DRAFT FOR SSG REVIEW (24 HOURS) 23 November 2015 SYRIAN ARAB REPUBLI C ©UNICEF/Syria-2015/Khoudr Al-Issa 1 PEOPLE IN NEED 13.5 M PEOPLE TARGETED REQUIREMENTS HUMANITARIAN PARTNERS 13.5 3.15 Billion ## 2 TABLE OF CONTENTS TO BE INSERTED AFTER FINAL FORMATTING- Couple of sectors are sending revised submissions tonight PART I - STRATEGY HRP at a Glance........................................................................................................................... 4 Overview of the Crisis.................................................................................................................. 6 Strategic Objectives..................................................................................................................... 8 Response Strategy.................................................................................................................... 10 Operational Capacity................................................................................................................. 15 Humanitarian Access................................................................................................................. 16 Response Monitoring................................................................................................................. 18 PART II – OPERATIONAL RESPONSE PLANS 3 HRP at a Glance TARGETED 13.5 M People in Need 13.5M 8.7 M are in acute need of multisectoral assistance REQUIREMENTS (US$) 3.15B NUMBER OF PARTNERS XXX STRATEGIC OBJECTIVE 1 Save lives, alleviate suffering and increase access to humanitarian response for vulnerable people and those with specific needs STRATEGIC OBJECTIVE 2 Enhance protection by promoting respect for IHL and HRL through quality principled assistance, services and advocacy STRATEGIC OBJECTIVE 3 Support the resilience of local communities and households within the humanitarian response by protecting and restoring livelihoods and enabling access to essential services and rehabilitation of socio-economic infrastructure 2016 RESPONSE STRATEGY MULTI-SECTORIAL CONVERGENCE OF SEVERE NEEDS       Prioritisation based on severity of needs Improvement of humanitarian access Flexibility of humanitarian programming Focus of multi-sector programming on most vulnerable groups Emergency response preparedness Protection mainstreaming Strategic use of country-based pooled funds UNDERLYING PRINCIPLES In addition to these strategic objectives, the HRP will reinforce the response capacity of national aid actors, strengthen accountability to affected populations, and apply ‘do no harm’ principles throughout the response 4 Sector Severity Ranking SEVERITY Areas with no or limited population PROTECTION FOOD SECURITY HEALTH EDUCATION WASH EARLYRECOVERYAND LIVELIHOODS NFI NUTRITION SHELTER Overview of the Crisis By any measure, the humanitarian situation has worsened since the beginning of 2015. As 2015 draws to a close, humanitarian and protection needs have reached a record high and continue to grow at a staggering rate. 13.5 million people, including six million children are now in need of some form of protection and humanitarian assistance. 6.5 million people, including 2.8 million children, are displaced within Syria and 4.2 million are registered refugees in neighbouring countries and North Africa. On average, since 2011, 50 Syrian families have been displaced every hour of every day. The pace of displacement remains relentless; well over 1.2 million people have been displaced so far this year, many for the second or third time. In addition, increasing numbers of civilians fleeing the violence are willing to risk their lives to reach Europe. Due to the intensification of the conflict and indiscriminate attacks on civilians and civilian infrastructure, civilians remain the primary victims of violations of international humanitarian and human rights law. Despite UN Security Council resolutions seeking to protect civilians caught amidst the fighting and ensure that civilian facilities and infrastructures are not targeted, attacks against schools, hospitals, water networks, markets, places of worship, and civilians infrastructure continue unabated. All stakeholders are conducting operations in civilian areas using highly explosive weapons. The conflict has caused a deep economic crisis greatly impacting on the well-being of the Syrian people. Economic woes have been further aggravated by unilateral economic and financial measures, soaring food and fuel prices, and disrupted markets, contributing to the extreme vulnerability of people from all walks of life. Winter is likely to exacerbate the humanitarian situation across the country. The upcoming summer season is also likely to exacerbate vulnerability, particularly with regards to waterborne diseases and possible outbreaks. As families exhaust their savings and resources, they are forced to pawn their future to survive. Protection risks faced by particularly vulnerable segments of the population continue . Over two million children and adolescents are out of schools and those currently in schools are increasingly being withdrawn of dropping out to act as breadwinners, placing an increasing number of girls at risk of early marriage and leaving boys vulnerable to child labour and exploitation. Violence has become pervasive in many areas, increasing the risk of gender-based violence, especially for women and girls. Hundreds of thousands of Palestine refugees continue to live in a state of profound vulnerability across the country. Unexploded ordnances have left entire neighbourhoods at risk. BY THE NUMBERS (2016 HNO) 13.5 million people in Syria, including six million children, require protection and humanitarian assistance 8.7 million people have acute needs across multiple sectors. 4.5 million people in need in hard-to reach areas and besieged locations It is estimated that upwards of 250,000 people have been killed, including tens of thousands of children. Almost 70 per cent lack access to safe drinking water amid continuing water cuts. One in three people are now unable to meet their basic food needs, with an estimated 8.7 million people in need of a range of food security related assistance 2.4 million people lack adequate shelter. Over 11 million people require health assistance, including 25,000 trauma cases per month. 1.7 million IDPs are living in camps and collective centres. An estimated 86,000 children aged 6-59 months suffer from acute malnutrition and a further 3.16 million children under the age of five and pregnant and lactating women (PLW) are considered at risk. Over 2 million children and adolescents are out of school. 4,000 schools damaged. Three in four Syrians live in poverty. Since the onset of hostilities the average life expectancy has fallen by 20 years. Nearly one in three Syrian households is now indebted, due mainly to food costs. Lack /loss of civil and personal documentation are a key concern. Up to 95% of Palestine Refugees who remain in Syria are in continuous need of humanitarian aid. In addition, despite knowing where the most vulnerable are located, aid actors are not able to obtain sustained, unimpeded access to millions of One in four children at risk of developing mental people, including hundreds of thousands living under siege. The danger and health disorders unpredictability of everyday life fuels the forced displacement of hundreds of Three in five locations affected by child labour, thousands of people. including in its worst forms The crisis requires a political solution which brings an end to the violence, 1.5 million people with disabilities. ensures protection of civilians and provides civilians in Syria with the opportunity to rebuild their lives. Pending such a solution, humanitarian actors will continue to work together to extend a lifeline to the most vulnerable people in Syria while aiming to strengthen individual- and community-level resilience across the country. In an environment of increasing volatility and insecurity, access remains the primary impediment to humanitarian response. The humanitarian community will endeavour to use all possible means to access the most vulnerable groups and the most severely affected areas through the most direct routes. Humanitarian partners – in particular, Syrians themselves – are making remarkable efforts to deliver assistance, reaching millions of people per month despite significant operational constraints and major funding shortfalls. 6 In the absence of a political solution, in 2016 these efforts will require even more support, including longer term and flexible financial commitments, if the humanitarian community is to continue to save lives, alleviate suffering, enhance protection, particularly for the most vulnerable, and provide opportunities for greater resilience. Graph: Increase in People in Need (2011-2015) 7 Strategic Objectives The 2016 Syria Humanitarian Response Plan (HRP) sets out the framework within which the humanitarian community will respond to large scale humanitarian and protection needs in Syria throughout 2016 on the basis of the prioritization undertaken within and across sectors. The HRP also presents urgent funding requirements to meet the ever growing needs. The plan is based on ample data on needs. It is anchored by three strategic objectives, focusing on saving lives and alleviating suffering; enhancing protection and building resilience. These objectives are interlinked, and protection is mainstreamed and mutually supportive. Progress made towards attaining one objective is often dependent upon incremental steps towards achieving another. 8 Save lives, alleviate suffering and increase access to humanitarian response for vulnerable people and those with specific needs 1 While the direct impact of the crisis such as physical trauma and displacement continue to increase, Syrians are also increasingly affected by the consequences of protracted violence and the scale and scope of life-saving needs continue to increase. Lack of access to people in need remains the main impediment to addressing needs, especially in besieged and hard-to-reach areas, requiring increased innovation and flexibility to reach people in need in 2016. Enhance protection by promoting respect for IHL and HRL through quality principled assistance, services and advocacy Civilians continue to bear the brunt of the conflict. Recognizing that the imperative to protect Syrians lies at the heart of humanitarian action in the country, this plan integrates protection across all sectors in a manner consistent with the IASC Principals’ statement on the centrality of protection. While the Government of Syria bears the primary responsibility for protecting its citizens, in 2016 the humanitarian community will place a stronger focus on ensuring that protection is more consistently embedded in all response design and implementation by all sectors, including monitoring. Risk mitigation, increase in the response capacity of protection actors, along with principled advocacy with all relevant stakeholders and duty-bearers will be priorities. 2 Support the resilience of local communities and households within the humanitarian response by protecting and restoring livelihoods and enabling access to essential services and rehabilitation of socioeconomic infrastructures 3 Humanitarian actors will incorporate resilience within humanitarian programming, in order to increase people’s capacity to confront and withstand continuous shocks and shore up livelihoods whenever and wherever possible. . In addition to these strategic objectives, the HRP underscores the humanitarian community’s joint commitment to support and reinforce the response capacity of national aid actors, strengthen accountability to affected populations, and apply ‘do no harm’ principles throughout the response. Indicators developed against the strategic and sector response plans objectives will be used to measure the implementation of these principles. In accordance with international law, the United Nations renews its commitment to deliver humanitarian aid and implement the response plan with full respect to the sovereignty of the Syrian Arab Republic and in accordance with General Assembly Resolution 46/182. In addition, the United Nations is committed to the implementation of Security Council Resolutions 2139, 2165, 2191. The UN and its partners will also continue to advocate for greater respect for international law, international humanitarian law and international human rights law with relevant stakeholders. Humanitarian actors working under this plan (UN, IOM, INGOs, NGOs) remain committed to providing needs-based assistance, in accordance with the humanitarian principles of neutrality, impartiality and independence and to providing assistance without discrimination to people in need. The United Nations Resident and Humanitarian Coordinator for Syria leads and coordinates humanitarian action inside Syria. His work is complemented by the Regional and Deputy Regional Humanitarian Coordinators for the Syria Crisis and Humanitarian Coordinators in neighbouring countries to implement the Whole of Syria (WoS) approach which is the framework for humanitarian action. OCHA, in line with its global mandate, supports the humanitarian leadership in ensuring the effective coordination of the response inside Syria. The Whole of Syria approach benefits from sectors/cluster coordination at both hub and WoS level, and is supported by NGO coordination mechanisms and regional fora. 9 Response Strategy This Humanitarian Response Plan puts forward the collective vision of the international humanitarian community and its national partners for responding to the assessed humanitarian needs inside Syria in 2016. It is complementary to the  6 million people reached monthly humanitarian response by the Government of Syria (GoS) and humanitarian (on average) with food assistance organizations such as the ICRC and IFRC. Of the 13.5 million people assessed to (in kind and Cash/ Voucher) and be currently in need, in 2016 the humanitarian community aims to assist up to 880,000 people reached with 13.5 million people in need. The most vulnerable, in particular those in hard to agriculture/livelihood support. reach and besieged locations requiring assistance in multiple sector, will be the first priority to be assisted. Specific targets are identified for each sector.  Over 6.7 million people provided with safe drinking water The humanitarian situation in Syria is extremely fluid and multi-facetted, requiring KEY RESPONSE ACHIEVEMENTS (January-October 2015)  Over 4.8 million people received non-food items  Over 2.6 million people reached by protection interventions  Over 15.9 million treatment courses distributed by health partners  1.9 million targeted by early recovery and livelihood activities, including SWM  Over 1.6 million people reached with nutrition interventions  1.5 million children and adolescents reached with education interventions  Support to over 450,000 deliveries by skilled-birth attendants  2.9 million children under five vaccinated against polio  450,000 Palestine refugees provided with humanitarian assistance a mix of rapid and context-tailored response modalities, and using the most direct and effective modalities to deliver assistance. To ensure better prioritized responses in 2016, all sectors have established needs severity scales to guide response design and geographical focus. The sector and inter-sector severity scales also help determine where sectoral needs are priorities and where they converge for multi-sector programming. The following areas of work were priorities in 2015 and will be strengthened in 2016: Improving Access Access challenges are the main impediment to the Improving delivery of humanitarian assistance. Access challenges access will be addressed by advocacy with all stakeholders at all through more levels to protect civilians and facilitate humanitarian granular access, more granular cross-hub access analysis and analysis, risk reinforced security risk management; principled advocacy management, with stakeholders on regulatory frameworks, and advocacy, humanitarian principles; the strategic use of pooled strategic funding; and reinforcing the response and monitoring capacities of national partners, who typically operate more funding, and flexibly in areas of difficult access (see ‘Access’ chapter for further details). Flexible Programming and Delivery Several reviews have pointed to the need for improving Programming programming flexibility. In 2016 this will require tailored to capitalizing on the operational hubs, within the framework access and of the Whole of Syria approach, to decide on the most need severity; appropriate combination of channels at any given moment improved to ensure the most effective access to people in need, timeliness of particularly the most vulnerable, including through regular the response. programme and cross-lines from inside Syria, as well as through cross-border assistance from neighbouring countries. . Programming will also be tailored to the different response contexts in Syria, distinguishing between hard-to-access areas or highly volatile – where interventions tend to be irregular and often limited to a few responders in specific sectors and focused on the delivery of supplies – and more regularly accessible and secure areas – where there generally is greater scope for sustained resilience-focused support. Sector and inter-sector coordination structures will ensure that operations in more accessible areas systematically embed resilience approaches, i.e. that they increase people’s capacity to confront and withstand external shocks such as job loss, restoration of productive assets and infrastructure damage. Humanitarian needs concentrated in urban contexts are of particular concern, given high population density, dependence on public infrastructure, and constraints in freedom of movement. Programming decisions 11 by humanitarian actors will therefore be informed by the specific challenges concerning access, assessing needs, targeting and delivering in urban and rural environments. Response Preparedness Despite resource, access and security constraints, humanitarian actors strive to strengthen preparedness and deliver rapid response to sudden-onset large displacements that characterized much of 2015. Emergency response preparedness (ERP) measures in the Syria context include the identification and training of local actors on rapid need assessments, including in hard-to reach areas, on emergency distribution and monitoring; pre-positioning of items or agreed local procurement; the establishment of standard operating procedures for deployment of rapid relief teams; mobile programming in volatile areas; and mapping and negotiation of alternative access routes. In terms of financial resources, emergency allocations of pooled funding will continue to be used as an effective method of rapidly disbursing funds to new emergencies. However, as funding for ERP measures were generally insufficient in 2015 additional support is required. Reinforcing Capacities of Local and National Partners Humanitarian partners will reinforce the response capacity of local responders and closely engage them in the articulation and operationalization of principled response strategies with an aim to improve assistance delivery modalities and identifying beneficiaries, while enhancing the effectiveness of actions and overall accountability to affected populations. SARC, national NGOs, other local aid actors, and INGOs with staff inside Syria often have wider coverage and also operate more closely with affected populations, and more quickly and freely in areas of difficult access. They are therefore crucial for improving both the quality of programming and expanding humanitarian coverage and reach. Reinforcing the capacities of national and local partners, including local authorities where feasible, is therefore a priority of the wider humanitarian community. Capacity development will focus on increasing operational response capacity and quality (i.e. risk and needs assessment, programming and monitoring approaches); humanitarian principles and humanitarian access; as well as specific areas where needs have dramatically increased outstripping existing pre-crisis capacity, for example GBV, nutrition and health. Partnerships will be as important as training in order to capitalize on the different strengths of each agency and to learn from each other. Increased outreach in Arabic will be key for ensuring that national partners are effectively engaged. Local capacity development providers will be prioritized when possible. Training will also be coupled with mentoring and provision of ‘hard ware’, and will be better coordinated within and across hubs to ensure sharing of materials and best practices. Capacity reinforcement will be pursued via remote delivery channels or in-presence. International humanitarian partners remain committed to the duty-of-care principle vis-à-vis their local partners. Country-based pooled funds responding to the Syria Crisis Three country-based pooled funds support the response inside Syria and in the region: the Syria Emergency Response Fund (ERF) aims to prioritize funding to NGOs and areas with difficult access in Syria. The Jordan ERF covers both the response in Jordan and cross-border operations. The Turkeybased Humanitarian Pooled Fund (HPF) supports the cross-border response, with a focus on reinforcing the capacity of national partners, particularly in hard-to-reach areas. 12 Convergence of needs and joined up programming 8.7 out of 13.5 million people in need – or two out of three – are estimated to be in need of humanitarian assistance in more than one sector. Some of the groups will be prioritized as entry points for coordinated programming in 2016: 1. IDPs, living in damaged and unfinished buildings, informal camps and collective shelters 2. Children and adolescent attending schools and temporary learning spaces, as well as children out of school and subject to negative coping strategies 3. People living in sub-districts highlighted in the inter-sectoral severity ranking as having severe and acute convergence of needs across multiple sectors or more than two sectors, particularly those living in hard-toreach and besieged and urban areas. 4. People living in areas at risk of disease outbreaks and/or malnutrition. 5. Palestine Refugees Sector and inter-sector coordination mechanisms in all hubs will work towards systematically triggering multi-sector responses, based on agreed intervention criteria and operating procedures. Strategic use of country-based pooled funds In line with this response strategy, allocations by the country-based pooled funds in the region will be further prioritized to (a) increasingly support the humanitarian response of national partners, (b) fund responses in areas with significant access restrictions and high vulnerabilities, (c) provide support to multi-sector or joint programming, and (d) facilitate rapid response to onset emergencies. Cash Programming The crisis has had devastating effects on the country’s economy, reducing household purchasing power and affecting local markets. The challenges individual households face are complex, with limited access to income-generating opportunities as well as physical and financial access to markets and financial transfer and savings mechanisms. Cash and market-based programming avoids doing harm to local systems that support livelihoods, and provides dignity and continuity for communities' way of life by offering affected populations the flexibility to choose how to meet their own needs. Markets are integral to many aspects of Syrian life, and therefore must be considered when implementing a quality multi-sector humanitarian response. Cash-based programming can also significantly contribute to the achievement of other humanitarian objectives such as increased protection of children from economic exploitation. Cash-based programming including the use of cash transfers and vouchers as a modality is used by partners in Syria to support communities with access to food,services livelihoods and non-food items. Mechanisms vary from direct cash and paper voucher distribution through to partnerships with local businesses and e-voucher systems. Cash-based programming in the Syrian context presents particular complications. In 2016, information sharing and coordination between partners and clusters at hub and WoS level will be fundamental to implementing well-designed and targeted cash-based responses at scale. Improved preparedness, monitoring and evaluation at hub and WoS level is imperative to ensure that relevant data is collected and analysed and that lessons learned as well as risk mitigation is applied appropriately. CROSS-CUTTING ISSUES Protection The Government bears the primary responsibility for protection of its citizens. Guided by the Whole of Syria protection and advocacy strategy in 2016, the humanitarian community will place a stronger focus on ensuring that protection issues are more consistently embedded in response design and implementation by all sectors, including do no harm, monitoring and programming. In a context where all parties to the conflict commit violations of international humanitarian law and human rights law, harmonized mechanisms for reporting and addressing abuses will be strengthened throughout Syria. More nuanced analysis of how humanitarian resource flows affect intra-communal dynamics will also be required. Principled engagement with local authorities continues to be key, but will be framed by a strategic engagement approach agreed across all hubs and informed by data on protection needs. Advocacy with all stakeholders on protection issues will be a key pillar of the response. 