WASH Cluster is represented by a State Focal Point (SFP) from the NGO community who provides coordination for WASH Cluster partners in the given state. SFPs agency partners are recruited by the Cluster leadership and SAG in Juba, in consultation with partners. The Cluster leadership is responsible for training and supporting the SFPs to ensure the WASH Cluster is reaching its full potential for coordination at state level. The NGO agency hosting the SFP role also provides support to the SFP.

II. Objective

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Improve state level coordination within the WASH Cluster in order to respond to emergency situations effectively and improve the delivery of WASH services in the state.

III. Accountability

Accountability on the part of the SFP and the WASH Cluster Coordination team in Juba is ensured by a signed MOU between the SFP, SFP NGO leadership, and WASH Cluster Coordination Team.

IV. Specific Responsibilities

Facilitate state level cluster meetings, ensuring that: government and all partners are informed of meetings; agenda is written and used; meeting minutes are shared with government, partners and WASH Cluster Coordination team.

Ensure the establishment/maintenance of appropriate WASH Cluster coordination mechanisms, i.e. WASH Cluster Response Plan during acute emergencies, Monthly Activity Reports, Monthly Stock Reports.

Act as the focal point for inquiries on the cluster’s response plans and operations within the state.

Represent the cluster at Humanitarian Coordination Forums in the state. Provide updates to the national WASH Cluster Contact List, to ensure it is accurate

to state-level. Ensure knowledge of who is doing what and where within the sector in the given

state, using a 3W tool that is periodically updated. Ensure WASH partners in the state are reporting their activities to the national

WASH Cluster on a monthly basis, and reporting emergency stock levels each month if they have them.

Provide feedback to the WASH Cluster Coordination team on progress in the WASH sector at state level, including successes, obstacles and best practices.

Work with Unicef colleagues at state level to monitor Core Pipeline levels, facilitate partner requests for supplies, approve release of stock to partners, and assess if Core Pipeline quantities meet existing and expected needs of the given state.

Provide feedback to Cluster Coordination team regarding outstanding WASH Cluster Core Pipeline needs at state level, as needed.

Facilitate—in partnership with cluster members and/or with inter-sector team—needs assessments, monitoring/evaluation and impact assessment and other programmatic issues as needed.

Provide leadership in rapid-onset and chronic emergency situations by carrying out rapid needs assessments (depending on partner capacity), joining in IRNA’s and coordinating a response in partnership with OCHA, RRC, all clusters at state level, and the WASH Cluster Coordination team.

Ensure effective links with other clusters at state level (with OCHA support), especially Health, Nutrition, and NFIs.

Support Cluster Coordination team with planning issues including Consolidated Appeal Process, risk analysis, preparedness/contingency planning, gap filling and implementation of preparedness actions.

Provide feedback to Cluster Coordination Team on CAP and CHF processes to ensure national level decisions are well informed.

Advice and support development of WASH Cluster baselines, benchmarks and measureable indicators.

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Support advocacy campaigns, especially cross-sector advocacy issues (such as humanitarian space and access, need based assistance, impartiality and neutrality of humanitarian response) and special events (such as World Water Day and World Toilet Day).

Brief new cluster members on the humanitarian situation, gaps in the area and sector specific issues, share the contact list with them, and facilitate connections with key partners and local and national authorities.

Where possible, endeavor to capacity build partners or facilitate opportunities for learning and growth. Keep partners informed of funding opportunities, especially CHF (and the CAP in relation to accessing CHF) and RRF.

In locations with camp settings like PoC or displacement camps coordinate with other cluster through CCCM to ensure that there is collaborative service provision and ensure equitable access and accountability to affected population. Work with CCCM Cluster to support service provision in camp settings and that issues flagged by Camp Management are adequately addressed and informed to the National WASH Cluster Coordinators in line with the cluster roles and responsibilities.