13 Accountability to Affected people (AAP) Humanitarian partners in Syria recognize the need to give account to, take into account, and be held to account by the affected people. Various initiatives are ongoing to increase affected populations' participation in needs identification, programme design and implementation through effective feedback and complaints mechanisms. Some partners, for example, conduct post-distribution surveys with their beneficiaries to ascertain levels of satisfaction with aid received, monitor volunteer performance and prevent aid diversion. In addition, some partners have established hotlines to facilitate beneficiary feedbacks. Humanitarian actors are also piloting different approaches to ensure community representation is fair and representative and to enable the most marginalized, vulnerable, and affected populations to have a voice. Organisations further maintain various social media accounts in Arabic to ensure communities have access to real-time information on what the international humanitarian community is doing. In Focus Group Discussions, communities (especially women and girls) described their perceptions of discrimination in accessing humanitarian assistance and also raised exploitation by administrators of assistance as a major concern. Women and girls fear violence and abuse in camp settings, at distribution and service points, when using WASH facilities, when crossing checkpoints or when walking in their community without a male accompanying them. The issue of gender-based violence (GBV) came out strongly as well, with domestic violence and early marriages repeatedly mentioned, as well as harassment, exploitation and the fear of violence. To address these and other concerns, humanitarian organisations are encouraged to establish or strengthen awareness of code of conducts for their staff and partners in the field, roll out training on prevention and protection measures and establish reporting and complaints mechanisms Gender Syria is rated low on the Gender Inequality Index, 1 ranks fourth last on the Global Gender Gap Index (139 of 142 countries)2, and last in female participation in the labour force at 14%. There are disparities between women and men due to socio-economic vulnerabilities, lack of decision-making power and lack of access and control over resources. In some areas women and girls face increased restrictions to mobility due to insecurity and lack of male family members to accompany them to services. Moreover, the humanitarian situation has an impact on existing gender roles, influencing vulnerable groups’ (such as the disabled, the elderly, and chronically ill) access to assistance due to physical, social and cultural barriers. Ensuring that humanitarian assistance identifies the distinct needs and concerns of women, girls, boys and men is vital for a more efficient impact on their lives. Programming should adapt to the particular vulnerabilities of individuals and communities to reduce risk of exposure to violence and strengthen resilience. As a matter of principle, humanitarian actors working in the various hubs are committed to fully incorporate gender in planning and response. Sector and OCHA gender focal points have been established and trained on gender issues by an Inter-Agency Capacity Building Gender Advisor (GENCAP) to support gender mainstreaming in each hub. They will assist sectors and partners in ensuring full commitment to gender in the humanitarian response in the following ways:  Strategic planning: gender inequality in accessing services and the distinct needs of women and girls, as well as men and boys, are considered throughout the HPC in each sector section (HNO, HRP and Monitoring).  Assessments: Assessments tend to have a disproportionate number of male assessors compared to females, affecting their quality. Creative strategies will be established to ensure meaningful consultation with women and girls so that their needs and concerns are articulated and addressed in the response. More advocacy and awareness-raising will be done to increase the number of women as assessors, key informants and experts.  Operational planning: Project review and prioritization will ensure gender considerations, including through the use of the IASC Gender Marker. Increasing targeted activities to reach the most vulnerable groups across all sectors will also be done, including ensuring equal opportunities for men and women to benefit from assistance, employment, capacity building and cash-for-work programmes. More efforts will also be made to systematically mainstream GBV and SEA risk mitigation measures into all sectors of the humanitarian response.  Data collection, use and analysis: Sector data is disaggregated by sex and age. Building on progress in 2015 in breaking down data by sex and age, there will be increased efforts by assessment leaders, sector coordinators and partners to systematically collect, use and analyse data that is disaggregated by sex and age and incorporate it into planning and implementation. Resilience Five years into the crisis, Syrians have been calling for more sustainable solutions to support their livelihoods and 1 Gender Inequality Index: A composite measure reflecting inequality in achievement between men and women in three key areas: reproductive health, empowerment and the labour market. See UNDP Human development Report 2014 2 The Global Gender Gap Index seeks to measure the relative gaps between men and women across four key areas: health, education, economy and politics. See World Economic Forum, Gender-Gap-Index 2014. 14 generate income. Affected people have exhausted their resources and remain with little or no opportunity to re-build their livelihoods. Host communities are also overstretched, and local institutions are no longer capable of rendering services to everyone who needs them. Unemployment has skyrocketed while towns have been abandoned due to the limited availability and high cost of commodities, soaring fuel prices, damage to infrastructure, violence, and the closure of markets. One in three inhabitants of urban areas is now estimated to be an IDP. Of particular concern is the situation and coping capacity of children and young people, a large portion of whom have lost opportunities for education, protection, participation and the perspective of a dignified future. To address these challenges in 2016, a multi-sector resilience-building approach is needed to cope with and recover from the impact of the crisis. Resilience will be built at the community and household level and will be integrated across sectors. It will aim to reduce dependency on aid, avoid institutionalizing economies of violence, reduce vulnerabilities and inequalities, and alleviate the impact of displacement. While maintaining a humanitarian focus, programmes will emphasize the restoration of livelihoods, maintaining public and social services (such as health and education), economic recovery, fostering social cohesion and protection, and providing sustainable habitat. Rehabilitating services and infrastructure, especially in locations under pressure from IDP flows, will ensure access to recovery opportunities for households and communities. Food assistance for the creation of community assets and restoration of productive assets and agriculture are key elements that will improve livelihoods. Other measures to promote resilience and reduce vulnerability will include strengthening the capacity of local civil society and governance structures, promoting local economic activity, enhancing the sustainability of service systems, and providing opportunities for the future of children and youth - in line with the No Lost Generation initiative. Capitalizing on local Syrian resources, reviving local economies, engaging with the private sector, and relying on local Syrian knowledge will be integral to successfully implementing these programmes. NO LOST GENERATION (NLG) The NLG initiative was launched by a consortium of partners in 2013 to focus attention on the plight of children affected by the crisis in Syria. By articulating real concerns about the possible ‘loss’ of a whole generation of children, adolescents and youth to the effects of violence and displacement, the initiative put education and child protection at the centre of the response inside Syria, and across the five refugee hosting countries (Turkey, Lebanon, Jordan, Iraq and Egypt). Some 6 million children are now in need inside Syria, and those living outside are more and more vulnerable. Given the protracted nature of the crisis, the next phase of the NLG aims to renew focus and efforts in ensuring a protective environment in which children and young people can heal, learn and strive again to realize their full potential. These investments are required if we are to count on a generation of children in Syria who can rebuild their country, play a positive role in society and break the cycle of violence. The second phase of the NLG will focus on three inter-related pillars: Education, Child Protection, Adolescents and Youth. The 3 pillars will be guided by four interdependent strategies: i) ii) iii) iv) scaling up the supply of and access to services; strengthening the quality of these services; increasing demand for services, and addressing barriers to access; and advocating for and supporting legal and policy reform to strengthen national education and child protection delivery systems. Operational Capacity 15 The humanitarian response in Syria is a complex operation with protection services and humanitarian assistance delivered to millions of people from multiple hubs from within Syria, as well as from Turkey, Jordan, Lebanon and Iraq. Since the inception of the WoS approach, significant progress has been made regarding information exchange and operational coordination, reducing overlap in coverage and facilitating response by the most direct and effective modalities of assistance. The number of partners included in the HRP has significantly increased across all sectors. Overall, 12 UN agencies, the Syrian Arab Red Crescent (SARC), IOM, and hundreds of national and international NGOs are engaged in the provision of protection and/or humanitarian assistance, implementing a wide range of programmes across sectors and governorates. SARC, 16 INGOs and more than 135 NNGOs are authorized by the Government of Syria to carry humanitarian activities. National staff and volunteers remain the first or front-line responders, working in extremely volatile and insecure environments. The majority of cross-border assistance is provided by Syrian and international NGOs. Through the existing sector and cluster mechanisms, OCHA and clusters are coordinating the efforts of over 185 Syrian NGOs working in humanitarian and development aid operating from neighbouring countries (especially Turkey and Jordan), of which over 75 participate in clusters/sectors coordination mechanisms and continue to deliver substantive levels of assistance in Syria. More than 50 INGOs also operate cross-border in Syria. These partners have been operating programmes on a significant scale since 2012, with reported activities in 13 governorates and all humanitarian sectors. In mid-2014, the UN also began cross-border operations under UNSC Resolutions 2165 (renewed by Resolution 2191), which acknowledged the need to provide assistance to people in need “using the most direct routes across borders and across conflict lines”. The Resolutions also established a UN Monitoring Mechanism (UNMM) and requested its deployment to the relevant neighbouring countries of Syria (Jordan, Iraq and Turkey). The mandate of the UNMM is to monitor the loading of the cross-border humanitarian relief consignments and subsequently confirm their humanitarian nature with notification to the Syrian authorities. Despite maintaining a strong presence throughout the country and markedly improved coordination and information sharing, significant gaps still remain in the coverage throughout the country, particularly in hard-to-reach and besieged areas, including in areas controlled by ISIL. Beyond security-related access constraints, administrative obstacles imposed by local authorities and the variable institutional capacity of local partners impact upon the operational reach and effectiveness of actors delivering humanitarian assistance to populations across Syria. Severity of Multi-sector Needs Multi-sector Operational Presence (Sept. 2015) The maps above cross-reference the severity of needs across sectors and the operational presence of the sectors as of September 2015. They demonstrate that many areas assessed to be the most in need are also those that are the most difficult to reach. Conversely, the impact of humanitarian programming can also be inferred, as areas where high needs are well-covered show lower overall severity. 16 Humanitarian Access Throughout 2015, safe, unimpeded and sustained humanitarian access in Syria remained a significant challenge for humanitarian actors, due to a confluence of factors including widespread insecurity and violence, bureaucratic procedures, the closure of many key border points and access routes, conditions and denials by parties to the conflict, limited partnerships. The escalation of fighting in the most affected governorates (Aleppo, Hama, Idleb, Rural Damascus, Homs, Deir ezZor, Dar’a, Raqqa and Hassakeh) and resulting increase in explosive hazards continues to affect civilians, humanitarian outreach and the safety of aid workers, resulting in decreased humanitarian presence in the areas of highest need. Civilians facilities and other public infrastructure, particularly health facilities, schools, places of worship, markets, continue to be targeted. It is anticipated that heightened insecurity will increase the dependence on remote management, necessitating improved risk analysis, sharing and management measures, as well as flexible operational modalities, including reinforcing the capacity of national and local actors. While humanitarian actors continue to reach millions of people in all sectors throughout the country through flexible modalities of aid, of particular concern is the situation of the 4.5 million people in need of protection and humanitarian assistance in hard to reach areas, including 393,700 people in fifteen besieged locations. Despite best efforts, in the first eight months of 2015, humanitarian actors have only been able to reach only a small fraction of people in need in those areas. Against this backdrop, preserving and expanding humanitarian access will require increasing acceptance for humanitarian action, in line with the relevant provisions of GA resolution 46/182, as well as effective cooperation with international and local NGOs. This will require advocacy with all stakeholders to increase the operational space of humanitarian agencies, particularly for international and national NGOs. In 2015, some progress was made in addressing some administrative constraints to effective humanitarian response. There was a marked increase in the numbers of visa approvals for UN and INGOs and in Syrian NGOs authorized by the Syrian government to partner with UN agencies. One additional INGO was also approved by the Syrian government to operate in Syria and some agencies reported improvements in the custom clearance procedures. Cross-border clearances and other administrative aspects were negotiated with host countries and local authorities within Syria and advocacy was undertaken with concerned stakeholders on the principles of humanitarian action and their relationship with humanitarians. However, considerable challenges remain, particularly with regards to cross-line missions and convoys, administrative procedures in government-controlled areas, delivery of key relief items (ex. surgical items) and the operating framework for INGOs working inside Syria. In parallel, humanitarian space in areas controlled by non-state armed groups and listed terrorist groups has shrunk, particularly in ISIL-controlled areas. It is hoped that some of the progress in 2015 can continue and all stakeholders will expedite and facilitate humanitarian access in line with their obligations under international law, IHL, IHRL and UNSCR 2139, 2165 and 2191. Joint actions: - Advocate with authorities at all levels to protect civilians and facilitate humanitarian access in line with their obligations under IHL and IHRL as well as the provisions of UNSCR 2139 and 2191 to allow the most direct access to people in need across borders and across conflict lines. - Commitment by humanitarian actors to provide principled humanitarian assistance by adhering to the key humanitarian principles of humanity, neutrality, impartiality and independence, which are prerequisites to increase acceptance by all stakeholders. This includes renewed efforts to raise awareness on humanitarian principles with all stakeholders. - Maximising opportunities for increased access, such as through a greater focus on local agreements with relevant authorities and through continued strengthening of efforts in operational hubs and at WoS levels to ensure the most appropriate, safe and timely modality of assistance is used as and when access opportunities shift. - Strengthening accountability frameworks that aim to link principles of due diligence, performance and capacity assessment throughout the project cycle. - Strengthening engagement with and capacity building of local humanitarian actors as they have the most widespread opportunities to access people in need. - Increasing the operating space and improving the legal framework for humanitarian partners through advocacy with the GoS and Governments of the neighbouring countries. 17 - Strengthen analysis of needs in relation to access constraints to tailor humanitarian response to local access conditions. - Strengthening risk management measures by using context specific approaches to reduce risk with a focus to ‘stay and deliver’. - Establishing mobile and flexible programming such as cash programming and rapid response teams to allow for more rapid, varied and timely access - Advocacy with donors for flexible and access-conducive funding, including the country-based pooled funds. 18 Response Monitoring Throughout 2015, the WoS approach has enabled humanitarian partners to develop a common and more in-depth understanding of needs and response across the country, and information management, analysis, and monitoring have been substantially strengthened within and across sectors, despite the constraints posed by the operational environment. Systems established in 2015 to improve the regularity, complementarity and timeliness of needs monitoring as well as programme delivery will continue to be enhanced for more targeted operational planning and deeper contextual analysis in 2016. Following the investments made on strengthening coordination and information management capacities throughout 2015, the humanitarian community has recognized a need to invest in improved response monitoring, and to this end, operational partners demonstrated increased commitment to utilizing reporting systems that track data at the lowest administrative level possible, including disaggregated by sex and age, and permit evidence-based prioritization. Timely identification of emerging programming gaps and overlap will facilitate strategic reorientation. Refined indicators will enable more meaningful sector reporting and multi-sector analysis at both the output and outcome levels. In 2016, humanitarian actors will continue to focus on (i) increasing the coverage and quality of information through increased synergies between information initiatives from the different hubs including urban centres needs assessments, (ii) producing more regular updates of needs at sector and inter-sectoral level, (iii) continuing efforts to strengthen tracking of population displacement. In areas with access constraints, assessment and monitoring is difficult to undertake via traditional methods, so innovative approaches to response monitoring will be used. Third party and peer-to-peer monitoring has been progressively incorporated into monitoring systems to enhance available information and analysis. Community feedback will be more systematically included into response monitoring processes. Aligning to IASC norms for HRP monitoring, humanitarian actors will aim at analysing and aggregating information frequently in Periodic Monitoring Reports (PMRs), which provide an overview of trends and will be used to adjust needs, targets and funding required. Sectors will also produce sector-specific response monitoring products and reports. Analysis of population movements, needs and a re-evaluation of severity compared to response will take place prior to the PMR reporting to feed into decision making and response adjustments. Humanitarian leadership will review the direction of the overall response based on monitoring information. Illustrative Calendar for the 2016 Humanitarian Programme Cycle Sector / Inter-sector Population in Need Update Dashboard MonitoringReport Humanitarian NeedsOverview HumanitarianResponsePlan JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN 19 Summary of Needs, Targets & Requirements TABLE TO BE FINALISED WITH FINAL VETTING Sector Protection TOTA L Peop le in Need Peopl BREAKDOWN OF BY SEX e PEOPLE IN NEED Target ed IDPs Host % communiti Female es 13.5M 7.2M Camp Coordination & Camp Management 6.5M 3.2M 6.5M Coordination and Common Services Analysis n/a n/a n/a n/a Early Recovery and Livelihoods 9.2M 3.6M 3.6M 5.6M Education 5.7M 4.6M n/a n/a n/a n/a ETC & AGE %Childre n, Adult, Elderly* REQU IREM ENTS Childre n Educatio Boys, n Girls Personn (6-59 el months) n/a n/a n/a 50% Food Security 8.7M 7.5M Health 11.5M 11.5M 4.5M 7.0M n/a n/a n/a Logistics n/a n/a Nutrition 3.1M 1.9M n/a Shelter & NFI 2.4M 5.3M 1.2M 5.3M* 3.7M 2.6M 50% Water Sanitation & Hygiene (WASH) 12.1M 14.M 7.3M 4.3M x TOTAL 13.5 M 11.5 M 6.5 M 5.6M n/a n/a n/a n/a 5.4M 0.3M n/a n/a n/a n/a n/a n/a n/a PWL Total n/a 249.8 M n/a 25.4M n/a 58.6M n/a 148.4 M n/a 201M n/a 1.3M n/a 1.2B n/a 435M n/a n/a 13M 0.9M , 0.9M 0.3M 51.1M 40 53 7% n/a 523.2 M 50% 44 48 n/a 241M 50% 40 53 7% n/a 3.15B 20 {o PART II: OPERATIONAL RESPONSE PLANS Protection Camp Coordination and Camp Management Coordination Early Recovery and Livelihoods Education Emergency Telecommunications Food Security and Agriculture Health Logistics Nutrition Shelter and NFI Water, Sanitation and Hygiene PEOPLE IN NEED PROTECTION SECTOR 13.5 M Protection sector analysis PEOPLE TARGETED 7.2 M REQUIREMENTS (US$) 249,819,168 PARTNERS 49 PROTECTION SECTOR OBJECTIVE 1 Increase the protection of populations at risk from the consequences of the conflict through sustained advocacy, risk mitigation and enhanced protection responses. RELATES TO SO1, SO2, SO3 As the violence in Syria endures, populations face protection risks in their daily lives with diminishing capacity to mitigate these risks. Indiscriminate and targeted attacks on civilian areas and facilities, grave rights violations, denial of humanitarian access, and violations of international law such as proportionality or precaution persist unabated. As the hostilities drag on, violence at households and communities levels is increasing and vulnerabilities based on gender and other factors intensifies. Community resilience is being tested due to livelihoods disruption and psychosocial distress resulting in harmful coping strategies. This includes the worst forms of child labour, child marriage and risk of sexual exploitation. People living within Syria experience complex protection needs. Lack/loss of civil documentation is a challenge in 91% of surveyed sub-districts in Syria. Child recruitment is a prominent concern in 45% of Syrian sub-districts, with children being recruited at an increasingly younger age. Explosive hazards are a concern in 42% of surveyed sub-districts, with 5.1m people, including 2m children living in highly contaminated areas. 11 of 14 Governorates raise GBV as a concern. Psychosocial distress as a result of the conflict is reported at a significant scale. Palestine refugees continue to face severe protection risks, with over 95% dependent on humanitarian assistance. In the absence of a political solution, the Sector anticipates these needs will continue to grow. The protection crisis within Syria requires a holistic response beyond the mandate of humanitarian actors. Removing threats to the lives, safety and dignity of civilians requires an end to conflict. To this end better coordination of information management, analysis of violations and abuses and regular and timely advocacy messages are essential in line with the Whole of Syria Protection strategy. Protection sector response strategy In 2016 the protection sector will seek to expand the protection presence and coverage through community interventions, mobile response capacity and where possible, strengthening the ability of duty-bearers to respond to protection needs including through advocacy. Underpinned by five objectives, the sector aims to increase the protection of affected people at risk from the consequences of violence, including through the provision of quality child protection responses, GBV services and reducing the impact of explosive hazards. In 2016, protection actors will be required to scale up in areas of existing operations, to provide more comprehensive interventions, and seek opportunities to access underserved populations. The protection sector will support partners to strategically expand programming and improve the quality of services. The introduction of the mine action subcluster, and the initiation of cross border programs from Jordan are significant developments in the protection sector in 2015, which will be supported and broadened in 2016. Sustained advocacy on protection needs, international law, and increased access underpin the operations of the protection sector, as well as the promotion of “do no harm” in all aspects of humanitarian action. Increasing coordination between response hubs is critical so the protection sector can ensure understanding of the needs and gaps, and a coherent response. In 2016, the sector aims to build on achievements relating to collective information gathering and sharing, analysis and advocacy. Prevention and Risk Mitigation In 2016, a stronger emphasis will be placed on actions designed to prevent and mitigate protection risks to support the resilience of communities. This will be done through community-based case management and outreach initiatives that empower at-risk groups and strengthen positive coping mechanisms. Engagement with duty bearers, including local authorities, provides an opportunity to advocate on reducing threats and create safe access to referral pathways. Support will be provided to authorities to increase capacity to provide civil documentation. 22 PROTECTION SECTOR OBJECTIVE 2 Strengthen the capacity of national and communityPROTECTION SECTOR based actors1to assess, OBJECTIVE analyse and respond to protection Increase theneeds. protection of populations at risk from the RELATES TOof SO1, consequences the SO2, conflict through sustained PROTECTION SECTOR advocacy, risk 3mitigation OBJECTIVE and enhanced protection responses. Girls and boys affected by the conflict, with a focus on RELATES TO those most atSO1, risk inSO2, SO3 prioritised locations, have access to effective and PROTECTION SECTOR quality child protection OBJECTIVE 2 responses in line with the Child Protection Minimum Strengthen the capacity of Standards Humanitarian national andincommunityActionactors to assess, based analyse and respond to RELATESneeds. TO SO1, SO2, protection SO3 RELATES TO SO1, SO2 PROTECTION SECTOR OBJECTIVE 4SECTOR PROTECTION OBJECTIVE 3 Survivors of GBV have access quality Girls andtoboys affected by comprehensive the conflict, with aGBV focus on services measures are those mostand at risk in in place tolocations, prevent and prioritized have reducetorisks of GBV access effective and quality child protection RELATESinTO responses lineSO1, withSO2, the Child Protection Minimum PROTECTION SECTOR Standards in Humanitarian OBJECTIVE 5 Action Reduce the impact of RELATES SO1,within SO2, explosive TO hazards SO3 Syria through clearance and risk education activities PROTECTION SECTOR OBJECTIVE 4 SO1, SO2, RELATES TO SO3 Survivors of GBV have access to quality comprehensive GBV services and measures are in place to prevent and reduce risks of GBV RELATES TO SO1, SO2 IN NEED Interventions by GBV and health actors will enable survivors of violence safe access to services. Community awareness on issues relating to domestic and community violence will be promoted and GBV increasingly mainstreamed across sectors to mitigate risks women and girls face. Child Protection actors will continue to expand and diversify programming in order to prevent and respond to specific vulnerabilities, including child recruitment, child labour and family separation. This will be achieved through ongoing community-based child protection activities including psychosocial support. Age and gender appropriate programming and communication for development initiatives will improve the impact of programming for affected populations. The No Lost Generation Initiative provides the overall strategic framework to inform the child protection response. Education activities on explosive hazards targeting both males and females of all ages where risks exist including hard to reach areas will be critical to reducing injuries and fatalities, as well as the initiation of clearance in areas where the need is greatest. Expand services and mobile response In 2015, 158 sub-districts in Syria identified the lack of availability or unreliability of services as an impediment to accessing community services. To support community service centres, community learning, safe spaces and information dissemination, the protection sector seeks to increase investment in mobile and outreach activities to improve case management and awareness raising capacity. These activities will be directed at vulnerable groups such as adolescent boys and girls and will involve working with volunteers and community outreach workers. Mobile teams will deploy to assess protection risks and vulnerabilities of recently displaced persons and/or provide information and counseling services, including for women and girls whose mobility has been reduced by extremist groups. In areas classified as hardto-reach or besieged locations, protection actors will seize every opportunity to deliver services and monitor needs, including those provided through local ceasefire arrangements or cross-line missions. Case management of survivors of violence including child protection cases (e.g. UASC, children at risk and/or survivors of violence) and survivors of sexual violence is a critical pillar of the protection response. In 2016, initiatives such as livelihood support and community-based reintegration programmes for children formerly associated with armed groups and working children, and those in need of psychosocial support will be up-scaled. Supporting local partners The protection response strategy will continue to stress collaboration with Syrian partners and enhancing community and institutional capacity on both organisational and technical skills. Syrian actors, supported by all hubs, partnership initiatives and remote management, are the main providers of the protection response. Given the limitations of remote management and remote capacity building, the response strategy will explore innovative approaches to programming and capacity building in a remote context. This includes the use of telecommunications and mentorship programmes. For mine action, building national capacity to respond is key to ensuring response in areas that have not been reached. Partnerships between technical INGOs and national organisations will be critical to clearing explosive hazards and expanding risk education. Sector gaps and challenges In 2016, the sector continues to have gaps that it will seek to address. Partners to date have limited capacity to engage in protection assessments although progress is being made. Given the emphasis on civil documentation and housing, land and property, more partners with the appropriate legal and technical expertise are required. There continues to be a clear gap in partners working on issues related to GBV, including support from international partners to work with local and community actors, particularly on long term capacity building 23 initiatives in develop expemse. Access continues to be a challenge lor rhe delivery ol protection responses, including enaoling the technical hardware tor clearance to occur In 2016, the identiticarion and engagement ot new partners is required to ensure expanded coverage and diversilicaiion ol Fm organisaiions operating lrom Damascus, regulations thai would allow tor partnerships and assessments can signiticantly expand rhe response capaciry outside ot uroan areas Linkages with other sectors Pruleclluny child proteciion and GEV are increasingly oeing mainstreamed throughout the humanitarian responses With the development ol Syllarspecilic rools and rhe roll our ot new guidelines. The proteciion sector will continue to work closely With rhe and Education sectors io suppon education and prorectron response in schools in addition to Early Recovery and Livelihoods on vulneraoilities. Cooperation between GBV and health acrors and lood security and livelihood sen/ices commue as well as support in health protection advocacy. Mine action will continue to work closely with FSL io promoie livelihoods and With child proteciion to suppcn education. The secior support the whole oi Syria prorectron strategy including cooperation With human rights and political counterpans BREAKDOWN OF PEOPLE lN NEEDAND TARGETED av STATUE SEXANDAGE Host female ,adult, communiti es People in NEED 13.5M H/a People targeted 7.2M rl/a mam" $249,819,168 Requirements CONTACTS Amman hub GBVsub-sector coordinators PEOPLE IN NEED 6.5M CAMP COORDINATION & CAMP MANAGMENT SECTOR PEOPLE TARGETED 3.2M CCCM Sector Analysis REQUIREMENTS (US$) There are an estimated 6.5 million Internally Displaced Persons (IDPs) residing inside 25,447,375 PARTNERS 13 25 Syria3. 37 per cent of the total numbers of IDPs live in either camps or collective centers 4. Often IDPs are displaced multiple times. In a six month period (April to November), the CCCM sector tracked some 700,000 Syrians either as newly displaced or re-displaced. Tracking displacement has been a key step towards providing live-saving assistance to the newly displaced IDPs. In keeping with the trend of the previous four years, IDPs seek refuge in camps and collective centres only as a measure of last-resort 5, after they exhaust all other preferable choices, i.e. staying with friends and families or in rented accommodation. Also, IDPs move to camps when at the start of their displacement and move out once they identify another alternative. This makes camps function as reception/transit centers when sudden displacements occur and as a last-resort for the most vulnerable IDPs. Currently, there are 1.74 million IDPs in camps and collective centres (516,000 women, 519,000 men, 344,000 girls, and 363,000 boys). Of those, 197,762 of these IDPs are living in 145 informal selfsettled camps and are receiving some regular humanitarian assistance 6. These are primarily located in Harim district of Idleb and Azaz district of Aleppo governorate. The rest of the IDPs are scattered in an estimated 3,030 collective centres, of which only 935 received consistent multi-sectoral assistance in 2015. Due to the lack of access and shrinking humanitarian space in northern Syria, very few NGOs are able to provide camp management services. The majority of the IDP sites are either self-managed by the IDPs themselves or by the owners of the land where the IDPs are settling. Due to their informal nature, the basic infrastructure in these sites remains poor. Camp Coordination & Camp Management Sector Response Strategy In the Syrian response, the Camp Coordination and Camp Management (CCCM) response strategy for 2016 focuses on three critical areas: 1) promote good governance of IDP sites, including both camps and camp-like setups, and ensure that they are in line with humanitarian principles and internationally agreed norms and standards, 2) streamline the provision of multi-sectoral life-saving assistance to IDP sites (collective centres, self-settled IDP camps, planned IDP camps, and transit centres), and 3) coordinate the collection of accurate data of displacements and IDP movement trends to inform the humanitarian response. Members of the CCCM cluster strive to provide consistent life-saving multi-sector services to IDPs living in collective centres, planned camps, self-settled/informal camps and transit camps. The cluster/sector advocates for inclusive and participatory governance of these sites to ensure that the humanitarian response is accountable to the affected population. Furthermore, the cluster tracks large-scale displacements enabling timely life-saving assistance from all other sectors. As camps and collective centres are utilized only when IDPs have exhausted all household assets, it is vital that camps and collective centres remain a central focus for humanitarian response across all sectors, with special attention given to WASH, NFI/Shelter, and Food Security. To effectively marshal these resources and make the response more accountable to the affected populations, the CCCM sector will continue its efforts to establish IDP committees to manage IDP sites and oversee the provision of basic services. The CCCM sector has set two targets for the HRP response plan. The first is to double the number of IDPs provided with multi-sector life-saving support in IDP sites (SO1.1.2) and to double the amount of IDPs residing in camps with participatory management structures (SO3.1) To accomplish this, the cluster’s priority is to reach more collective centres throughout Syria with multi-sectoral support, considering only 925of an estimated 3,030 collective centres received aid in 2015. 3 4 5 6 Syria Humanitarian Needs Overview (HNO) 2015, pg 25 Whole of Syria Assessment (WoSA), 2015 Ibid. ISIMM September 2015 26 Enhance capacity to provide lile-savtng sectoral assistance to IDPS residing in IDP sires RELATES To 501 Disseminate bmely iniormabon on sudden mass displacements. RELATES To 501 Pmmole participatory managemenl oi IDP sites and improvements in the quality or basic servtces in IDP sites RELATES To 502 strengthen the resilience oi household and communal coping mechanisms in SHES. RELATES To 503 Enhance capacities inn camp/collective cenrre governance and protection mainstreaming in IDP sites tor syrian humanitarian actors, RELATES To 503 Ensuring that me humanitarian response in IDP sites is channelled through representative participatory management structures (like IDP committees) is also key in ensuring that the response provides principled quality service tailored to the needs oi the beneiiciaries. Women and children are the maiority oi camp and collective centre residents (70% ot residents) but me specific needs oi girls. boys, and women are otten subsumed to that oi the household. at particular concern is mat adult and adolescent women ieel unsaie, a situation the sector plans to continue to improve in 2016. Focus Group discussions revealed that many women in camps with poor lighung were subiected to more incidents oi sexual harassment and, in general. ielt less secure in their camps. The sector will seek to address these issues in 2016. primarily by engaging women directly into camp management structures, but also by setting aside more tunds ior critical site improvements privacy pamtions and saiety patrols. Linkages with other sectors Due to its crosscutting nature. (he seclur closely coordinates with (he WASH. Health. NFI/Shellel, and Food Security sectors. This coordination enables the sector to highlight gaps in coverage, alert members in me area. and mobilize resources to address needs. Through this coordination the sector has been able to cover 7573mm ot the needs in accessible IDP sites tor each oi these sectors The IDP movement tracking ettorts oi me sector remains critical to intorm the eitorts and responses oi the other respective sectors/clusters. The will expand its role on coordinated IDP movements tracking and iniorming the sectors response and the humanitarian community on the numbers and the locations oi the IDPS with emphasizes on sudden displacements. Children make up neany 40% oi the populauon living in IDP camps. The sector will continue to engage with other sectors to ensure mat the modaliues they are using (such as hygiene promotion. outreach. iniormauon sessions. and inirastructure) are tailored to he needs ot children. The sector will also redouble its effors to engage with me education sector to design appropriate teaching initiatives tor the camp residents. BREAKDOWV OF PEOPLE lN NEEDAND TARGETED BVAREAAND SEX Host "/ofemale ,adult. (ommunltl es People in NEED 6.5M Me People targeted 32M Na Flnarlclal Requirements 325'447'375 27 28 COORDINATION AND COMMON SERVICES Coordination and Common Services Analysis PEOPLE IN NEED Humanitarian partners PEOPLE TARGETED Humanitarian Partners The response in Syria is facing growing needs, operates from multiple geographical hubs and is conducted by a very large number of humanitarian actors. Coordination support and streamlined provision of common core support functions is critical to ensure a principled, transparent and efficient response to the Syria crisis. The United Nations Resident and Humanitarian Coordinator for Syria leads and coordinates humanitarian action inside Syria. His work is complemented by the Regional and Deputy Regional Humanitarian Coordinators for the Syria Crisis, and Humanitarian Coordinators in neighboring countries to implement the Whole of Syria approach which is the framework for humanitarian action. OCHA, in line with its global mandate, supports the humanitarian leadership in ensuring the effective coordination of the response inside. REQUIREMENTS (US$) 58,673,597 Coordination and common services sector response strategy PARTNERS Humanitarian actors Building on achievements made in 2015 to institute a more responsive humanitarian coordination system that ensures coherence and transparency and facilitates a timely and needs-based response, in 2016, capacity will continue to be mobilized to ensure effective sector and inter-sector coordination both at the hub and Whole of Syria levels. NGO Fora have been important in supporting the articulation and implementation of the Whole-of-Syria approach, by facilitating coordination, representation and participation of the NGO community in the HPC and encourage a principled and effective response . The CCS Sector will prioritise improved collaboration among humanitarian actors in key elements of the response, including the Humanitarian Programme Cycle (i.e. needs assessment, strategic planning, implementation, resource mobilization, monitoring and accountability), and information management. In line with IASC guidelines, operational coordination mechanisms will be streamlined to strengthen operations, enhance advocacy and to facilitate safe, secure and timely access to people in need through the most effective routes. The IASC mandated coordination structures will further link up closely with coordination platforms regrouping specific constituent groups (NGOs) and assisting with outreach to and reinforcing the capacity of local implementing partners. In the past 12 months, the WoS approach has enabled humanitarian partners to develop a common and more in-depth understanding of needs across the country, and information management, analysis, and monitoring have been strengthened, despite the constraints posed by the operational environment. In 2016, continued efforts to track IDP movements will be prioritized to enable a more effective response to the largest displacement crisis the world is facing. Furthermore, building on the efforts undertaken to strengthen localized needs assessments and analysis of needs in urban centres, additional efforts will be undertaken to expand city profiles. Country-based pooled funds remain valuable instruments to enable humanitarian organisations (particularly national NGOs) to leverage access and deliver assistance using the most appropriate and expedient modality. They remain flexible and fit vis-à-vis the operational complexity and scale (present and foreseeable) of the Syria crisis; and represent a useful tool to empower the Humanitarian Coordinators (HCs) for Syria, Lebanon and Jordan, as well as the D/RHC for Turkey to prioritise funding on the basis of the specific context and priorities. In 2016, the Syria ERF and the HPF will disburse funds in line with the programmatic framework of the Humanitarian Response Plan (HRP) to enable the delivery of humanitarian assistance in Syria. In response to priorities indicated by local and national NGOs, facilitation of training and technical support is critical to enabling continued and enhanced delivery of humanitarian 29 Provide eflecnve coordination suppon at hub and Wos levels. lacililating a timely and ewdence- based response by enhanced needs assessment and management With a locus on strengthening ihe response capacity ol local panners RELATES To 501. 502, so: Maintain coordinaiiun and operational capacity lor programmes iargeting Palesiine relugees. RELATES TO 501. 502, 503 Enhance security risk management measures to ensure the solely and securiiy ol UN personnel and continuity ol humaniiarian programme delivery RELATES To 501. 