V. Terms of reference – WASH Cluster Steering Committee

1st version, 9th of January 2018:

The new WASH Cluster Coordinator and Co-Coordinator held a special “SAG + EP&R/Mobile” meeting on 15th Dec. 2017 to gather the key members of the WASH Cluster based on the results of the CCPM (Cluster Coordination Performance Monitoring) survey. With 75% of participation, hence showing a very good appreciation of the work done by the previous team, several comments pointed out a kind of monotony of the regular plenary meetings as well as a lack of transparency on the decision-making process of the WASH Cluster.

o Introduction: A collective decision: Launch of a pilot Steering Committee with clear ToR to be defined

and to meet just after the EP&R meeting (WASH CLUSTER meeting, 21 Dec 2017, Decision/Minutes);

A compensation/complementary tentative: Change of frequency of the WASH Cluster meeting from a bi-weekly to a monthly basis (Idem + WASH CLUSTER “SAG + EP&R/Mobile” meeting, 15 Dec 2017, Minutes);

o Main objective: Improve the ad hoc coordination of the WASH-related humanitarian preparedness and

response for mobile and non-mobile (“static”) interventions;

o Prerogative: Take collective ad hoc decisions on short-term issues facing acute operational challenge:

a) as direct decision maker by itself on behalf of the collective;b) as requester/delegator to the WASH Cluster/SAG/TiWG/key

group(s)/stakeholder(s);

Definitions:

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- Short-term issues = Constraints/blockages OR opportunities;- Acute challenge = With short term implications OR immediate deadline;- Operational challenge: Without strategic change;

o Frequency and duration of the SC meeting: Weekly; 30’ (Tuesday from 3:00-3:30 pm, just after the EP&R meeting); Location: UNICEF old conference room per default;

o Composition: EP&R members; SAG members; Main Donors (OFDA, ECHO);

o Guests: Working groups’ focal points (under invitation or request); Other clusters/groups focal points upon the humanitarian actuality (under invitation only);

o Modus operandi: Draft of agenda with a limited number of burning issues to be shared by the WASH Cluster

Coordination team at least 24h before the meeting; Each SC’s member can suggest any additional burning issue at the beginning of the

meeting; Collective endorsement of the agenda and decisions, if need by SC member’s raising hand

(one vote per organization):- Majority;- Consensus if majority agreement for high sensitive decision.

VI. Terms of reference – WASH Cholera TWiG and Deliverables

There were two Cholera working groups one was for the Urban WASH and the second for guiding the ongoing response which were recently merged to one. Now the WASH Cholera Working Group will be led by Cluster Coordinators and Co led by UNICEF and OXFAM.

Following are the proposed deliverables of the group:

Update the partners on the status of Cholera outbreak in reference to the IDSR and other information available from the Health EP and R, Cholera task force, etc. through emails and cholera meetings

Appoint local/regional focal points from credible organizations to steer/coordinate, monitor the WASH Cholera response at the local level. Work with Sub Cluster Focal point (Former State Focal Point) and other focal points to update the partners on the status of outbreak and response and seek support, if needed.

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Review the cholera dashboard and support the Cluster Information Manager to update the dashboard with weekly/monthly reports received by the Cluster partners.

Review the annual Cholera preparedness (now Prevention) and response plan in consultation with all WASH Cluster Partners and make sure that the information reached to MoH/ WHO on time for further compilation. Incorporate lessons learnt and recommendation which came from the Cholera Review conducted in December by MOH / WHO and WASH Cluster partners in the preparedness and response plan. Calculate the cost of the response in phases (initial, medium term and long term). Review the Cholera response package for all the different phases of response

Review and update the existing Cholera Strategic guidance which exists. Initiate/ review and market the Urban WASH advocacy paper which was shared by

the Urban WASH working group. Also identify other advocacy issues related to cholera and help in developing common stand of Cluster partners in order to market it to the donors. Chronic issues cannot be solved by firefighting emergencies, needs more long term investments and longer responses. Lack of continuity ( when funds finishes or cases reduced partners exit)

Initiate capacity assessment, identify capacity gaps and come up with a capacity building plan for the partners.