502, so: assistance and protection measures lor Confliclraflecled populations, Reinlorcing the response capacity ol local actors and more closely engaging these in me articulation and operationalization ol appropriate and principled response strategies will be prioritized in 2016 and will serve to improve assistance delivery modalities and migeling. while enhancing the ellectiveness ol actions and overall accountability to allected populations. UNRWA continues to provide dedicated coordination to ensure eflecuve support to Palestine relugees. The deteriorating security situation in Syria has created additional risks to UNRWA personnel and palesune relugees receiving assistance. Maintaining operauonal integrity wh'le reducing the risk laced py stall and peneliciaries has required UNRWA to risk mitigation measures including supstantial investment in security inlrastructure. personnel and equipment. UNRWA requires ongoing emergency funding to ensure the adequate stalling ol its humanitarian response through the deployment ol specialist emergency stall to implement manage and monitor activities at me field and coordination levels. Willi an increasingly complex security situation manilested in the lorm ol heightened risks lor UN stall and assets. as well as rising transactional costs in delivering aid to allected populations due to access constraints. there is need lor adequate security suppon lor UN Hubs and subromces. UNDSS is responsible lor providing oversight and operational support lor the security management system in Syria. and plays a crucial role in supporting UN operations. panicularly in hard to reach areas. Parallel to sustaining its common service support lunction in line with evolving needs ol the UN Country Team in Syria. UNDSS will continue to undenake awareness and training sessions (SSAFE. Delensive Driving. etc) lor UN agencies stall and humanitarian actors. Linkages with nlher sectors The Coordination and Common Services Sector is linked directly With each sector and serves the Humanitarian Country Team (Syria). the Humanitarian Liaison Gioup (Turkey), and the Crossrfiuider Task Force (Joidan) as well as the Strategic Steering Gioup and relevant inleirseclarlclusler groups at hub and wos levels in providing strategic leadership and overall coordination ol humanitarian reliel activities across all sectors targeting populations within Syria as delivered by the UN and its operational panners, Operationalisation ol response in geographic/mematic areas where needs converge Will be a priority to be pursued With panners in 2015. CONTACT 30 EARLY RECOVERY AND LIVELIHOODS PEOPLE IN NEED 9.2M PEOPLE TARGETED 3.6 M REQUIREMENTS (US$) 148,484,000 PARTNERS 17 Early Recovery and Livelihoods Sector Analysis Five years into the crisis, Syria continues to witness massive destruction of socio-economic infrastructure and resulting hardship perceived in every aspect of life. Basic social and municipal services are very hard to maintain and electricity supply has decreased, affecting investments, services, production and manufacturing. Inflated prices and fluctuating exchange rates, depleted resources and savings, and lack of income-generating activities have weakened the purchasing power of people in Syria who are suffering from a climbing unemployment rate and increasing loss of livelihood opportunities. The number of femaleheaded households and other vulnerable groups, such as persons with disability and youth at risk, has risen significantly. Response Strategy The early recovery and livelihoods sector aims to contribute to the resilience building of affected populations and communities to overcome the crisis’ negative consequences and maintain a decent standard of living. It ensures a response that provides affected populations, including IDPs, host communities and Palestine refugees, with (1) sustained and enhanced service delivery and basic community infrastructure, (2), creation and stabilization of basic livelihoods and social protection for socio-economic recovery, and (3) promotion of social cohesion and communities’ engagement to strengthen the resilience of affected people and mitigate the effects of the protracted crisis. The sector response strategy works in three strands: Under the objective of improving access to essential services and restoring socio-economic infrastructure using labour-intensive schemes for the affected people and institutions, the early recovery and livelihoods sector will continue its efforts in solid waste removal and debris management. ERL will maintain its investment in rehabilitation and reconstruction of damaged basic social and municipal services/infrastructure including agricultural irrigation networks, water, drainage and sewage networks, electricity networks and power stations, markets, primary and maternal healthcare centres, nurseries and schools. In parallel to this, the sector plans to implement renewable energy solutions such as solar lighting and heating, fuel briquettes and biogas to reduce the reliance on the unstable supply of fuel, which will enhance the resilience of affected populations. In most of these interventions, the sector will follow labour-intensive approaches to create job opportunities and will continue to work closely with local partners under a national framework to empower local capacity and sustain quality public services. In support of the ERL’s second objective of strengthening the coping mechanisms of affected people and vulnerable groups through the rehabilitation and restoration of disrupted livelihoods and social protection schemes, the sector strategy emphasises socio-economic recovery and provision of support for the sustained livelihoods of affected populations. There will be a particular focus on vulnerable groups such as female-headed households, people with disabilities, youth and Palestine refugees. The sector will support reviving local markets and SME through micro-financing mechanisms to restore affected businesses such as textile and sewing sector, repairs and reconstruction sector, food processing and many other small/medium businesses and self-reliance activities – including seed funding for youth social and business entrepreneurship. Moreover, in areas most affected by the crisis, the ERL sector will enhance local la. Moreover, in areas most affected by the crisis, the ERL sector will enhance local labour capacity to re-enter the labour market at the grassroots level through vocational training, job placement, assets replacement and other support mechanisms. Extending support to social protection schemes through unconditional cash transfers for particular groups facing increased levels of risks, such as families with vulnerable children, will also be considered a priority to ensure a minimum living standard and enhanced social inclusion. 31 ERL 1. Improve access to essential servrces and restore socio- ecnnumic using labour-intensive schemes lor the allected people and institutions. RELATES To 50: ERL 2. strengthen the coping mechanisms at allected people and vulnerable groups through the rehabilitation and restoration ol dlslupled livelihoods complemented by social protection schemes. RELATES To 50: ERL 3. Smile] cohesion and local panicipation tor INDIE RELATES To 50: in order to promote social cohesion and local participation tor more resilient communities, the ERL sector plans to empower local communities and institutions to cope With the consequences ol the ongoing crisis while developing the capacities ot to engage in emergency responses. Early recovery and resilience building initiatives Will be designed in an inclusive panicipatory manner to promote social cohesion and tosrer local reconciliation through communal and Interrcommunal activities engaging both IDPS and host communities in the process Knowledge and experience sharing transter have proven to be a successlul pannership tool tocusing on peeHorpeet collaboration and activities and Will be considered as a model to be adopted so as to achieve specitic and measurable goals in particular programmatic areas in the most atlected governorates. Participation at local communities and attected populations is ol paramount importance in ensuring ownership and better identitication ot needs as well as in lhe subsequent development and implementation early recovery actiVities. Engaging with youth and empowering them to participate in this phase is critical to bolstering the resilience ot their communities and mitigating potential tensions it engaged early in the process ot local level response to needs and priorities youth can play a maior role as agents ol change inducing positive solutions to rising tensions. Linkages with other sectors in order to ensure achievement ot the overall strategic obiecrives ot the HRP, the early recovery and livelihood sector designs its response based on a high level at communication and collaboration With other sectors collaboration is besl manitested in three thematic areas promoting local production and encouraging local procurement supported by business revtval activtties in cooperation With NH and child protection sectors: mainmining and restoring public health sen/ices in collaboration With health sector; and rehabilitation ol damaged intrastructure, such as schools and health tacililies, in cooperative programming With the education and WASH Secluts Participating in all inlevrseclurlal. lnlevragency meetings and other relevant lnlevragency processes is essential to ensuring appropriate linkages and establishing working relationships With the rest ot the sectors The ERL sector locuses on developing the capacities ot NGOS and local parmers to bridge the gap between humanitarian assistance and more sustainable actions tor recovery and reconstruction. 0F PEOPLE lN NEED AND TARGETED av STATUS. SEX ANDAGE IDPs Host %temale Zi'li'i . ,adiilt, communiti es People in NEED 3.6M 5.targeted - Financial Requirements $148'484'000 CONTACTS 32 PEOPLE IN NEED EDUCATION 5.7M PEOPLE TARGETED 4.6M REQUIREMENTS (US$) 201,400,302 PARTNERS Education sector analysis The protracted nature of the Syrian crisis has weakened the capacity of the education system to address critical education needs in the country. Five years into the crisis, 5.7 million children and adolescents (in and out of school), and education personnel, including over 44,500 Palestine refugees, are in need of education assistance.. Schools and educational facilities continue to be attacked and suffer damages as a result of indiscriminate assaults, while students face severe risks by simply attending school. The total economic loss due to the dropout from basic and secondary education is estimated to be USD 10.67 billion, equivalent to about 17.6% of the 2010 Syrian GDP. 45 Education sector response strategy During emergencies, education provides stability and structure, and helps bring a sense of normalcy to the lives of children and adolescents. Education saves and sustains lives and protects children and adolescents against exploitation and harm by providing them with the necessary skills and structured learning routines to survive, cope and face adversities. The overarching goal of the Education Sector is to ensure access to safe, equitable and quality education for children and adolescents affected by the crisis in Syria and to strengthen the capacity of the education system and communities to deliver a timely, coordinated and evidence-based education response. In line with the No Lost Generation Initiative (NLG), the INEE Minimum Standards for Education and the fourth Sustainable Development Goal, the education sector partners will support scaled up equitable access to formal and non-formal education, especially for the most vulnerable girls and boys in hard-to-reach and besieged areas. The overarching goal of the Education Sector is to ensure access to safe, equitable and quality education for children and adolescents affected by the crisis in Syria and to strengthen the capacity of the education system and communities to deliver a timely, coordinated and evidence-based education response. In line with the No Lost Generation Initiative (NLG), the INEE Minimum Standards for Education and the fourth Sustainable Development Goal, the education sector partners will support scaled up equitable access to formal and non-formal education, especially for the most vulnerable girls and boys in hard-to-reach and besieged areas. Access to Education Access strategies will include small-scale rehabilitation of damaged schools and establishment of other safe temporary/alternative learning spaces, the provision of emergency gender-sensitive WASH facilities, and the procurement and distribution of basic school furniture. Quality non-formal learning initiatives such as Accelerated Learning Programs (ALP), catch-up classes, remedial and literacy and numeracy classes will be expanded. The response will also focus on provision of pre-primary education and Early Childhood Care and Education (ECCE) services and technical and vocational training. Social protection services will be supported through school feeding programs and the facilitation of school transportation to and from hard-to-reach and insecure areas. The education sector will also promote Back-to-Learning (BTL) and awareness-raising campaigns and the mobilization and engagement of parents, families and communities in the education of their children. A communication strategy will be developed to restore the civilian character of schools and reduce their use as collective shelters and for other purposes than education. Quality of Education 33 EDUCATION OBJECTIVE 1 Scale up safe and equitable access to formal and nonformal education for crisisaffected school aged girls and boys (5-17 years) RELATES TO SO1, SO2 EDUCATION OBJECTIVE 2: Improve the quality of formal and non-formal education for school aged girls and boys (5-17 years) within a protective environment. RELATES TO SO2, SO3 EDUCATION OBJECTIVE 3: Strengthen the capacity of the education system and communities to deliver a timely, coordinated and evidence-based education response at national and sub-national levels. RELATES TO SO3 The education sector partners will intensify their efforts to improve the quality and relevance of education through particular attention to the teaching force. Professional development will be provided to teachers, facilitators, volunteers and school staff on childcentred, protective and interactive methodologies, classroom management and psychosocial support (PSS). Teaching staff will be also trained and supported to deliver on formal curriculum, self-learning materials, remedial and accelerated approaches and life skills. Support to teachers will be systematized through emergency incentives/allowances and adequate resources. Part of ensuring quality education is the continued distribution of textbooks and teaching and learning materials (e.g. school-in-a-box). The roll out of selflearning programs will not only cater for hard-to-reach out-of-school children, but also will constitute a key investment in supporting quality learning. Education System Strengthening Sector coordination capacity will be strengthened at both national and sub-national levels. M&E systems will be improved to better inform targeting and programming, and policy frameworks will be developed to ensure that the education of children and adolescents is accredited and certified. Data collection, analysis and reporting related to formal and nonformal education will be improved, including tracking of out-of-school children, schoolbased assessments (including learning) and rapid assessments. Efforts will be made to standardize and harmonize basic learning training packages and other relevant education tools. Preparedness and contingency planning will be considered beyond traditional emergency prepositioning of supplies through capacity development for partners to respond to immediate education needs in the fluid context of Syria. An advocacy and communication strategy will be developed to address critical policy gaps outlining key challenges and recommendations Linkages with other sectors The Education Sector will focus on inter-sector and inter-agency collaboration to boost complementarity, maximizing the use of limited resources and improving response effectiveness and quality. National partners and actors will continue to play a crucial role in addressing the needs of children and adolescents affected by the crisis in Syria. Schools will be used as an entry point for delivering other humanitarian responses. Existing cooperation will be strengthened and opportunities for collaboration between Education and other clusters/sectors will be explored and encouraged, including crosscutting issues such as gender and inclusive education BREAKDOWN OF PEOPLE IN NEED AND TARGETED BY STATUS, SEX AND AGE BY SEX & AGE People in NEED People targeted Financial Requirements Children Education personnel 5.4M 0.3M 4.5M 0.04M % female % children, adults $201,400,302 CONTACTS 34 35 PEOPLE IN NEED EMERGENCY TELECOMMUNICATIONS Humanitarian actors PEOPLE TARGETED PEOPLE IN NEED Humanitarian actors Humanitarian actors PEOPLE TARGETED REQUIREMENTS (US$) Humanitarian actors 1,339,640 PARTNERS REQUIREMENTS (US$) Humanitarian actors 1.44M EMERGENCY # OF PARTNERS TELECOMMUNICATIONS OBJECTIVE 1 UN agencies & NGOs Provide common security telecommunications, voice and data connectivity services to humanitarian partners. RELATES TO SO1, SO3 EMERGENCY TELECOMMUNICATIONS OBJECTIVE 2: Lead inter-agency emergency telecommunications coordination and information sharing to support the operational needs of humanitarian partners. RELATES TO SO1, SO3 EMERGENCY TELECOMMUNICATIONS OBJECTIVE 3: Build capacity of humanitarian partners and strengthen the ability to ensure safety of staff and assets in the field. RELATES TO SO1, SO3 EMERGENCY TELECOMMUNICATIONS OBJECTIVE 4: Provide targeted assistance to local NGOs that demonstrate a need for telecommunications assistance beyond their organizational capacity. RELATES TO SO1, SO3 Emergency telecommunications cluster analysis Telecommunications infrastructure throughout Syria has suffered significant damage due to the protracted crisis and indiscriminate destruction. In addition to damaged infrastructure, regular power outages and tight governmental controls serve to add to the downtime of communication systems in Syria. Lack of reliable telecommunications services hampers the ability of the humanitarian community to perform work in the field. Coordination and delivery of common telecommunications services at hubs in Syria, Jordan, Lebanon and Turkey is vital to ensuring that the humanitarian community can perform essential lifesaving work whilst maintaining the safety of staff and assets in the field. Emergency telecommunications cluster response strategy The overarching goal of the Emergency Telecommunications Cluster is to ensure that humanitarian responders have access to telecommunications services that allow them to perform their work in common operational areas whilst also having communication systems in place to enhance the safety and security of the humanitarian community. In the complex context of the Syria crisis response, where multiple hubs operate from multiple countries to respond to the humanitarian needs of populations in Syria, strong coordination is more important than ever. Whilst the ETC is a provider of telecommunication services in common operational areas, the coordination provided by the cluster is vital to driving collaboration and identifying opportunities to remove duplication by encouraging partners to share their systems with other humanitarian partners where it is feasible. In areas where there is limited access to telecoms infrastructure and services, such coordination is particularly important. The ETC has included allowance in its 2016 plan to launch an innovation project to pilot direct-to-beneficiary services in line with the ‘ETC2020’ strategy. The exact scope of the pilot will take shape during detailed planning in 2016. Recognising the integral role of local NGOs in the humanitarian response, the cluster will establish a seed assistance initiative to increase the operating capacity of selected local NGOs by helping them with their communication technology needs. In consultation with humanitarian partners, the following areas have been identified as focus areas of the ETC response strategy in 2016: Whole of Syria: • Maintain and expand common ETC services in operational hubs • Training, coordination and information sharing amongst humanitarian partners • Pilot an ETC2020 innovation project with direct-to-beneficiary ETC services Syria: • Expand VHF radio network coverage in common operational areas (Aleppo, Qamishli, Tartous and Homs), subject to the importation of telecommunications equipment into Syria • Deploy radio operators at inter-agency radio rooms in common operational areas (Damascus, Aleppo, Qamishli, Tartous and Homs) 36 8.7 7.5M $1,235,541.49: 32 valde emergency response capach hte- savmg. ano [he most vulnerable onsrs anecteo peop'e' rnctuorno people neeos RELATES TO 501 Suppnn hvehhootis or atrecteo communttres ano by rncreasrng pmducuon' pvmeclmn ml pruoucuve assets, and or creatrng rncome generatrng to prevent negatrve or coprno RELATES TO 503 Launch a Seed Vundmg to local NGOS lhew commumcatlon needs Turkey: Plovlde oeorcateo helpdesk Suppon at the Inlelragency huo tn Gaziantep strengthen UHF raoro nelwmk coverage to humanrtarran rn south eastern Turkey Jordan: Deploy raoto operators at the Inlerragency radlo rooms tn Za'atan and Azraq camps Lebanon: Upgrade oto telecommunrcattons Infrastruclme to matntatn the operatronat errectweness or the VHF raoto network In the north or Lebanon Linkages with other sectors As a support duster the ETC uses technology to enable humanttartan partners stay connected. and II provtoes systems that rmproye the satety and securtty or shall and assets tn the hero way. the ETC IS rnotrectty linked all sectors CONTACTS 37 FOOD SECURITY OBJECTIVE 3: Improve the capacity to deliver essential services to local communities and support the rehabilitation of productive infrastructures RELATES TO SO3 FOOD SECURITY OBJECTIVE 4: Improved quality of the response based on evidence, capacity building and strong coordination within the Food Security and Agriculture Sector and cross-sectors. RELATES TO SO 1, SO2, SO3 Food Security and Agriculture sector analysis Food security refers to the availability of, access to, and utilization of food. Food insecurity is manifested by food consumption gaps, low dietary diversity and negative coping strategies, among other indicators. Sector assessments conducted in 2015 show that food insecurity has reached alarming heights in Syria. Key factors contributing to food insecurity in Syria of agriculture inputs, dampened purchasing power, fragmented markets and infrastructure, lack of employment opportunities, rising prices of food, fuel and agricultural inputs, and soaring inflation. An estimated 8.7 million people are in need of a range of food security related assistance. The most vulnerable groups are internally displaced people and returnees, households dependant on gift, assistance and unskilled labour, small-scale farmers and herders, female headed households, people with disabilities, and Palestine refugees. Rural households exhibit a higher prevalence of food insecurity compared to urban households, and one in three Syrians has fallen into debt as a consequence of their inability to purchase food. Of the 8.7 million people in need, at least 6.3 million people (category one) have food consumption gaps, suffer from significant loss of livelihood assets, and are resorting to negative or sometimes irreversible coping strategies (such as selling of assets). The remaining 2.4 million people (category two) are able to maintain minimally adequate food consumption only by engaging in negative coping strategies, and if not assisted will quickly, slip into the first category. The assistance provided by sector partners in 2015 contributed significantly to mitigate the needs of the people and the People in Need number would have been much higher without such assistance. Food security and agriculture sector response strategy The sector in total targets 7.5 million people (with an estimated 3 million people receiving support from all sector objectives). The sector aims to ensure adequate food consumption for the most affected populations, reducing the number of people adopting negative coping mechanisms while supporting early and medium term recovery of critical agricultural/livelihood assets and essential services related to food security. In doing so, the sector aims to contribute to the overall goal of food security, whereby food is available in sufficient quantities at both household and community levels; affected people have access to food through regular assistance, purchase or production; and food consumed has a positive nutritional impact on the targeted population. Sector Objective 1: Provide emergency response capacity, lifesaving, and life sustaining assistance to the most vulnerable crisis affected people, including people with specific needs. Relates to Strategic Objective 1 This objective targets a total of 7.5 million people, and will be pursued in two ways. First, the sector will aim to meet the immediate food needs of 1.2 million vulnerable people during cyclic or large scale displacements by providing emergency (up to 2 weeks) and/or shortterm (up to 3 months) life-saving food assistance, with adequate emergency response capacity (contingency planning) in place. Second, the sector aims to provide longer-term life sustaining food assistance to 6.3 million people (including Palestine refugees) through regular distribution cycles. The modality of this assistance – whether in kind, cash, voucher or a mix – will be determined according to different contexts. The response includes three types of packages: (i) emergency food assistance (2-4 weeks) would include 2100 kcal per person, per day (ii) short term food assistance (for up to 3 months, based on needs) for which at present, the recommended value of the food assistance is within a range of 70% 77% of the 2100 kcal but can be up to 100% based on the needs in a specific area and operational context; and (iii) longer term food assistance (more than 3 months) will also seek to meet no less than 70 % - 77% of the daily kcal needs but specific needs in specific areas should be considered to determine the most ideal value for this, with the possibility of topping up to 100% of kcal needs for the most vulnerable people or for those with specific nutritional needs as supplementary support. To ensure harmonization, the sector will work with partners in determining the most appropriate food baskets and reference basket for 38 cash/voucher value based on emerging needs and fresh evidence in various operational contexts. Geographical targeting (assuming access and conflict patterns remain the same) will focus on the current severity ranking at sub district level (based on percentage prevalence of people in need across urban, peri urban and rural areas). However, given the volatility of the situation, it is expected that severity patterns will change over time; so, partners will continue to adapt their geographical targeting as per emerging needs and access. At a household level, targeting will be along three approaches: (i) the sector will target new IDPs on a shortterm basis (2 weeks to 3 months, based on needs) and then assessments to determine those most in need of food assistance will extend food assistance to those IDPs who meet the vulnerability criteria: (ii) For resident/host/non-IDP populations, a harmonized vulnerability analysis accounting for both household and socio-economic criteria will determine those most in need of food assistance; (iii) All Palestine refugees will be targeted. Sector Objective 2: Support livelihoods of affected communities and households by increasing agricultural production, protection of productive assets, and restoring or creating income generating activities to prevent negative or irreversible coping mechanisms. Relates to Strategic Objective 3 This objective targets a total of 4.3 million people and seeks to increase food production, increase productive assets and create livelihood opportunities for targeted populations. The objective will be achieved through the provision of appropriate inputs for agriculture, backyard food production, productive asset building, veterinary support, and income generating activities focused on food processing and production (such as flour mills). The modality of assistance – whether in kind, cash, voucher or a mix of modalities – will be based on varying contexts. For agriculture support, seeds for production of cereals, legumes, tubers and vegetables will be provided along with other inputs (equipment, fertilizer and pesticide) as a harmonized package for winter and spring. Livestock assistance (e.g. provision of live animals for asset building, feed or veterinary support for asset protection) will also follow sector guidelines on recommended ‘packages’ to be distributed. Synergies will be explored with the nutrition sector, supporting household food production and promoting nutrition sensitive agriculture in ways that facilitate a diversification of the diet. Geographical targeting (assuming access and conflict patterns remain the same) will depend on the agro-ecological or rainfall zone, and according to the severity ranking at sub district level based on percentage prevalence of people in need in the sector. . There will be a specific focus on rural communities for certain activities. Targeting at a household level will include two groups: host communities (who meet the selection criteria for the various activities) and IDPs (for select activities). For residents/host communities, criteria will be based on factors such as land ownership/access to land, livelihood dynamics, and asset ownership. To avoid creating any ‘pull factor’, IDPs will be provided with easily transferrable assistance (e.g. small livestock). Targeted populations’ willingness to undertake the investment (including attending trainings) and the availability of/access to labour will play a critical role in receiving assistance. Sector objective 3: Improve the capacity to deliver essential services to local communities and support the rehabilitation of productive infrastructures. This objective targets 2.4 million people and aims to create/restore community assets and productive infrastructure. This is critical for delivering essential services relating to food security such as bread bakeries (a staple food item in Syria), irrigation, canals and storage, to ensure services for the agriculture sector. Capacity building of local communities will be a key component as well to establish/restore their community structures, and to organize and manage requisite infrastructure for delivering these services, will be a core component of this objective. Geographical targeting will ensure that the areas are conducive for this intervention as infrastructural repairs are feasible only if conflict-free areas remain peaceful, so that investments in repairs and capacity building of recipients are not 39 compromised by further destruction. Targeted beneficiaries are vulnerable communities dependent upon community-owned agricultural and non-agricultural infrastructure for their livelihoods. Sector objective 4: Improved quality of the response based on evidence, capacity building and strong coordination within the Food Security and Agriculture Sector and cross-sectors. The Food Security and Agriculture Sector Whole of Syria approach is centred on the commitment of humanitarian partners to provide a coordinated response through the IASC sector/cluster approach, which is essential for achieving the first three sector objectives effectively and efficiently. This sector objective seeks to increase the efficiency and effectiveness of response through: (1) developing a principled, predictable and systematic operational planning process; (2) ensuring greater coherence across the different operational modalities (i.e. cross-line, cross-border or regular programmes) through improved coordination both within and across sectors; and (3) strengthening informationsharing and monitoring of response. The key milestones reached in 2015 in WoS sector approach include regular response analysis, efforts to minimize duplication, addressing geographical gaps, promoting sub-national coordination, developing contingency plans and completing mid-year prioritization. In 2016, the sector will build on its work and will also aim to address some of the key gaps and challenges identified in 2015, including: regular monitoring and food security situation analyses; improving targeting by regularly updating people in need figures and severity rankings; strengthening early warning and contingency plans/preparedness; furthering work on harmonization of response packages and needsbased targeting/selection. Further emphasis will likewise be placed on monitoring key sector outcome indicators, which have been instrumental in setting critical baselines such as Food Consumption Score, Coping Strategy Index and Dietary Diversity Score, and which will be further enhanced by on-going sector assessments such as Food Security and Livelihoods Assessment. The Sector will achieve these objectives through a clear delineation of roles and responsibilities between hubs and WoS, thus ensuring complementarity and resultsbased performance. Gender, age, protection and Accountability to Affected Population (AAP) Gender and age dynamics are critical factors in aggravating populations’ vulnerabilities and their ability to access services. For instance, as per sector assessments, households headed by females, children, elderly or persons with disabilities without a regular and stable income source are among the most vulnerable groups. These households are resorting to negative coping strategies that have both gender and protection concerns such as child labour, early marriage and involvement in armed groups. In the complex Syrian context, the main sources of evidence or feedback from affected communities have been assessments and Post Distribution Monitoring by partners. In 2015, based on wide consultation, the sector developed checklists for the integration of gender, age, protection and AAP in partners’ programmes. In 2016, integration of these topics across the programme cycle will be further pursued so that assessments and analyses, programme design, implementation and monitoring are sensitive and responsive to these issues. For instance, where possible, gender and age sensitive vulnerability criteria, safe distribution measures and on site feedback mechanisms will be further promoted, and evidence of good practices/lessons learned documented. Additionally, the sector will make efforts to hold ‘Cluster Listening’ exercises with affected population (access permitting), to feed into evidence-based programming and to strengthen AAP. Linkages with other sectors 40 ori ttie continued engagement witn tne Nutrition sector, eltolts Will be made to distripution ot nutrition supplements Witn lood security intenlentioris as a Joint programming initiative. Since water is a key lactor tor ttie utilization oi tood arid lor agriculture related programmes, coordination and ioint planning with WASH will be pursued as well. In cooperation With the Protection Sector, tunhet work on protection mainstreaming, sucti as building eilidence around protection (and GBV) sensitive tood security programming, Will pe pursued The FSA Sector will continue to work Witti the sector to identity tne tood security needs or displaced populations tracked by programming. Early recovery and livelinoods needs and programmatic initiatives are already lully integrated in tne FSA sector response plan, and operational coordination will be carried out petweeri potn sectors to ensure complementarity and to capitalize on synergies. Winterization initiatives will be pursued as an element or joint programming. rne Food Security Sector has already made some progress in ttie narmonizatiori oi vulnerapility criteria and response packages, which will continue to be explored witn otner sectors as relevant and teasiole BREAKDOWV OF PEOPLE AEEDAM) TARGETED av STATUS SEX AND AGE Host %remale ,adult, (ommumti es Peonlr: in NEED 4M 4.7M People 3.5M 4M targi Financial Requirements $1'235'484'000 Note we estimated lop arid Hostbreamm on Peuple in lveedrs derived itorri percenfige prevalence or load mSECLlle irolti sector assessments The esiirttared lopano nosi oreakoown in people targeted is also oerin itom tne Same proponion otpetceniage prevalence and with gamers tea-aback Huwever inese iigutes w" oe leiined price paroiets operaicnal response reports are collected oy 4W5 COVTACTS 41 PEOPLE IN NEED HEALTH SECTOR 11.53M Health sector analysis PEOPLE TARGETED 11.53M REQUIREMENTS (US$) 435,974,844 PARTNERS 38 The year 2015 was marked by an intensification of the conflict and increase in the health needs of populations living in Syria. The shortage of specialized medical staff, ambulances, equipment and medical supplies led to an increased number of preventable deaths. Appropriate and timely interventions are needed to limit the risk of avoidable amputations and preserve the longer-term health outcomes of patients in terms of mobility and dependence on family members and communities for survival. Lack of basic utility services including electricity, fuel, safe drinking water and basic sanitation services have increased the vulnerability to disease outbreaks such as diarrheal diseases, typhoid, hepatitis A, as well as other vaccine-preventable diseases. Essential health services have been further disrupted by the exodus of qualified healthcare workers, a 60% drop in local production of pharmaceuticals, and a 50% increase in prices of locally produced pharmaceuticals. Over 640 health care workers have been killed since the conflict started, and from June through August 2015 one health care facility was struck by an aerial attack every two days. An estimated 58% of public hospitals and 49% of public health centers are either partially functional or closed. In northern parts of Syria, only 36% of health facilities are operating in structures they occupied before the conflict, forcing many health providers to operate out of buildings not designed for health service delivery. People with life-threatening chronic diseases such as diabetes, kidney failure, asthma, epilepsy, cancer and cardiovascular illness are at an increased risk of dying or developing complications as access to life-saving medications and care is becoming more restricted. A severe shortage in skilled-birth attendants, including obstetricians, means that there are major obstacles to providing care to an estimated 300,000 women who are pregnant and need targeted support. Only 10% of primary health care centers provide basic mental health services. The number of persons seeking mental health care is increasing, especially those suffering from depression, anxiety, psychosis and stress related conditions, and current estimates indicate 600,000 people are living with severe mental illness in Syria. The priority in the health sector continues to be to provide life-saving and lifesustaining humanitarian health assistance to affected populations. This will be done through specific interventions and response monitoring focusing on: provision of healthcare services (including trauma, child and maternal health (reproductive), services for genderbased violence, management of malnutrition, management of non-communicable diseases, mental health and psychosocial support, support for people living with disabilities, and referral services); availability of essential medicines, medical supplies, equipment and provision of outreach services; expansion and strengthening of the communicable disease surveillance, detection and response system, and continued support to the Expanded Programme on Immunization (EPI) to enhance vaccination coverage up to the required levels. In addition, the sector will seek to strengthen health sector coordination and health information systems to improve the life-saving health response for people in need, with an emphasis on enhancing protection and increasing access to health services. This will be done through coordination efforts to increase assistance to hard-to-reach and besieged areas; synergize and harmonize the response across hubs; and better identify gaps and reduce overlap. Protection and gender mainstreaming efforts throughout health programming will continue to be emphasized and advocated for through coordination fora and training/workshops with health partners. Health information systems (HIS) at the cluster/working group level will be further strengthened to track essential morbidity and mortality data as available, creating an evidence base to drive forward health programming. In addition, due to the dynamic nature of the conflict and high risk of outbreaks of diseases, coordination structures will focus on joint contingency and preparedness planning for disease outbreaks such as cholera and response to changing conflict dynamics across the 42 HEALTH SECTOR OBJECTIVE 1 To provide life-saving and life-sustaining humanitarian health assistance to affected populations RELATES TO SO1, SO2, S03 HEALTH SECTOR OBJECTIVE 2: To strengthen health sector coordination and health information systems to improve the life-saving health response for people in need, with an emphasis on enhancing protection and increasing access to health services RELATES TO SO1, SO2 HEALTH SECTOR OBJECTIVE 3: To support community resilience, institutional and response capacity by empowering communities and national actors RELATES TO SO2, SO3 five hubs. This will include rapid health assessments of emergency situations and design of timely response. Finally, reflecting the protracted nature of the crisis, the health sector in 2016 will aim to support community resilience, institutional and response capacity by empowering communities and national actors. Activities will focus on increasing the size and capacity of the health workforce; strengthening partnerships with national non-governmental organizations (NNGOs); rehabilitating and/or re-enforcing damaged health facilities (including physical structures, human resources, and equipment/supplies) to provide safe and secure environments for health service delivery; strengthening community-based health services and initiatives; and enhancing mobile medical units for emergency response. Linkages with other sectors The health sector actively participates in inter-cluster/sector coordination groups at the hub and WoS levels. In addition, sub-working groups focused on gender-based violence, physical rehabilitation, advocacy, mental health and psychosocial support and sexual and reproductive health are functional to various extents at the hub level. The health sector will continue to work closely with the WASH, nutrition, food security and livelihoods, protection and CCCM sectors to ensure a multi-sectoral approach is utilized, including through joint needs assessments. The health and WASH sectors strongly collaborate on joint contingency planning to address water-borne diseases and other community health and hygiene messaging. In two of the five operational hubs, the health and nutrition sectors are joint and operate under a common framework. The health sector also works very closely with the protection sector to ensure protection-mainstreaming checklists are available across hubs and that strategies are in place to protect health care workers, facilities and ambulances BREAKDOWN OF PEOPLE IN NEED AND TARGETED BY STATUS, SEX AND AGE Given the devastated state of the health system in Syria, all population groups are affected by the crisis and have the right to receive health care services. Children under five, women of reproductive age, persons living with disabilities and people at high risk of trauma and at high risk of suffering complications from chronic diseases, including the elderly, are the most vulnerable population groups in the health sector. Pregnant women, for example are in dire need of reproductive health services, including antenatal, delivery and postpartum care. Child- and female-headed households and all children under 18 years remain at high risk of suffering the health consequences of the Syrian conflict. In addition, hundreds of thousands of refugees and millions of internally displaced persons (IDPs) continue to live in areas of active conflict and remain extremely vulnerable and exposed to health risks BY SEX & AGE People in NEED People targeted Financial Requirements IDPs Host communiti es 4.5M 7M 4.5M 7M % female % children, adult, elderly $435,974,844 CONTACTS 43 44 PEOPLE IN NEED Humanitarian actors LOGISTICS CLUSTER PEOPLE TARGETED Logistics Cluster analysis Humanitarian actors Key needs identified in consultation with partners include common transport and common warehousing across Syria, in order to provide a predictable and secure logistics supply chain in the midst of severe access and security constraints. The increasing trend of crossborder operations into Syria from Jordan and Turkey necessitates the extension of coordination activities and expansion of logistics hubs where required. Scarcity and rising costs of fuel require the maintenance of contingency fuel reserves, which will be especially critical during the winter months for emergency cooking and heating. Emergency airlifts will remain an option to reach the most isolated locations in the country. In line with partners’ needs to enhance logistics capacity, dedicated logistics training will be continued in 2016, focusing on more diverse areas within logistics. REQUIREMENTS (US$) 13,030,000 PARTNERS 20 Logistics Cluster response strategy LOGISTICS CLUSTER OBJECTIVE 1 To provide logistics services (inclusive of surface transportation, transshipment, contingency fuel storage, emergency airlifts and warehousing) to humanitarian organizations responding to the Syria crisis RELATES TO SO1 LOGISTICS CLUSTER OBJECTIVE 2: To maintain regional Whole of Syria inter-agency logistics coordination and information management in order to support humanitarian actors RELATES TO SO1 LOGISTICS CLUSTER OBJECTIVE 3: To enhance capacity of humanitarian actors via dedicated logistics trainings and purchase of necessary equipment RELATES TO SO1 The Logistics cluster’s activities are in line with all three Strategic Objectives for the response. As per its first objective the cluster will continue to provide humanitarian partners with crucial logistics services, including surface transportation, contingency fuel provision and storage, cross border transshipment services, emergency airlifts, and warehousing. Common warehouse facilities with over 14,000 m² of storage space for partners, have been established in five locations: Rural Damascus, Lattakia, Tartous, Homs, and Qamishly. The cluster also plans to augment storage space in additional locations as required. Common transport services on behalf of partners will continue into 2016 and as per the cost-recovery modality introduced in 2015. Joint Humanitarian Convoys will continue to be organized by the logistics cluster in 2016, in order to access the most difficult to reach areas inside Syria. These convoys are organized at inter-agency level, with prioritization of items/locations taking place through robust InterSector Coordination (ISC) mechanisms in Damascus. For the most isolated areas, emergency airlifts of life-saving cargo will be organized as an option of last resort. The cluster also stands ready to respond to ad-hoc scenarios, such as ceasefire operations, with logistics support as required. Crucial cross-border activities, including logistics coordination and/or transshipment, will be a key focus in 2016. The Bab Al-Hawa crossing in Turkey has seen a large increase in the number of trucks sent into Syria by UN agencies, and to cope with the increased caseload, the cluster will expand the transshipment area at this crossing as required, thus allowing the cross-loading of a higher number of trucks for UN agencies. UNMM monitoring teams will be ready and available at the borders to facilitate the loading of the consignments and to confirm the humanitarian nature of these shipments as required by the UN Security Council. These cross-border and cross-line activities are the UN’s key operational enabler of Security Council Resolutions 2165 and 2191 which call for greater access within the country as well as cross-border. The logistics cluster’s second objective (to maintain regional Whole of Syria (WoS) interagency logistics coordination and information management in order to support humanitarian actors) is in line with the WoS approach and will be crucial in 2016 to maintain the smooth flow of a complex logistics supply chain from several neighbouring countries into Syria (including hubs in