Introduce/strengthen water quality control (treatment and monitoring) measures in collaboration with the government authorities and other responsible partners.

Strategize and come up with a guidance on Cholera in Cattle camps, fishing camps away from Nile that too in dry season.

Weak and delayed epidemiological analysis on outbreak which is a hurdle for partners to respond better during the outbreak needs to be timely and shared to all key WASH partners. To work with MOH/ WHIO to share the cholera contact information (line list where confidential information can be removed to be shared with WASH partners)

To raise better evidences of poor WASH situation in the hotspot areas through prioritizing on the baseline survey which will be taken up by REACH in the coming months. To introduce/ review formats for WASH cholera assessment for all the different phases.

Guide partners conducting research related to cholera.

Working group members: All WASH partners responding to Cholera outbreak (who are part of the Cholera skype group)

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VII. Terms of Reference - Safe Water Supply and Surveillance Mapping Technical Working Group (SWSSM-TWG)

(WCC have to see if some of the above mentioned deliverable can be passed on to this group than this can be revived)Introduction: The draft ToR provides a frame of the functions and outputs for the SWSSM-TWG. Draft of this ToR will be discussed in next TWG meeting then it will be reviewed, revised and validated by the SAG to be act upon.Main ObjectiveSWSSM-TWG is to provide technical and operational guidance on SWSSM related work during crises and epidemic outbreak emergencies in South Sudan. Geographic FocusAny high risk area in South Sudan. The initial focus will be on response strategies for Juba but will take into consideration how these strategies can be applied to all areas responding to epidemic outbreaks and other emergencies. POCs, IDP sites, areas hosting displaced populations, and low income urban areas are considered high risk and therefore will be prioritized.

Mode of Operation The WASH Cluster SAG will provide oversight to the TWG to ensure that it

achieves all outputs as described in the TOR. Organizations should nominate a designated TWG member. If that person cannot

attend in person or remotely, the organization may designate another representative.

Outputs from the TWG may be reviewed after six months to determine if the final document requires modification or updating.

Other partners and/or the relevant government counterparts outside TWG may be invited to participate in the TWG if their presence is required.

The TWG should develop a time based work plan to be submitted to the SAG.

Focus Areas Bulk Water Treatment/ Chlorination Oxfam, ICRC (not confirmed), ACF Point-of-use Water Treatment PAH, UNICEF (Adopt HHWTS-TWG

recommendations) Water Quality Surveillance ACF, REACH Water Infrastructure Oxfam, Medair (not confirmed)

o Repair and rehabilitationo Disinfection- IM2/3, borehole, HDWo Pipe network as applicable

POC/Camp/Settlement WQ Strategies SI, ACTED (not confirmed) Water supply mapping- coverage, gaps WIMS - (Support ongoing activities)

Contributing Government StakeholdersMinistry of Electricity, Dams, Irrigation and Water Resources (MEDIWR)Ministry of Water and Irrigation (MWRI)Juba City Council (not confirmed)Juba County RWSS

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South Sudan Urban Water Corporation (SSUWC) – (not confirmed)Duration of this ToROngoing Frequency of MeetingsMonthly and ad-hoc as required. The TWG will work primarily through smaller groups to manage outputsSpecific ObjectivesIn total there are 5 main objectives of the working group. Each specific objective and related tasks will be delegated to an agency or a sub-working group of agencies as well as a government counterpart to lead, coordinate and facilitate

1. To develop guidance note on setting up and operation of bulk water treatment in epidemics and protracted crises for the urban context in South Sudan. Outline water tanker network coverage, linking point of source and delivery

coverage areas as part of safe water supply mapping Work with government agencies to ensure consistent communication and

messaging to actors in the private water sector such as water tankers and private vendors.

2. Formalize a Point-of-use Water Treatment guidance note & strategy that takes into consideration a variety of water sources Determine an appropriate strategy on point-of-use (household) treatment for

water sourced from boreholes, open wells, water yards, rivers, swamps and private water vendors without disinfection and containing trace of FRC.