Jordan, Turkey, and in Syria itself), with the WoS cluster coordinator based in Damascus. Coordination meetings will be held regularly in Amman, Damascus, Gaziantep, and other locations as required, allowing partners to discuss logistics bottlenecks and come up with common solutions. The cluster will also 45 continue to share logistics inlormation products including maps, capacity assessments, logistics snapshots, inlographics, progress reports, meeting minutes, and updates via its dedicated cluster webpage. For the cluslel's third obiective To enhance capacity ol humanitarian actors via dedicated logistics trainings and purchase ol necessary edupment, a series oi diverse trainings are planned tor 2016, including various aspects ot logistics such as shipping, warehousing, transport, customs, and lleet/luel management This Will help enhance extsting capacity ot logistics personnel both Within Syria and neighbouring countries These trainings are planned to cover a wider range ot logistical means and locations, in order to benetit the maximum number ot humanitarian personnel The logistics cluster Will also provide logistics equipment to enhance the capacity ol local partners, Linkages with other sectors The logistics cluster provides common services to all sectors involved in the Syria response. This includes the transport, storage, and handling ot reliet items inside Syria, including health kits, blankets, tarpaulins, wtnter clothing, medicines, water purilication kits, school books, hygiene kits, protection items, and many others. in this way, the logistics cluster lills sectoral logistics gaps laced by the programmatic sectors in the Syria response, enabling them to implement sectoral response plans and teach people in need across the country. The Joint Humanitarian Convoys organized by the cluster, in particular, allow sectors to access besieged and haldrlorleach areas With lifesaving aid items. These convoys are increasingly used as a mechanism to increase trust, build momentum. and ultimately increase access to culrofl locations. CONTACTS 46 PEOPLE IN NEED 3.1M NUTRITION SECTOR Nutrition sector analysis PEOPLE TARGETED 1.9M REQUIREMENTS (US$) 51,174,627 PARTNERS 18 A poor nutrition situation exists in Syria as indicated by the prevalence of acute malnutrition (wasting) of 7.2%, and chronic malnutrition (stunting) of 22.3% in children 6-59 months (2014). Few locations have acceptable levels of malnutrition (<5%). Micronutrient deficiencies are widespread and between ‘serious’ to ‘critical’ as reflected by the prevalence of anemia above 30% in children and women of reproductive age. Based on an in-depth analysis of data from multiple sources, the nutrition sector severity ranking at the governorate level was developed, which forms the basis for the sector’s response framework. The nutrition sector estimates that 3.16 million boys and girls aged 659 months and PLW are in need of preventive and curative nutrition services in 2016. Of these, an estimated 86,000 children aged 6-59 months are acutely malnourished, 670,000 children suffer from micronutrient deficiencies, 1 million children under 2 years of age require optimal feeding to ensure adequate nutrition status, and 1.3 million PLW require preventive nutrition services against undernutrition and for optimal nutrition wellbeing. Aggravating factors, including sub-optimum infant and young child feeding (IYCF) practices, particularly with low levels of exclusive breastfeeding practices, the increasing use of infant formula in situations of poor sanitation, limited dietary diversity and food insecurity, declining livelihood options, population displacement with associated family separation, poor access to quality water and hygiene condition, and deteriorating health care, are present. These factors further compound the risks for poor nutrition, morbidity and mortality in children below 5 years of age and pregnant and lactating women (PLW). Active fighting and constant displacements pose challenges of access and provision of adequate nutrition services to women and children in some areas. Nutrition sector response strategy The poor nutrition situation in combination with the presence of aggravating factors call for urgent actions to scale up the ongoing preventive nutrition services, sustain curative services and expand a multi-sectoral approach to ensure maximum nutrition service delivery. The nutrition sector will focus its efforts on boys and girls below 5 years of age and pregnant and lactating women. Four sector strategic objectives were identified which emphasize preventive nutrition services, curative nutrition services, situation analysis and monitoring of the nutrition situation, and integration of nutrition response with other sectors. Continued efforts will be made to ensure robust preventive nutrition services related to infant and young child feeding and micronutrient interventions, provided through the community and in health facilities. Promotion of appropriate infant and young child feeding (IYCF) with a focus on breastfeeding protection and promotion and complementary food will be made. The critical window of a child’s growth in the first 1,000 days will be safeguarded and promoted through maternal nutritional support during the pregnancy and lactational period, promoting the introduction of breastfeeding to the newborn within the first hour of birth, exclusive breastfeeding for the first six months, and complementary food introduction to infants after six months of age. Widespread and uncontrolled infant formula use will be prevented, since in emergency situations it is often used with unclean water and unhygienic conditions thus predisposing the children to risk for diarrhea or even death. The capacity of public health workers will be strengthened to facilitate IYCF counselling sessions. The prevention of micronutrient deficiencies and control initiatives through micronutrient 47 NUTRITION SECTOR OBJECTIVE 1 Strengthen preventive nutrition services for vulnerable groups in need of humanitarian response, focusing on appropriate infant and young child feeding practices, micronutrient initiatives and optimal maternal nutrition. RELATES TO SO1, SO3 NUTRITION SECTOR OBJECTIVE 2: Improve access to quality curative nutrition services through systematic identification, referral and treatment of acutely malnourished cases according to international standards. RELATES TO SO1, SO3 NUTRITION SECTOR OBJECTIVE 3: Promote nutrition situation analysis using standard tools and screening methodologies on children and women. RELATES TO SO1, SO2 NUTRITION SECTOR OBJECTIVE 4: Promote and strengthen timely, appropriate and integrated nutrition response through multisectoral approach to achieve maximum outcome from nutrition service delivery RELATES TO SO1, SO2 supplementation within health facilities and during accelerated campaigns, distribution of multiple micronutrient powder through facilities and directly in the community (alongside food distributions), and promotion of dietary diversity and optimal maternal nutrition will be emphasized to prevent further deterioration of the situation. Preventive efforts will be complemented by curative activities through screening for malnutrition and referral for treatment of acutely malnourished cases as a life-saving measure. Community-based approaches for malnourished case finding and treatment will be conducted to improve coverage and for early detection of cases. Appropriate nutrition supplies will be availed. The sector will also continue to monitor the nutrition situation through community outreach and active screening for malnutrition and data compilation, implementation of rapid nutrition assessments and support of nutrition surveillance services. Data collection tools will be standardised and capacity strengthened to conduct SMART nutrition assessments and overall collection of quality data. Finally, to maximise the response outcome from nutrition service delivery, better coordination will be pursued to ensure provision of a comprehensive nutrition response package, to enhance regular analysis of response coverage and gaps to enable appropriate advocacy, and to facilitate integration of appropriate nutrition response with other sectors. Based on the above strategies, some of the activities to be prioritised by the nutrition sector in 2016 include the following: 1) distribution of lipid-based nutrient supplements (LNS) through health facilities and alongside food distribution and advocacy/promotion of dietary diversification; 2) facility and community-based counselling for and awareness-raising on breastfeeding and complementary feeding (IYCF); 3) micronutrient supplementation to women and children; 4) facility and community-based screening of acute malnutrition to identify children and women in need of nutrition services at an early stage and refer them for appropriate services; 5) treatment of acutely malnourished children, pregnant women and lactating mothers; and 6) capacity strengthening of health workers on IYCF and community management of acute malnutrition (CMAM) to effectively render services. Other mechanisms to prevent micronutrient deficiencies such as distribution of high energy biscuits to PLW and the use of cash/vouchers to promote the consumption of fresh foods will be considered. The elderly will be considered but further information is needed to better understand the situation and needs of this target group. To deliver the above intervention the 17 active nutrition sector/cluster stakeholders and their partners will need financial support estimated at US$ 51,174,627 for the year 2016. Linkages with other sectors A significant proportion of nutrition responses are delivered through the health care system. Further, the nutrition situation is largely influenced by such aggravating factors as food insecurity at the household level, inadequate access to quality water and sanitation, and inadequate health care. In order to prevent further deterioration of the nutrition situation and to ensure effective service delivery, the nutrition sector will strive to better coordinate with other sectors, particularly health, food security, protection and WASH, to reduce the risk of nutrition deterioration, to promote common service delivery platforms and partners and facilitate geographical convergence and better targeting of beneficiaries. Where and when feasible, joint activities will be put in place in hard-to-reach areas to reduce exposure of beneficiaries and workers. This will enhance efficiency and cost effectiveness. 48 BREAKDOWV OF PEOPLE AEEDAM) TARGETED av sEx Boys 6759 Girls 67 PLW fema'e months 59 adu't, manths 0.9M 0 9M 1 3M [3'393'1 0.8M 0.8M 0.3M Fmancwal Requirement $51,174,627 COVTACTS 49 SHELTER - NFI SECTOR PEOPLE IN NEED 2.4M Shelter 5.3 M NFIs PEOPLE TARGETED 6.5 M (1.2 M in shelter and 5.3 M NFIs*) N.B. People may be supported through repeated NFI assistance as any single provision of goods/voucher/cash may not meet 100% of a person/households annual NFI needs REQUIREMENTS (US$) 523,184,835 PARTNERS 52 Shelter NFI sector analysis Shelter and NFI support remains a primary need for the conflict-affected population. It is estimated that 2.4 million people need shelter support and 5.3 million people need NFI support. Syrians remain the primary providers of emergency shelter for IDPs. Adequate shelter stock remains insufficient. Evictions, insecure tenure and repeated displacements remain a chronic problem. Access to and availability of NFI items remains limited. Currently, 6.5 million people are displaced, 1.7 million live in collective centers and 7.8 million have insufficient access to markets. To date 1.2 million housing units have been damaged and 400,000 destroyed. People (residents, IDPs and hosts) who live without shelter or live in damaged or unfinished buildings are considered most at risk to the threats associated with not meeting their livelihoods, WASH, education and other needs. Within households, the young and the elderly are most impacted by a family’s inability to meet its own shelter and NFI needs. Given the cyclical nature of displacement, loss of NFIs and damages to shelters the displaced, hosts and the conflict affected often need repeated assistance. The main constraints to a timely and effective response is the continuation of the violence, restrictions in accessing areas, beneficiaries and supplies and services and, for cross-border programs, border issues. Limited access to certain target groups or locations undermines needs-based approaches to programming prompting more opportunity-based responses in areas with sufficient and safe access. Shelter NFI sector response strategy The sector will address shelter and NFI needs through a two-pronged approach, which addresses emergency needs while promoting household and community resilience. The sector will support people in need within displaced, hosting and non-displaced populations. While efforts will be made to increase access to those in need, the sector recognizes that safe sustained access can be difficult to maintain which as a result may impact needs-based programming and particularly resilience oriented programming. Family-level interventions will address the specific needs of households experiencing shortterm, long-term and multiple displacements as well as the specific needs of residents, IDPs and hosts and consider these needs differently. The response will look at household composition and aim to accommodate the specific needs of different members (children, adults, elderly, males, females, people with disabilities, etc.). Additionally, the response aims to better address possible protection threats by better examining what programing is done and how it is done. To better ensure that the sector is able to tackle the aforementioned intricacies the sector will carry out an in-depth sector assessment. Emergency Response: Emergency programing will focus on saving and sustaining lives. The shelter and NFI response will provide NFI/shelter kits, construction materials/tools, emergency shelters (i.e. tents) within and outside of sites/camps and the improvement of collective centers and spontaneous sites in accordance with specifications defined by the Sector incorporating beneficiary inputs. The sector will address seasonal needs. Due to Syria’s harsh weather conditions winterization programs, which run for six months of the year, represents one of the most important aspects of the response. A wide range of solutions (NFI winter kits, thermal blankets, winter clothing, fuel and stoves) are considered. The modalities of these interventions will be determined by what is most cost effective, timely and realistic and will encompass in-kind distributions, non-conditional/conditional cash, vouchers or physical repair. 50 SHELTER - NFI SECTOR OBJECTIVE 1 Provide life-saving and life-sustaining shelter and NFI support RELATES TO SO 1 It is anticipated that sudden-onset and cyclical displacements will continue. Effective emergency programing is contingent on the delivery of the right items, to the right place, at the right time. For this to occur, contingency plans and stocks must be in place. It is essential that sufficient stocks are maintained in key locations to address acute and chronic needs and enable a tailored flexible response. Given the protracted nature of the crisis, distributed items may need replacement because they have been lost, damaged, have exceeded their life-span or were left behind during displacement. Resilience SHELTER - NFI SECTOR OBJECTIVE 2: Promote increased security of tenure RELATES TO SO 2 SHELTER - NFI SECTOR OBJECTIVE 3: The sector will support resilience building by promoting the cohesion and recovery of communities. This will be done through rehabilitation of family housing and repair and improvement of public and communal infrastructures. Access to electricity will be increased through the support of alternative systems (solar energy). The sector aims to support owners and entitled tenants to re-establish their lives within their neighborhood and community. These interventions will not only assist individual families but promote community cohesion and resilience. By improving community infrastructures (schools, health posts, utility systems, etc.) overall community recovery and the protective environment will be strengthened. The improvements in these areas will improve social cohesion and promote self-help initiatives within communities. Contribute towards the resilience and cohesion of communities and households by improving housing and community/public infrastructures Due to the increasingly limited availability of safe shelters and the increasing numbers of displaced people, overcrowding of structures and sites and subsequent lack of sufficient privacy, access to public services, and related protection threats, are a paramount concern that the sector aims to address by improving the overall availability of adequate shelter stock. Where possible, to mitigate risks associated with insecure tenure and eviction, information and counselling on housing land and property (HLP) will be integrated into shelter interventions. The extent, and effectiveness, of HLP activities will be contingent on the ability of aid actors to work within the complexities of different local administrations. RELATES TO SO 3 Linkages with other sectors Sector programing is inherently linked with other sectors. The sector will particularly focus on proactive engagement with the following sectors: 1) CCCM, due to the high number of displaced people living in formal and informal sites and collective shelters; 2) WASH, to better ensure adequate water and sanitation for shelters, especially in collective centers; 3) Livelihoods and Early Recovery, to ensure a holistic approach to promote resilience; 4) Education, given the prevailing use of schools as collective shelters close coordination is necessary to mitigate the negative effects of evictions due to re-establishing schools to their original use; and 5) Protection, to ensure that Shelter & NFI assistance supports those with specific needs, does not exacerbate existing vulnerabilities and contributes to an improved protective environment. 51 BREAKDOWN OF PEOPLE TN NEED AND TARGETED BY STATUS SEX AND AGE IDPS Host Refuge %fema\e communm es sump es "Peop'e'" 4.3M 3.1M 03M tpeop'e. 3.6M 2.6M 0.3M FTHancTal Requirement $523,184,835 COVTACTS 52 WASH PEOPLE IN NEED WASH sector analysis 12.1M The lack of consistency in safe water and sanitation service provision has increased the risk of waterborne diseases including cholera. The breakdown of infrastructure is largely due to heavy conflict and looting, the lack of spares, general neglect and economic sanctions. PEOPLE TARGETED System Support 14.7M Humanitarian WASH 7.3M REQUIREMENTS (US$) 240,998,741 PARTNERS 46 Water supply infrastructure is under ever increasing stress, mainly due to limited electricity, and a lack of access to materials for operation and maintenance. Consequently, people are opting for unregulated services, such as private sector trucking, and other unsafe water sources. The rising cost of trucked water places further limits to vulnerable individuals. In terms of sanitation, dysfunctional treatment plants in cities are discharging raw sewage into open lands and fresh water bodies leading to contamination of water sources and causing irreversible damage to the environment and unhygienic living conditions. In addition, there is an acute lack of sanitation for recently displaced people, especially those living in informal sites. Similar concerns for the lack of waste management services as garbage accumulations have become hazardous to public health. Hygiene items are generally available with stable prices, however are not always accessible to IDPs and the highly vulnerable who general rely on distribution from humanitarian actors. The WASH sector defines most vulnerable groups as IDPs (old and new), returnees and host communities in key areas including camps, informal sites, unfinished buildings and over-populated communities. People in besieged areas also represent a highly vulnerable group, while cutting-off of water supply in some areas is used as a weapon of war. WASH sector response strategy The WASH sector will pursue 2 strategic objectives. The first is to restore and maintain existing water, sewerage, and solid waste systems and even reverse the trend of degradation wherever possible. This represents the best large-scale opportunity to provide reliable and good quality services, which are essential for the resilience of Syrian population. Critical activities include rehabilitation of infrastructure, provision of supplies and consumables, support for staffing, and ongoing operation and maintenance. Without the national electrical power, standby generators are critically needed to provide power, but often only possible to partial levels. In other instances, modifications or extensions may be possible if existing water systems cannot meet increased demands. The sector will continue to prioritize water quality assurance: water supply systems will be provided with sufficient quantities of water treatment supplies. This intervention has been critical over the past years, as the chemicals needed are subject to embargo. The importation of supplies from abroad will be complemented with efforts to support local production of such chemicals in-country. The focus on restoring existing systems is compelling from a cost-benefit perspective and consequently reduces or eliminates a community’s reliance on emergency water trucking. Whilst recognizing the need to continue in the development of alternative water sources for safe distribution for populations at risk. Additionally, wastewater and solid waste management systems and infrastructure will be targeted with repair and materials provision to reduce the overall public health risk caused by the degradation of the systems. Special attention will be given to the sustainability of the interventions, in a context of active conflict, and impoverished catchment populations. In the absence of a clear operator with the necessary resources for continued operation and maintenance, strategies for cost recovery will be piloted, providing the necessary support in the initial part of the intervention. For emergency preparedness, water and systems adjacent to conflict zones 53 WASH OBJECTIVE 1 Sustainable water and sanitation systems are maintained and/or restored to improve public health. RELATES TO SO1, SO2 WASH OBJECTIVE 2: Most vulnerable groups receive life-saving assistance to reduce WASH-related morbidity. RELATES TO SO1, SO3 WASH OBJECTIVE 3: Whole of Syria WASH coordination structures enhanced RELATES TO SO1, SO2 and front lines will be strategically supported to receive potential IDPs. Community level risk management strategies will be introduced, including household water treatment and storage (HHWTS), sanitary surveys and training in appropriate water treatment. WASH actors will also engage, to the extent possible, with water vendors, introducing Water Safety Plans (WSP), and advocating for safe procedures of filling, transporting and distributing water, including provision of the needed chemicals for tank chlorination. The sector will also support health authorities in conducting water quality surveillance as required. This will happen though the support of existing laboratories and deployment of field water quality labs and adequate training. The second sector objective is to reduce excess morbidity and mortality through the provision of emergency WASH assistance. Priority will be for the most vulnerable groups especially IDPs in unserved areas and population in besieged areas. Water trucking, emergency latrine installation, and hygiene kit distributions will be undertaken during rapid response. As much as possible, these will be replaced by more reliable solutions such as extending sewage and water lines from an existing network to collective centers and unfinished buildings. In many cases, reliance on emergency WASH measures are needed as long as the conflict continues. Also, access into many communities is limited due to insecurity and lack of resources. For prioritization, the use of community mobilizers will help identify the most vulnerable. They also facilitate hygiene promotion and collect valuable information on underlining risk factors associated with excess morbidity. Poor waste management and unsanitary conditions will be improved through cleaning campaigns, and vector control activities such as indoor room spraying and bed net distributions. The most vulnerable IDPs live in unfinished buildings and informal sites where WASH, especially sanitation, are often far below minimum standards, and efforts will be made to reach those populations with improved services. While the most vulnerable make up a small percentage of the overall population, it is acknowledged that WASH interventions within these communities is life-saving. Opportunities will be created for all population segments to provide input into program activities, and partners will ensure the involvement of women, men and adolescents (boys and girls) in decision making and leadership in committees and in feedback (monitoring) mechanisms. Engagement of women as program staff/enumerators will be promoted, in order to facilitate interaction with female community members and beneficiaries. To support local implementing partners to apply gender-sensitive and protection-oriented approaches, WASH actors will provide relevant trainings and coaching to their partners and staff inside Syria. The sector will continue promoting a complementary strategic approach capable of reaching all target populations with the required flexibility. To ensure evidence-based planning, the sector will continue to promote and lead harmonized inter-hub needs assessments and common analysis, as well as a strong monitoring of the response, via the WoS 3W. WoS will also continue, in cooperation with specialized agencies, to monitor the market of water and essential hygiene items. The sector will provide opportunities for capacity building in both key technical areas, and more programmatic ones, including third party monitoring. Linkages with other sectors WASH contributes to most aspects of humanitarian action, and the sector is acutely aware of the need to closely coordinate with other sectors to guarantee effectiveness. Particular attention is given to the coordination with the health sector on water quality assurance, surveillance, and waterborne disease monitoring; the CCCM and NFI/shelter sectors on the delivery of services and goods to IDPs and host communities; and the education sector on the prioritization of WASH in schools. The WASH sector also has frequent contacts with the nutrition, protection and early recovery sectors. 54 BREAKDOWN OF PEOPLE lN NEEDAND TARGETED av STATUE SEXANDAGE Total People targeted Witn humanitarian WAJH 7.3M People targeted Witn system 14 8M Financial Requirements CONTACTS 4.8M female $240,998,741 ,adultS' 55 ANNEX. OBJECTIVES, INDICATORS & TARGETS Strategic Objective 1 (SO1): Save lives, alleviate suffering and increase access to humanitarian response for vulnerable people and those with specific needs. INDICATOR IN NEED BASELINE TARGET 13.5 million n/a 70% (TBC) 8.7 million TBC with sectors in first quarter of 2016 50% increase % of people in besieged and hard to reach locations provided with multi-sector humanitarian assistance TBC with sectors in first quarter of 2016 TBC with sectors in first quarter of 2016 100% increase Combined % of country-based pooled fund disbursements allocated to local humanitarian organizations n/a 32% 50% Combined % of targets met across life-saving interventions 7  # of people receiving timely and life-saving WASH assistance  # of medical procedures  # of treatment courses distributed  # of boys and girls 6-59 months screened for malnutrition  Number of people that have received emergency NFI and shelter assistance  Number of people receiving assistance as % of planned by different modalities, including: in kind such as food baskets, wheat flour/bread 8, cash, vouchers, and supplementary food assistance programs  # of children covered by DPT3 % of people in severely affected areas provided with life-saving multi-sector humanitarian assistance Strategic Objective 2 (SO2): Enhance protection by promoting respect for IHL and HRL through quality principled assistance, services and advocacy. INDICATOR % of people in need accessing protection case referral, risk mitigation or prevention services, including community-based, psycho-social, GBV, HLP and child protection interventions 9 % of national actors reached by capacity building initiatives to implement protection interventions, including protection mainstreaming, risk mitigation and front line response across all sectors IN NEED BASELINE TARGET 13.5 million 197,477 TBD n/a TBC with sectors in first quarter of 2016 100% increase Strategic Objective 3 (SO3): Support the resilience of local communities and households within the humanitarian response by protecting and restoring livelihoods, enabling access to essential services and rehabilitation of socio-economic infrastructure. INDICATOR IN NEED BASELINE TARGET % of people in need supported with livelihood interventions  Number of affected people receiving livelihoods support (loans, grants, assets, vocational training, etc.)  Improved Coping Strategy Index/score 10 million 17% 32% % of people in need with increased access to basic social services 10 10 million 17% 32% 8.7 million TBC with sectors in first quarter of TBC with sectors in first quarter of 2016  Number of boys and girls (6-59 months) who receive multiple micronutrient supplements  % of school-aged children (boys and girls – 5-17 years) enrolled in formal and non-formal education  % of IDP sites where women, girls, boys and men have equal access to basic services # of socio-economic infrastructures supported and/or restored  # of WASH systems rehabilitated/supported 7 Composite indicator derived as an aggregate of output level indicators from sectors. Specific sector targets, baselines are indicated in the respective sectoral indicators further below. 8 9 Wheat flour/bread distributed outside of food baskets as stand alone items. Composite indicator derived as an aggregate of protection sector top-line beneficiary targets across relevant activities. 10 Composite indicator derived as an aggregate of output level indicators from sectors. Specific sector targets, baselines are indicated in the respective sectoral indicators further below. 56  # health facilities rehabilitated and/or reinforced  # of classrooms established, expanded or rehabilitated  relevant infrastructure rehabilitation as delivered by other sectors 2016 PROTECTION SECTOR OBJECTIVES, INDICATORS AND TARGETS Strategic Objective 1: Increase the protection of populations at risk from the consequences of the conflict through sustained advocacy, risk mitigation and enhanced protection responses. INDICATOR IN NEED BASELINE TARGET 1.1.1) # initiatives incorporating protection analysis and advocacy 13,500,000 6 19 1.2.1) # of girls, boys, women and men benefiting from protection interventions (including community based protection interventions, case management and referral mechanisms) 13,500,000 0 1,425,700 1.2.2) # of crisis- affected Palestine refugees accessing specialised protection services 460,000 0 460,000 1.2.3) # of girls, boys, women and men reached with risk mitigation programming (including community safety and protection, awareness raising, etc) 13,500,000 0 2,074,650 Strategic Objective 2: Strengthen the capacity of national and community-based actors to assess, analyse and respond to protection needs. INDICATOR IN NEED BASELINE TARGET 2.1.1) % increase in national actors reached by capacity building initiatives to implement protection interventions (including protection mainstreaming, risk mitigation and front line response). N/A 6 100% 2.1.2) # of analysis/information products developed or assessments conducted and shared by national and community based actors. N/A 0 15 Strategic Objective 3: Girls and boys affected by the conflict, with a focus on those most at risk in prioritized locations, have access to effective and quality child protection responses in line with the Child Protection Minimum Standards in Humanitarian Action. INDICATOR IN NEED BASELINE TARGET 3.1.1) # of girls, boys, women and men participating in structured and sustained child protection and psychosocial support programmes, including parenting programmes 5,900,000 508,689 910,374 3.1.2) # of individuals reached with awareness raising initiatives on child protection issues (age and sex disaggregated, to extent possible) 5,900,000 (*) 1,089,419 1,933,855 3.2.1) # of girls and boys who are survivors or at risk receiving specialist child protection services (case management) 300,000 (**) 0 (***) 22,196 3.3.1) # of frontline child protection workers and volunteers trained in line with the child protection minimum standards (women/men) N/A 5,327 6,425 (*) calculated as 44.1% of Inter-sector PIN (**) estimated 5% of child PIN in need of specialized CP services (***) low level of confidence in current 4Ws data against this indicator Strategic Objective 4: Survivors of GBV have access to quality comprehensive GBV services and measures are in place to prevent and reduce risks of GBV INDICATOR IN NEED BASELINE 4.1.1) # of women, girls, boys and men survivors accessing specialised GBV services TARGET 22,785 n/a 0 57 4.2.1) # WGBM reached by GBV prevention activities 1,541,090 13,547,067 4.3.1) # of humanitarian actors trained on GBV (includes all trainings: CMR, MISP, SOPs, GBV, IASC etc.) 0 3,860 n/a - Strategic Objective 5: Reduce the impact of explosive hazards within Syria through clearance and risk education activities INDICATOR IN NEED BASELINE TARGET 5.1.1) # Explosive hazards removed 5,100,000 0 109,000 5.2.1) # Beneficiaries who received Risk Education 5,100,000 0 2,952,452 5.3.1) # people trained on EOD clearance and risk education 5,100,000 0 2544 CCCM SECTOR OBJECTIVES, INDICATORS AND TARGETS CCCM Objective 1: Enhance the capacity to provide timely life-saving multi-sectoral assistance to people living in IDP sites. Relates to SO1. ACTIVITY INDICATOR IN NEED BASELINE TARGET 1.1) Assessment and Gap Analysis of IDP sites Number of Multi-sectoral gap analysis of IDP published in 2016 0 0 12 1.2) Multi-sector responses in IDP sites # of IDPs living in IDP sites provided with life-saving assistance 1,744,0000 209,775 500,000 (280,000 women and girls) 1,540,000 20,000 200,000 (110,000 women and girls) 50,000 150,000 # of IDPs living in collective centres provided with life-saving assistance 1.3) Critical life-saving site renovations and improvements # of IDPs living in IDP sites with improved essential infrastructure CCCM Objective 2: Disseminate timely information about sudden mass displacements. Relates to SO1. IN NEED BASELINE TARGET 2.1) Periodic Displacement Trends Monitoring ACTIVITY Number of displaced persons identified through the CCCM cluster INDICATOR 6.5 million 3.2 million 3.2 million 2.2) Assessments of potential IDP locations by CCCM members Number of displaced persons identified through the CCCM cluster during a sudden mass displacement Not Applicable 415,00011 Not Applicable CCCM Objective 3: Promote participatory management of IDP sites and improvements in the quality of basic services in IDP sites. ACTIVITY INDICATOR 3.1) Promote participatory management structures # of IDPs living in sites with participatory management committees (including active participation by women) 3.2 ) Critical life-saving site renovations and improvements. % of IDP sites reporting improved infrastructure from the CCCM infrastructure checklist 3.3) Improvements to IDP settlement safety and % of IDPs settlement where IN NEED BASELINE TARGET 18,000 50,000 Not Applicable At least 55% At least 75% 11 As of November, CCCM partners had verified the locations of 415,000 IDPs that had fled during five subsequent mass displacements in northern Syria during April to November 2015. No target has been set for this figure, as these sudden mass displacements cannot be predicted with any long-term forecasting. 58 basic quality of life women, girls, boys and men have equal access to basic services CCCM Objective 4: Strengthen the resilience of household and communal coping mechanisms in IDP sites. ACTIVITY INDICATOR IN NEED BASELINE TARGET 4.1) Strengthening communal resilience in IDP sites % of IDP sites with self-run emergency response capabilities (first aid, fire response…) 209,000 Fewer than 10% At least 30% 4.2) Supporting household resilience and exit strategies Increase of dedicated initiatives to HH resilience 220,000 Less than USD 200,000 Increase of 300% CCCM Objective 5: Enhance capacities in camp/collective centre governance and protection mainstreaming in IDP sites for Syrian humanitarian actors. ACTIVITY 5.1) Training on camp governance and/or protection mainstreaming for Syrian humanitarian actors INDICATOR IN NEED BASELINE TARGET Number of IDPs benefiting from Syrian NGOs with reinforced capacities in camp and collective centre management n/a 10,000 50,000 COORDINATION AND COMMON SERVICES SECTOR OBJECTIVES, INDICATORS AND TARGETS Coordination and Common Services Objective 1: Provide effective coordination support at hub and WoS levels, facilitating timely funding, an evidence-based response informed by enhanced needs assessment and information management, and reinforced response capacity of local partners. Relates to SO1, SO2, SO3 ACTIVITY INDICATOR IN NEED BASELINE TARGET 1.1) Provision of support to enhance coordination, leadership and humanitarian financing mechanisms at the national and Whole of Syria levels % of partners satisfied with OCHA country offices’ support to enhance the effectiveness of coordination mechanisms n/a TBC 80% n/a 41% 100% n/a TBC13 80% 200,000 TBC 20 neighbourhood profiles in 6 cities n/a TBC TBC n/a TBC TBC % of pooled-fund resources disbursed to national partners against priorities outlined in the 2016 SRP 1.2) Provision of tools and resources to enhance common situational awareness of humanitarian needs and enable more informed decision making 1.3) Provision of support to enhance the response capacity of local partners at the hub and Whole of Syria level % of partners indicating satisfaction with information management materials # of cities and IDP sites for which profiling exercise is completed and regular tracking and monitoring mechanism for displacement is established # of learning needs analyses and competency mappings carried out # of learning programmes and training packages developed 12 13 12 Survey to be conducted at start of 2016 Survey to be conducted at start of 2016 59 # of Arabic speaking trainers incorporated into trainer network n/a TBC 200 Coordination and Common Services Objective 2: Maintain coordination and operational capacity for UNRWA-led programmes targeting Palestine refugees. Relates to SO1, SO2, SO3 ACTIVITY 2.1) Provision of enhanced operational support for effective response to Palestine refugees INDICATOR # and % of UNRWA facilities with adequate security equipment, personnel and services IN NEED BASELINE TARGET n/a 60% 100% Coordination and Common Services Objective 3: Enhance security risk management measures to ensure the safety and security of UN personnel and continuity of humanitarian programme delivery. Relates to SO1, SO2, SO3 ACTIVITY 3.1) Provision of a comprehensive security risk management package to the UN and INGOs INDICATOR IN NEED BASELINE TARGET Safe access to areas of operation n/a All areas of UN operations All areas of UN operations Number of incident reports produced, regular reports, advisories n/a 200 365 reports n/a 20 80 missions 100 200 people Number of missions facilitated Number of UN/INGO staff trained or provided with awarenessraising sessions 400 EARLY RECOVERY AND LIVELIHOODS SECTOR OBJECTIVES, INDICATORS AND TARGETS Early Recovery & Livelihoods Objective 1: Improve access to essential services and restore socio-economic infrastructure using labor-intensive schemes for the affected people and institutions ACTIVITY Establish and implement Cash-for-Work and labor-intensive schemes for debris and solid waste management and rehabilitation in shelters, affected neighborhoods and host communities. INDICATOR Number of affected people with better access to basic and social infrastructure and services IN NEED 9,474,277 BASELINE 1,670,237 Number of people employed in infrastructure rehabilitation Establish and implement Cash-for-Work and labor-intensive schemes for the restoration and rehabilitation of damaged infrastructure in relatively stable areas, areas of return and hosting communities. Number of affected people with better access to basic and social infrastructure and services Number of people employed in infrastructure rehabilitation Support socio-economic recovery of micro- and small-scale enterprises through grants, loans and assets replacement with particular focus on Number of affected people with better access to basic and social infrastructure TARGET 1,850,000 12,390 9,474,277 120,000 1,143,500 10,029,193 3,650 6,300 9,937,142 182,000 60 vulnerable groups. and services Early Recovery & Livelihoods Objective 2: Strengthen the coping mechanisms of affected people and vulnerable groups through the rehabilitation and restoration of disrupted livelihoods complemented by social protection schemes ACTIVITY INDICATOR Support socio-economic recovery of micro- and small-scale enterprises through grants, loans and assets replacement with particular focus on vulnerable groups. IN NEED Number of affected people receiving livelihoods support (loans, grants, assets, vocational training…) aggregated by gender and age Number of vulnerable HH receiving regular cash or in-kind cash transfers Number of affected people receiving livelihoods support (loans, grants, assets, vocational training…) aggregated by gender and age Develop and implement an integrated rehabilitation programme for PwD offering various services such as disability aids, physiotherapy, livelihoods support Number of affected people receiving livelihoods support (loans, grants, assets, vocational training…) aggregated by gender and age Develop and implement Cash-for-Work, assets support, grants and toolkits provision and vocational training for women heading households. TARGET 9,937,142 Number of people employed in livelihoods restoration activities Develop and implement business development services including vocational training BASELINE 283,945 10,029,193 4,308 14,275 9,937,142 10,044 15,000 2,102 39,628 500 Number of people with disabilities benefiting from rehabilitation services and livelihoods support 3,333 16,500 Number of affected people receiving livelihoods support (loans, grants, assets, vocational training…) aggregated by gender and age 9,010 10,004 Number of vulnerable HH receiving regular cash or in-kind cash transfers 950 Early Recovery & Livelihoods Objective 3: Promote social cohesion and local participation for more resilient communities ACTIVITY INDICATOR IN NEED Develop and implement participatory youths-led community-based activities promoting social cohesion. Number of community members and youth trained on ER&L and resiliencebased approaches promoting social cohesion BASELINE 5,023,398 TARGET 10,996 17,400 EDUCATION SECTOR OBJECTIVES, INDICATORS AND TARGETS Education Objective 1: Scale up safe and equitable access to formal and non-formal education for crisis-affected school aged girls and boys (5-17 years). Relates to SO1, SO2 IN NEED BASELINE TARGET 1.1 Provision of ECCE (Early Childhood Care and Education) services ACTIVITY # of children (up to 5 years, girls/boys) enrolled in ECCE services INDICATOR 1,400,000 30,000 69,205 1.2 Conduct non-formal education programs (ALP, catch- # of children (5-17 years, girls/boys) 2,757,244 90,000 626,810 61 up classes, remedial education, literacy and numeracy classes, etc.) enrolled in non-formal education 1.3 Provide technical and vocational education and training (TVET) to youth # of youth (15-20 years, girls/boys) benefitted from TVET 2,200,000 4,000 1.4 Provide school feeding programs # of children (5-17 years, girls/boys) benefitted from school feeding programs N/A 280,000 548,000 81,765 301,519 classrooms (including establishing Temporary Learning Spaces - TLS) 1.5 Establish, expand and rehabilitate (small scale) classrooms as per the INEE Minimum Standards (MS), equipped with basic furniture # of classrooms established, expanded or rehabilitated 108,000 classrooms 104,265 Education Objective 2: Improve the quality of formal and non-formal education for school aged girls and boys (5-17 years) within a protective environment. Relates to SO2 and SO3. ACTIVITY INDICATOR IN NEED BASELINE TARGET 2.1 Provide teacher professional development programs (including facilitators and school staff) related to child-centred, protective and interactive methodologies, classroom management and PSS # teachers, facilitators and school staff trained (female/male) 272,000 5,000 34,722 2.2 Provide incentives/allowances for teaching staff # of teaching staff received incentives/allowances (female/male) 30,000 4,000 6160 2.3 Conduct self-learning and life-skills programs # of children (5-17 years, girls/boys) benefited from self-learning, life-skills programs 2,757,244 52,700 532,187 2.4 Procure and distribute textbooks, teaching and learning materials, and school supplies (school bags, school-in-a-box, recreational kits, ECD kits etc.) including through Back-to-learning (BTL) campaigns # of children (girls/boys) received textbooks, teaching and learning materials, and school supplies. 5,400,000 2,100,000 3,837,091 Education Objective 3: Strengthen the capacity of the education system and communities to deliver a timely, coordinated and evidence based education response at national and sub-national levels. Relates to SO3. ACTIVITY INDICATOR IN NEED BASELINE TARGET 3.1 Provide training for education actors, including PTAs and local councils, on policy development, planning, data collection, sector coordination and on INEE MS # of education actors (female/male) trained on policy, planning, data collection, sector coordination and INEE MS 4,500 1,300 2,090 3.2 Develop and update sector analysis through school-based assessments, rapid assessments, real-time monitoring, analytical mappings, etc. # of assessments/monitoring tools developed or updated N/A Annual WoS Education Analysis, 12 Education Monitoring Tool N/A EMERGENCY TELECOMMUNICATIONS SECTOR OBJECTIVES, INDICATORS AND TARGETS Emergency Telecommunications Objective 1: Provide common security telecommunications, voice and data connectivity services to humanitarian partners. Relates to SO1, SO3 ACTIVITY 1.1) Provide emergency telecommunication services (eg. radio programming, radio coverage, data connectivity) to humanitarian partners in common operational areas. INDICATOR Number of operational areas where common security telecommunications (radio) networks have been upgraded. TARGET 5 62 Emergency Telecommunications Objective 2: Lead inter-agency emergency telecommunications coordination and information sharing to support the operational needs of humanitarian partners. Relates to SO1, SO3. ACTIVITY INDICATOR TARGET ETC web portal operational with secure member access and regular updates posted. 2.1) Provide an online platform for information sharing and coordination. 2.2) Prepare information management (IM) products and convene coordination meetings across the WoS region. 2.3) Lead coordination amongst humanitarian partners to ensure the delivery of data and security telecoms services. Dedicated online portal Number of IM products (maps, situation reports etc.) produced and shared via email, task forces and on the ETC web portal. 24 Number of global and local ETC coordination meetings conducted. 20 Emergency Telecommunications Objective 3: Build capacity of humanitarian partners and strengthen the ability to ensure safety of staff and assets in the field. Relates to SO1, SO3. ACTIVITY INDICATOR TARGET 3.1) Provide basic and advanced technical training to humanitarian personnel e.g. radio communications training. Number of humanitarian personnel who receive training. 