Define the triggering criteria for distribution of household water treatment (Aquatabs, PUR, filters)

Collaborate with education and health partners to ensure a consistent strategy and guidelines on water storage and treatment in institutions (schools, hospitals)

Collaborate with HP Working Group on developing safe water chain messaging, water treatment product sensitization.

3. Set up and manage a real-time monitoring system for global water quality surveillance Formalize water sampling and testing guidelines for chemical, physical and

bacteriological testing. Determine laboratory capacity and arrange a system where partners can drop

off samples to be tested. Set up reporting format (paper forms as well as mobile data collection) that will

contribute to a global database for water quality focusing primarily on free residual chlorine, and bacteriological loading.

Collaborate with REACH to publish regular maps of water quality. Water mapping and gap analysis in Juba - in collaboration with ongoing WASH

EMMA in Juba. 4. Develop strategy to monitor and manage repairs for water infrastructure

Monitoring and disseminate estimations of functional rates of urban water infrastructure including boreholes, water yards, open wells

Develop strategies that can quickly be applied for increasing management and maintenance of mechanized boreholes, water yards etc.

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5. Support POC/ IDP sites and other high risk camp settings with adequate water treatment Develop clear guidelines for water treatment in camp settings for cholera

outbreaks, including chlorine dosing levels, FRC testing and surveillance, chlorine sensitivity, bucket chlorination and disinfection.

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VIII. Terms of reference - Urban WASH Technical Working Group (TWiG) (both the above groups have been merged to consolidate on deliverables and have a greater impact. The below group has also achieved some of their objectives. To have a greater impact also it will be helpful to work with one group rather than several others, it will also help Cluster to provide better oversight).

OVERALL AIM This Urban WASH TWiG aims to contribute towards a better understanding of

WASH service delivery arrangements, issues and challenges particularly linked to urban areas in South Sudan. Considering how endemic cholera is in the country, the aim of the TWiG is to also support coordinated and sustainable WASH interventions that contribute to breaking the cycle of recurrent outbreaks.

RATIONALE Provision of urban WASH services has reached a critical situation in South Sudan.

The protracted nature of the country’s crisis, combined with the dire economic situation, inflation, shortages of fuel, consumables and staff, have considerably strained service provision across the nation.

Public investment in infrastructure (WASH included) and health is decreasing, with most state budget being channeled to defense. The WASH Sector is also at an embryonic stage, and whilst some guiding policies exist, legal gaps remain, and operationalization has been slow. This has led to the dilapidation of existing service delivery systems, as well as to clarity, fragmentation and duplication over sectoral roles and responsibilities, poor accountability and weak oversight systems.

The South Sudan Urban Water Corporation (SSUWC) holds the mandate for the provision of water to urban communities, but it suffers from extensive lack of human and financial resources, leading to an over reliance of unregulated service providers and increasing dependence on unimproved sources of water, especially of the poorest and most marginalized communities.

Such set up has contributed to cholera remaining endemic in South Sudan. The outbreaks have typically occurred during the rainy season in states along the big rivers and in areas with a high number of internally displaced persons and refugees. A recent report by the Ministry of Health has alerted, however, that areas with high concentration of people, such urban centers, which have previously been affected by cholera, remain at an increasingly high risk of suffering further outbreaks in the near future.

GEOGRAPHIC FOCUS

During the initial setting up stages, the Urban WASH TWiG’s geographic focus will be Juba; however, the expectation is that such approach will be replicated across other urban centers in the medium- to longer- term.

Why Juba? Juba is serviced by unreliable water service delivery modalities, dominated by

private sector provision. Although public water supply exists, the existing public infrastructure, constructed in 1937, is rapidly aging and its under-maintained piped network is limited to central city coverage, with unaccounted for water (UfW) being estimated at over 43% (AfDB, 2016). The public utility is only able to

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serve about 17% of the city’s population with piped water; and at least 70% of households in Juba fetch water for domestic use from unimproved water sources (as per JMP/WHO) such as water vendors and/or surface water like rivers, swamps and lakes. Although half of Juba’s population reportedly owns a toilet, access to improved sanitary facilities remains limited and has decreased over the years. Between 2013 and 2016, the percentage of households relying on unimproved sanitary facilities went up from 45% to 48%.