150 3.2) Develop new ways to deliver technical training to staff in the field. Number of online training courses available ondemand via the ETC web portal. 1 3.3) Deploy radio operators at inter-agency radio rooms to improve the safety of staff and assets in the field. Number of radio operators deployed in common operational areas. Syria – 31 Jordan - 8 Emergency Telecommunications Objective 4: Provide targeted assistance to local NGOs that demonstrate a need for telecommunications assistance beyond their organizational capacity. Relates to SO1, SO3. ACTIVITY 4.1) Launch a seed funding initiative to assist local NGOs to strengthen their capacity through the use of technology. INDICATOR TARGET Number of local NGOs assisted to strengthen their capacity through the use of technology. 2 FOOD SECURITY AND AGRICULTURE SECTOR OBJECTIVES, INDICATORS AND TARGETS Food security and Agriculture sector objective 1: Provide emergency response capacity, lifesaving, and life sustaining assistance for the most vulnerable crisis affected people, including people with specific needs. Relates to SO1 Where relevant, indicators will be disaggregated by sex and age. ACTIVITY INDICATOR IN NEED BASELINE 1.1) Emergency response with food assistance through appropriate modalities to meet immediate food needs of most vulnerable during acute crises Number of organisations’ that have planned for an emergency response. 1.2 million people (estimated projection for 2016) n/a 1.2 million people 1.2) To sustain food assistance through appropriate modalities for the most vulnerable Number of people receiving assistance as % of planned by different modalities, including: in kind such as food baskets, wheat flour/bread14, cash, vouchers, and supplementary food assistance 40% of households have poor or borderline Food Consumption Score 6.3 million people 14 TAR Number of households assisted by emergency responses/contingency plans. 6.3 million people Reduce the % of households with p Wheat flour/bread distributed outside of food baskets as stand alone items. 63 affected people programs (FCS) in 2015 Food Consumptio Number of people receiving subsidized bread (bakery support – SO 3) Coping Strategy Index (CSI) 36 in 2015 Reduce Coping S to 25 Quantity of food/value of cash/voucher received by beneficiary/ households (and proportion in relation to food basket.) Improvement in Food Consumption Score (FCS) over assistance period for targeted/assisted households Improved Coping Strategy Index/score Food Security and Agriculture objective 2: Support livelihoods of affected communities and households by increasing agricultural production, protection of productive assets, and restoring or creating income generating activities to prevent negative or irreversible coping mechanisms. Relates to SO3. Where relevant, indicators will be disaggregated by sex and age. ACTIVITY INDICATOR IN NEED 2.1) Distribution of agricultural inputs, such as seeds, fertilizer, pesticide and equipment Number of households reached with agriculture Inputs as % of planned by modality (in kind, cash or voucher) n/a BASELINE TARGET Coping Strategy Index 36 in 2015 230,000 Households 33% of households have medium or low Dietary Diversity Score in 2015 100,000 Households n/a n/a 90,000 households n/a n/a 200,000 households n/a 40% of households have poor or borderline Food Consumption Score (FCS) in 2015 100,000 Households Qty of seed distributed by crop (cereal, tuber, legume, vegetable) Reduce Coping Strategy Index to 25 Ha/donum planted by crop Improved Coping Strategy Index/score 2.2) Support to backyard food production (horticulture, poultry-egg laying hens, market gardens) Number of households supplied with backyard kit as % of planned by modality (in kind, cash or voucher) 2.3. Support to asset building and asset protection (small livestock and animal feed distribution)  Number of households supplied with assets as % of planned by modality (in kind, cash or voucher)  Number of animals distributed as % of planned. n/a Percentage of assisted households that have an improved dietary diversity score Reduce the medium or low Dietery Diversity Score of % of households assisted to 25.  MT of feed distributed to beneficiary households. 2.4 Veterinary support, such as provision of animal heath such as animal drugs and training for veterinary services 2.5. Income generating activities (resource production/food or resource processing)  Number of herders assisted and animals treated/vaccinated as % of planned.  Number of major outbreaks recorded in the areas covered by the treatments   Number of households supported with income generation activities as % of planned by modality (in kind, cash, or voucher) Number of Vocational trainings delivered as % of planned.  Number of small businesses created as % of planned.  Improvement in Food Consumption Score (FCS) over assistance period for targeted/assisted households Reduce the % of assisted households with poor or borderline Food Consumption Score to 30% 64 Food Security and Agriculture Objective 3: Improve the capacity to deliver essential services to local communities and support the rehabilitation of productive infrastructures. Relates to SO3. ACTIVITY 3.1)Establish/develop/strengthen the structure and capacity for the provision of essential services for local communities (food security, agriculture and livestock) INDICATOR IN NEED Number of technicians trained as % planned BASELINE TARGET n/a n/a 200,000 Households n/a n/a 200,000 Households Number of essential services supported as % planned Number of communities served by the service as % planned Number of household benefitting from the service 3.2) Support rehabilitation of relevant economic infrastructures (canals, irrigation systems, markets, storage facilities, bakeries, etc.) through different modalities Number of households/communities served by the rehabilitated infrastructure Number of household involved in the rehabilitation through different modalities as % planned Number of households supported with CFW or CFAs as % planned Number of bakeries supported as % planned MT of subsidised bread produced Food security and Agriculture objective 4: Improved quality of the response based on evidence, capacity building and strong coordination with the Food Security and Agriculture Sector and cross-sectors. Relates to SO1, SO2, SO3 ACTIVITY 4.1) Food security partners have a harmonized approach towards assessments, analysis of data and monitoring to develop a robust evidence base for response planning INDICATOR IN NEED BASELINE TARGET Number of assessment sub group meetings across hubs, INGOs and SNGOs n/a 8 individual FS assessments in 2015 as per assessment registry Quarterly updates on Food Security situation, pin numbers and severity Assessment repository updated and info disseminated frequently Harmonized indicators for comparable data analysis across assessments 2 country wide assessments during 2016 FSS Technical Working Group delivers on WoS analysis and harmonization. 12 country wide price monitoring updates in 2016 Increase data analysis capacity within cluster/sector 4.2) Update WOS 4W regularly by partners, and provide forecast plans on a quarterly basis All partners are sharing information from all hubs n/a Monthly response/gaps analysis across hubs and at WoS. Number of cross sector severity ranking/ mapping supporting geographically focused joint contingency planning 4.3) Targeting based on harmonized vulnerability criteria Common targeting approach for the FS sector n/a 37 partners feeding into 4ws monthly 100% partners reporting including no activity Forecasts 1 month ahead from only 1 hub Forecasts to include 3 months ahead and from all hubs n/a # new partners using harmonized criteria 65 # of the most vulnerable people receiving assistance increases 4.4) Capacity building Partners trained in skills including designing a project proposals, project cycle management n/a 4 sector Contingency Plans in 2015 Number of national partners trained in minimum preparedness and response action / monitoring. # partners trained Type of partners trained Number of contingency plans and areas/Households covered 4.5 Cross sectoral coordination on key issues, including assessments, monitoring and targeting Number of cross-sectoral initiatives taken n/a n/a 4.6. Platform for all cross learning initiatives such as monitoring, transfer modalities such as cash based response, protection mainstreaming, accountability and other people centric issues. # of consultative position papers and guidance provided n/a 2 (protection mainstreamin g and AAP checklists) # of organizations endorsing the cross learning initiatives Cross-sectoral winterization plan for 2016 At least 2 WoS positions/feasibility study conducted to guide partners At least 80% of partners integrated protection mainstreaming and AAP checklists # of cluster listening exercises conducted At least 2 cluster listening exercises conducted HEALTH SECTOR OBJECTIVES, INDICATORS AND TARGETS Health Objective 1: To provide life-saving and life-sustaining humanitarian health assistance to affected populations relates to SO1, SO2 ACTIVITY Provision of primary health care services, including child and maternal health Strengthening trauma and injuries care Provision of essential medicines and supplies Strengthening of the provision of physical rehabilitation services at the facility level Support for immunization services Strengthening and expanding the communicable disease surveillance system Provision of EmONC services at health facilities INDICATOR 1) # of medical procedures* 2) # of treatment courses distributed 3) # of children covered by DPT3 4) # % of sentinel sites submitting weekly surveillance reports 5) # of health facilities providing EmONC IN NEED 11,530,000 (persons) BASELINE 1) 10,981,587m 2) 21,351,878 3) 190,000 4) 80% 5) 150 TARGET 1) 13,000,000 (medical procedures) 2) 21,000,000 3) 80% 4) 90% 5) 250 2 Support for mental health services at facility level Strengthening of the management of non-communicable disease treatment and prevention Strengthening of referral system 66 * Aggregate number based on: 1) Consultations (OPD consultations at PHC and hospital, including outreach services; mental health consultations, and referral cases) 2) Trauma cases supported 3. Persons with disabilities supported 4) deliveries by skilled birth attendant. Health Objective 2: To strengthen health sector coordination and health information systems to improve the life-saving health response for people in need, with an emphasis on enhancing protection and increasing access to health services, relates to S02, SO3 ACTIVITY INDICATOR 2.1 Coordination meetings held regularly at the hub and WoS level for de-confliction of areas of overlap, gap identification and collaborative efforts between the five hubs to increase access to hard to reach and besieged areas 2.2 Mainstream protection efforts throughout health programming through coordination fora and training/workshops with health partners 2.3 Roll out of health information systems (HIS) at the cluster/working group level 2.4 Joint contingency and preparedness planning for disease outbreaks and response to changing conflict dynamics across the five hubsor 2.5 Flash assessment of emergency situations and design of rapid response IN NEED BASELINE # of inter-hub meetings conducted 8 Health Objective 3: To support community resilience, institutional and response capacity by empowering communities and national actors relates to SO1, SO2, SO3 ACTIVITY INDICATOR 3.1 Training, retaining and increasing the capacity of health care providers 3.2 Training community health care workers 3.3 Rehabilitating and reinforcing health facilities, including physical structure, equipment/supplies to provide safe and secure environments for health service delivery 3.4 Capacity building of NNGOs and health institutions to support Syrian leadership of the health sector 3.5 Promote mobile medical units for emergency response 1) # of facilities rehabilitated and/or reenforced 2) # of health care workers trained IN NEED BASELINE TARGET 300 26,236 30,000 LOGISTICS CLUSTER OBJECTIVES, INDICATORS AND TARGETS Syria Logistics Cluster Objective 1: To provide logistics services (inclusive of surface transportation, transhipment, contingency fuel storage, emergency airlifts and warehousing) to humanitarian organizations responding to the Syria crisis. Relates to SO1, SO2, SO3. ACTIVITY 1.1) Common logistics services (including common transport, contingency fuel storage, humanitarian convoys, storage, emergency airlifts, coordination/transhipment support) IN NEED BASELINE TARGET Number of organizations assisted INDICATOR n/a n/a 20 Percentage of logistics service requests fulfilled n/a n/a 95% Number of convoys per month (average monthly) n/a n/a 4 67 Number of emergency airlifts conducted n/a n/a 5 Number of hubs for crossborder coordination/ transshipment operational n/a n/a 3 Syria Logistics Cluster Objective 2: To maintain regional Whole of Syria inter-agency logistics coordination and information management in order to support humanitarian actors. Relates to SO1, SO2, SO3 ACTIVITY 2.1) Maintain a platform for logistics information sharing and coordination INDICATOR IN NEED BASELINE TARGET Number of Coordination Meetings held 40 Number of Information Management (IM) products produced and shared 50 Syria Logistics Cluster Objective 3: To enhance capacity of humanitarian actors via dedicated logistics trainings and purchase of necessary equipment. Relates to SO1, SO2, SO3 ACTIVITY 3.1) Conduct logistics trainings INDICATOR IN NEED BASELINE Number of logistics trainings held TARGET 5 Number of humanitarian staff trained 100 NUTRITION SECTOR OBJECTIVES, INDICATORS AND TARGETS Nutrition Objective 1: Strengthen preventive nutrition services for vulnerable groups in need of humanitarian response, focusing on appropriate infant and young child feeding practices, micronutrient initiatives and optimal maternal nutrition. Relates to SO1 15, SO2, SO316 ACTIVITY INDICATOR IN NEED BASELINE17 TARGET 1,331,841 86,814 266,36818 9,842 19,20019 301 1,00020 1. Promotion of appropriate infant and young child feeding (IYCF) practices 1.1) Facility and community based counselling for and awareness raising of breastfeeding and complementary feeding Number of Pregnant and lactating women counselled on appropriate IYCF Number of appropriate IYCF awareness sessions conducted 1.2) Capacity building of health workers on appropriate IYCF practices to provide support and counseling. Number of health workers (male/female) trained on IYCF and are providing counseling support 1008 1.2 Provision of micronutrient supplementation through healthcare network, campaigns and community-based food and nutrition activities 15 16 17 18 19 20 Save lives, alleviate suffering and increase access to humanitarian response for vulnerable people and those with specific needs Enhance protection by promoting respect for IHL and HRL through quality principled assistance, services and advocacy Baseline is based on the Nutrition cluster performance as of 30 th September 2015 20% of total pregnant and lactating women considered under people in need Each of the 200 priority surveillance supporting facilities conduct 4 sessions per month for children under 12 months 70 health workers per governorate 68 1.2) Micronutrient supplementation to women and children Number of boys and girls (6-59 months) who received multiple micronutrient supplements 1,830,499 437,823 915,24921 1,331,841 15,914 133,18422 665,921 282 66,59223 Number of boys and girls aged 6-59 months reached with Vitamin A supplementation 1,830,499 1,600,000 1,647,44924 Number of boys and girls aged 6-59 months reached with LNS for 4months inclusinf high energy biscuits 1,830,499 556,427 915,24925 Number of pregnant and lactating women who received micronutrients including iron folate for 6 months and multiple micronutrients 1.2.2) Vitamin A supplementation through health facilities (routine) and during campaign 1.2.3) Distribution/provision of lipid-based nutrient supplements to women and children for 4 months through health facilities and alongside food distribution and advocacy/promotion of dietary diversification Number lactating women reached with Vitamin A supplementation Nutrition Objective 2: Improve access to quality curative nutrition services through systematic identification, referral and treatment of acutely malnourished cases according to international standards. Relates to SO1, SO3 26 ACTIVITY INDICATOR IN NEED BASELINE TARGET 741 1,00027 2.1) Train/orient stakeholders on CMAM guidelines Number of health (male/female) staff trained on CMAM guidelines 2.2) Facility- and community-based screening for acute malnutrition Number of PLW women screened for malnutrition 1,331,841 651,625 732,20028 Number of boys and girls 6-59 months screened for malnutrition 1,830,499 44,762 133,18429 21 22 23 24 25 50% coverage of 6-59 month-old children; 6-59 month-old children represent 90% of all U5. 10% overage of the total pregnant and lactating (P/L) women in need. Lactating women represent 50% of P/L women, then aim at with 10% coverage 90% coverage of 6-59 month-old children; 6-59 month-old children represent 90% of all U5 50% coverage of children 6-59 month children 26 Support the resilience of local communities and households within the humanitarian response by protecting and restoring livelihoods, access to essential services and rehabilitation of socio-economic infrastructure 27 28 29 70 health workers per governorate 10% overage of the total pregnant and lactating (P/L) women in need. 40% coverage of 6-59 month-old children; 6-59 month-old children represent 90% of all U5. 69 ACTIVITY 2.3) Treatment of acutely malnourished children INDICATOR IN NEED BASELINE TARGET 26,090 3,196 7,82730 2,609 220 78331 60,599 9,356 18,18032 79,910 982 7,99133 Number of boys and girls 6-59 months with severe acute malnutrition treated Number of boys and girls 0-59 months who are severely malnourished with medical complications treated Number of boys and girls 6-59 months with moderate acute malnutrition treated Number of PLW with moderate malnutrition treated Nutrition Objective 3: Promote nutrition situation analysis using standard response standard tools and screening methodologies on children and women. Relates to SO1, SO3 ACTIVITY INDICATOR IN NEED BASELINE TARGET 3.1) Facilitate collection and consolidation of the age and gender disaggregated (where possible) health facility-based nutrition screening data Number of health facilities equipped and regularly submitting nutrition screening data 200 120 200 3.2) Conduct governorate-level rapid/SMART nutrition assessments. Number of governoratelevel rapid nutrition assessments conducted 14 11 13 3.3) Capacity strengthening of public health staff on rapid nutrition assessment Number of staff (male/female) trained in rapid nutrition assessment 140 50 13034 Nutrition Objective 4: Promote and strengthen coordinated timely, appropriate and integrated nutrition response through multi-sectoral approach to achieve maximum outcome from nutrition service delivery. Relates to SO1, SO3 ACTIVITY INDICATOR IN NEED BASELINE TARGET 4.1) Maintain national and sub-national capacity for nutrition sector/cluster coordination and information management for integrated response Number of sector/cluster coordination platforms operational 4 3 4 4.2) Regular consolidation of the 4W matrix on nutrition response to purposes of analysing coverage/gap on response and advocacy with other sectors Monthly Whole of Syria 4W matrix on nutrition response 12 (monthly) 12 (monthly) 12 (monthly) SHELTER AND NFI SECTOR OBJECTIVE, INDICATORS AND TARGETS Shelter/NFI Objective 1: Provide life-saving and life-sustaining shelter and NFI support. Relates to SO1 30 31 32 33 34 30% of the 26,000 total SAM caseload (i.e. with and without complications) All SAM cases with medical complications, which are estimated as 10% of the target SAM cases. 30% of the total MAM caseload of 60,000 children 10% of the total pregnant and lactating women MAM caseload (80,000). 10 staff per governorate 70 ACTIVITY 1.1) Provision of emergency shelter kits and/or construction materials/tools for private or shared shelters (in-kind, cash, voucher, etc.) INDICATOR IN NEED BASELINE Number of people that have received emergency shelter assistance 5,800,000 Male: 2,900,000 Female: 2,900,000 1.2) Provision of temporary shelter (e.g. tents) 1.3) Rehabilitation of emergency shelter spaces in collective centers, spontaneous sites, etc. (in-kind, cash, voucher, physical repair, etc.) 1.4) Provision of NFI assistance (in-kind, cash, voucher, etc.) TARGET Number of people that have received emergency NFI assistance Shelter & NFI Objective 2: Promote increased security of tenure. Relates to SO2 ACTIVITY 2.1.1 Provision of information and/or targeted counselling on housing, land and property (HLP) rights INDICATOR IN NEED BASELINE 2.1 Number of people provided with HLP information/assistance TARGET 120,000 Male: 60,000 Female: 60,000 Shelter & NFI Objective 3: Contribute towards the resilience and cohesion of communities and households by improving housing and community/public infrastructures. Relates to SO3 ACTIVITY INDICATOR IN NEED 3.1) Support to owners/tenants to sustainably repair/rehabilitate their housing (materials, cash, voucher, cash-for-work, local hire, etc.) 3.1 Number of people assisted with durable shelter solutions 3.2) Rehabilitation of community structures and public infrastructure (materials, cash35, voucher, cash-for-work, local hire, etc.) 3.2 Number of people benefiting from the improvement of community/public infrastructure 3.3) Training of stakeholders on resilience oriented shelter/NFI skills and capacities 3.3 Number of people trained in shelter/NFI related skills BASELINE TARGET 580,000 Male: 290,000 Female: 290,000 WASH SECTOR OBJECTIVE, INDICATORS AND TARGETS WASH Objective 1: Sustainable Water and sanitation systems are maintained and/or restored to improve public health. ACTIVITY Indicator In need Baseline Target 1.1) Repair / rehabilitation / augmentation of water systems Estimated number of people served by repair/ rehabilitation/ augmentation of water systems. 6,500,000 13,203,506 1.2) Support to operation and maintenance. Estimated number of people benefiting from support to operation and maintenance. 6,500,000 14,754,693 1.3) Support to waste water systems Estimated number of people served by waste water systems. 6,220,498 1.4) Support to solid waste management Estimated number of people served by solid waste management systems. 3,179,122 35 71 WASH Objective 2: Most vulnerable groups receive life-saving assistance to reduce WASH-related morbidity. ACTIVITY Indicator In need Baseline Target 2.1) Provide access to essential WASH NFIs Estimated number of individuals with access to essential WASH NFIs. 9,660,000 0 4,460,553 2.2) Provide access to improved lifesaving/ emergency WASH facilities and services Estimated number of individuals benefitting from access to improved lifesaving/ emergency WASH facilities and services. 12,130,341 0 5,828,288 2.3) Through community mobilization activities establishing water safety plans and improving hygiene Estimated number of individuals reached through community mobilization activities establishing water safety plans and improving hygiene. 12,130,341 0 7,320,691 2.4) Vector control Estimated number of individuals benefitting from vector control activities. 0 3,416,440 2.5) WASH technical training and capacity building Estimated number of local partners and authorities receiving WASH technical training and capacity building. 0 2091 WASH Objective 3: Whole of Syria WASH Coordination Structures Enhanced ACTIVITY Indicator In need Baseline Target 3.1) Produce monthly analytical maps # of sets of WoS monthly analytical maps 0 12 3.2) Sector-specific needs assessments conducted and analyzed # of sector-specific needs assessments conducted and analysed 0 2 3.3) WASH WoS sector working groups operational # of WASH WoS partner sector working groups operational 3 3 72