Cholera outbreaks are annual recurrence in Juba. As of May 2017 WHO confirmed that 579,778 people were currently at risk from cholera contamination in Juba County alone – the highest number across South Sudan. Although other regions are experiencing significantly higher cholera-related impact in terms of numbers of dead, should an outbreak take place in Juba the expected rate of propagation is likely to be much quicker due to the population density and the generalised level of poor WASH conditions.

Persistence of cholera-related incidence in Juba is a direct consequence of the protracted nature of the political and ethnic crisis affecting South Sudan since 2013; as well as the ongoing (and worsening) economic crisis. Conflict has led to the destruction of basic infrastructure, as well as to the curtailment of existing investments and cancellation of planned activities that could have substantially improved access to safe water and sanitation in the county (e.g. JICA Urban Water Supply Investment). Most recently, the soaring price of fuel and hyperinflation has further worsened the ongoing economic crisis, tripling the cost of accessing safe water from private water vendors as well as basic water treatment products. Such combination is forcing households to resort to unsafe water sources for example, which coupled with lack of sanitation and poor hygiene behavior is creating the conditions conducive to faecal-oral contamination and higher cholera transmission risk.

Critical gaps at sub-regional level and community levels remain, which means that government authorities and institutions do not currently hold the necessary human and financial resources to avoid a new outbreak or rapidly respond to it in a large-scale.

OBJECTIVES & RESPONSIBILITIES

Objective #1: Provision of Technical Advice to Partners on how to design interventions that are in line with appropriate urban WASH technical standards and implement activities that provide good ongoing quality service and respond to existing and emergency needs. Responsibilities include:1.1. Mapping out WASH Service Delivery across the city which identifies location of water sources and ongoing Partners’ interventions; the production capacity of water supply systems; water quality; sanitation and hygiene infrastructure, etc. 1.2. Identifying WASH Sector Bottlenecks by documenting existing issues;1.3. Collating information on existing Urban WASH sector capacity to respond to Juba’s water needs on a daily basis and in times of crisis, by mapping out what Partners are doing, where, with what resources and how;1.4. Gap Identification, by engaging with different Partners, identifying which areas which are not being covered and what resource Partners are missing;1.5. Assessing Cholera-related transmission factors prevalent in Juba by collecting relevant WASH contextual information, which includes mapping past outbreaks hotspots and areas characterized by low-supply of treated water.

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1.6. To contribute towards general WASH Cluster technical briefs, case studies and lessons by providing insights on urban focused approaches/activities/interventions, that support good practices and foster scaling up of similar approaches into other urban areas in South Sudan;

Objective #2: Advocating for financial resources that support longer term investment in urban WASH infrastructure. Despite the protracted crisis context experienced in Juba, communities are eager for resolutions that address chronic issues such as dilapidated infrastructure, lack of investment, good quality water at a fair pricing. Responsibilities include:1. Developing a Rationale for Action, which provides evidence of need and presents solutions based on integrated, coordinated and long-term interventions that can withstand moments of crisis; 2. Advocate across the Donor Community to support this kind of approach and provide recommendations on how that might be achieved;3. Putting forward sector recommendations that address critical constraints and bottlenecks, through modalities that capitalize on existing sector infrastructure, and Partners’ human and financial resources.

Objective #3: Acting as a Coordinating Platform, through which Partners can proactively engage in issues linked to the delivery of urban WASH interventions, in order to ensure ongoing coordination in normal times or when crisis hits. Coordination/Engagement will be step up especially in the latter. Responsibilities include:1. Developing Contingency Plans for future crisis (e.g. cholera, conflict, etc)2. Actively participating in information sharing and development of future cholera response and preparedness TWiG’s planning activities; 3. Review, advise and oversee the implementation of activities related to the other aims;

GUIDING PRINCIPLES

- Ensure relevant technical standards are formulated and agreed within the terms of reference and deadline set by SAG.

- Update the Cluster on status of work-in-progress and present final outputs/recommendations of the TWIG to Cluster stakeholders in oral and written form for feedback and comment;

- Ensure a TWIG membership that is representative of the wider Cluster stakeholder groups, and ensure that relevant technical skill-sets are appropriate and available;

- Ensure that experiences and feedback are captured and iteratively addressed in developing the outputs of the TWiG;

- Ensure all Cluster stakeholders have the opportunity to feedback into the work of the TWIG prior to presentation to the Cluster in plenary for validation, and following the SAG’s ratification.

- MEMBERSHIP- The TWiG should comprise of individuals representing a variety of agencies

operating within the WASH sector, in Juba County and traditionally involved in cholera responses;

- Members should come from NGOs, UN agencies, IOs, Bilaterals, but relevant academic or research representatives will also be encouraged to join in. The

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final composition of this TWiG will be reviewed and agreed by the Strategic Advisory Group (SAG).

- Beyond the TWiG membership, it is expected that relevant individuals or institutions will be invited to contribute on specific aspects of the TWiG workplan as and when needed.

- Oxfam South Sudan will be responsible for chairing the TWiG.

DURATIONThe TwiG will initially commit to a 1 year work plan and duration for activities and participation. By then, agreed outputs, according to the work plan validated by the SAG, will be reviewed for progress to measure achievements and review need for continuation.

WORK MODALITIES

- TWiG meetings will ideally occur on a monthly basis or ad hoc in case of specific issues, or should new crisis/outbreaks arise;

- Meetings will be held in person and minuted by members on a rotating basis;- Members are expected to:- Commit up to 10 days of work a year to meet the TWiG responsibilities and

outputs;- Feedback on documents and emails exchanges as and when required;- Actively and consistently participate in meetings/teleconferences and provide

timely contributions to TWiG work plan / outputs;- Demonstrate a commitment to the TWiG by contributing to its activities.

ANNEXES- Annex 1 – Work Plan Y1- Annex 2 – TWiG’s Membership List

- TOR of TWIGs- Core Pipeline and working with logs cluster- Cholera Response strategy- WASH Nutrition Response strategy

IX. Terms of Reference - Accountability to Affected Populations (AAP) TWIG

OVERALL AIM

The principal objective of international humanitarian action, and the purpose of coordination, is to meet the needs of affected people by means that are reliable, effective, inclusive, and respect humanitarian principles. Being often at the frontline of the life-saving sectors, water, sanitation and hygiene (WASH) is an active cluster in South Sudan and follows the “six plus one” cluster coordination functions: 1) supporting service delivery; 2) informing strategic decision-making for the humanitarian response; 3) planning and strategy development; 4) advocacy; 5) monitoring and reporting; 6) contingency planning; and the “plus one,” 7) accountability to affected populations.

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Regarding accountability to affected populations (AAP), the Inter-Agency Standing Committee (IASC) has developed five commitments for humanitarian organizations: 1) leadership/governance; 2) transparency; 3) feedback and complaints; 4) participation; and 5) design, monitoring, and evaluation. The AAP Technical Working Group (TWiG) aims to assist WASH cluster partner organizations in understanding AAP in more detail and in taking these commitments to a higher level of implementation.

RATIONALE

The role of South Sudan’s WASH Cluster AAP TWiG is to support, encourage, and enable the Cluster and its partners to integrate core people-related issues, including gender, age, diversity, and disability into each phase of the Humanitarian Project Cycle (HPC):

Preparedness: Preparedness makes it possible to respond faster, more appropriately and efficiently, and to make decisions based on more reliable information.

o Consult with available gender, protection, age, disability, Communication with Communities (CwC), and accountability-specialized agencies and focal points when developing preparedness plans.

o Ensure Sex and Age Disaggregated Data (SADD) is routinely collected, analysed, and used to set a baseline.

o Coordinate capacity building on core people-related issues and AAP for cluster partners. Needs Assessment and Analysis: Needs assessment provides the evidence base for strategic

planning, as well as the baseline information upon which situation and response monitoring systems will rely.

o Consult with available gender, protection, age, disability, CwC, and accountability-specialized agencies and focal points in the design of assessments and collection of analysis data, to ensure that assessment tools, data collection modalities, and analysis integrate both core people-related issues and AAP effectively. This includes ensuring that women, men, girls, and boys (including the elderly and people with disabilities) are equitably represented and participate in needs assessments.

o Encourage the implementation and utilization of a context analysis of local culture, customs, and beliefs, considering the differing needs of women, men, girls, and boys (including the elderly and people with disabilities).

o Advocate for the inclusion of key findings related to accountability, gender, age, diversity, disability, CwC, and protection in the response framework and strategic planning.

Strategic Planning:o Consult with available gender, protection, age, disability, CwC, and accountability-

specialized agencies and focal points to provide inputs to the Strategic Planning process (Humanitarian Response Plan, Crisis Response Plan), so that the objective, narrative, activities, and indicators appropriately capture successes on core people-related issues.

o Advise the Cluster’s Project Review Team and appropriate focal points in ensuring that AAP and the Gender markers are appropriately referenced in project documents.

o Support partners in ensuring that adequate resources for implementing actions on AAP and core people-related issues are incorporated into project plans and proposal budgets.

Response Implementation:o Work with partners to develop a coherent strategy on the targeting and selection of affected

women, men, girls, and boys (including the elderly and people with disabilities).o Ensure ongoing awareness-raising and capacity building amongst partners through

utilization of specialist and peer expertise in cluster forums.

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o Develop common cluster strategies on information provision- including messaging and two-way communication- feedback and complaints.

Resource Mobilization:o Advocacy and partnership with donors to seek: 1) greater flexibility in funding to allow for

changes in response implementation based on community feedback and assessment findings; 2) consistent messaging amongst donors on AAP and core people-related issues; 3) support for common accountability initiatives relevant to local contexts.

o Exploring possibilities for engaging specialist staff to work collectively with partners and other stakeholders on AAP, CwC, core people-related issues, and protection.

o Provide technical support for partners to incorporate budget lines for activities required to mainstream AAP and core people-related issues.

Monitoring and Evaluation:o Ensure integration of a realistic number of relevant and contextualized indicators on AAP

and core people-related issues across all major response processes. o Share findings, tools, data, lessons learned, and good practices related to AAP to partners.

GEOGRAPHIC FOCUS

The AAP TWiG supports active national and sub-national WASH Cluster partners throughout South Sudan.

OBJECTIVES & RESPONSIBILITIES

Objective #1: Provision of Technical Advice to partners on how to design interventions that are in line with appropriate AAP technical standards and implement activities that provide ongoing quality service and respond to existing and emergency needs.

Objective #2: Advocating for financial resources that support partners’ investment in AAP.

Objective #3: Acting as a Coordinating Platform through which partners can proactively engage in issues linked to AAP.

GUIDING PRINCIPLES

The AAP TWiG is guided by the WASH minimum requirements for the safety and dignity of affected people:

Assessment – Consult separately girls, boys, women, and men (including older people and those with disabilities) to ensure that WASH programs are designed so as to provide equitable access and reduce incidences of violence.

Design – Ensure that girls, boys, women and men (including older people and those with disabilities) have access to appropriate and safe WASH services.

Implementation – Ensure that girls, boys, women, and men (including older people and those with disabilities) have access to feedback and complaint mechanisms so that corrective actions can address their specific protection and assistance needs.

Response Monitoring – Monitor and evaluate safe and equitable access and use of WASH services in WASH projects.

Across the Response – Give priority to girls (particularly adolescents) and women’s participation in the consultation process.

MEMBERSHIP

The TWiG should comprise of individuals representing a variety of agencies operating within the WASH sector in South Sudan.

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Members should come from NGOs, UN agencies, IOs, and Bilaterals, but relevant academic and/or research representatives will also be encouraged to join. The final composition of this TWiG will be reviewed and agreed by the Strategic Advisory Group (SAG).

Beyond the TWiG membership, it is expected that relevant individuals or institutions will be invited to contribute on specific aspects of the TWiG workplan as and when needed.

CRS South Sudan will be responsible for chairing the TWiG.

DURATION

The TwiG will initially commit to a one year workplan beginning December 11, 2017. After this date, agreed outputs and the workplan will be sent to the SAG for validation. The SAG will be responsible for reviewing progress, measuring achievements, and the need for the TWiG’s continuation.

WORK MODALITIES

TWiG meetings will occur monthly or ad hoc, in case of specific issues. Meetings will be held in-person and minutes will be taken by TWiG members on a rotating basis. Members are expected to:

o Commit up to 7 days of work a year to meet the TWiG responsibilities and outputs;o Provide feedback on documents and email exchanges as and when required;o Actively and consistently participate in meetings/teleconferences and provide timely

contributions to TWiG workplan / outputs;o Demonstrate a commitment to the TWiG by contributing to its activities.

X. Draft Terms of Reference for WASH M&E TWG

Objective: The primary objective of the M&E Technical Working Group is to support collection and dissemination of information to facilitate evidence based decision making and accountability across the WASH implementing partners in the country.Deliverables:

Collect and review the existing M&E data collection and reporting tools from cluster partners, and upload them on WASH Cluster website.

Develop a cluster M&E framework, including definitions and standardization of performance indicators.

Collaborate with the Information Management Specialist of the WASH cluster to review of the monthly/quarterly 5-Ws of the WASH cluster reports from the cluster partners. - Review and strengthen WASH MIS to improve the data flow and analysis,

Harmonise the methods for conducting WASH assessments, coordinating assessments with a focus on ensuring assessments are done in all areas of concern.

Support and mainstream the accountability of relationship between humanitarian actors and beneficiaries by ensuring beneficiary participation in monitoring strategies, such as through feedback mechanisms;

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Support the WASH partners to conduct WASH surveys of a good standard: - Provide input and guidance to surveys.

Review and technically advice the M&E team in reviewing the internal M&E process and reporting processes.

Provide technical support for partners to incorporate budget lines for activities required to mainstream AAP and core people-related issues.

Networking with other M&E working groups in other organizations and contributes for the improvement of information sharing practices.

Frequency of Meetings: The M&E TWG will meet once per month on the first Wednesday everyMonth. The Chair will forward agenda and call meetings at least four days in advance.

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Notes on WASH Nutrition Strategy guidance (draft) – South Sudan Determining needs, targets, intervention package, indicators and response action1. WASH needs analysis and determining the target population considering the

GAM rates. WASH Population in need (PIN) has been determined considering the GAM rates and while targeting also necessary weightage has been given to GAM rates. WASH county wise prioritization has also been developed considering the GAM rates per county.

2. Prioritized locations (recommended action) where the integrated responsepackage will be implemented, optimized and monitored are also key toassociated clusters (Health, Nutrition and FSL): WASH cluster will work with otherclusters to identify common locations where the integrated package can beimplemented.

3. Proposed intervention package by WASH Cluster (LL and revised package):Activities included WASH NFI distribution, access to safe water by repairing andrehabilitation of bore holes/ hand pumps, hygiene promotion. Recommendedpackage in order of priority:

- Hand washing with soap- Household water treatment- Sanitation- Water supply- Source water treatment

4. WASH Indicators having impact on undernutrition : the Key indicatorsproposed for WASH

- Population with access to soap to practice hygiene. - Knowledge (and practices) of hand washing.- People/ community with access to safe water ( can elaborate) - People practicing safe disposal of excreta. ( can elaborate)

5. Other recommended actions for WASH partners:

- Crisis affected nutrition facilities to get technical support in construction of WASH Facilities by WASH Cluster Partners. All WASH in nutrition facilities to be budgeted and implemented by Nutrition Cluster.

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