Exit or scale down strategies Since Save the Children mainly support the government PHC (Only for programmatic work that and secondary facilities, these will be handed over to the you will exit or scale down over the government authorities where there is capacity or hand over to next strategy period) other interested IPs. Thematic capability needs Need for building Save the Children’s internal capacity in (includes gender and Health Systems Strengthening, enable teams to build the resilience) capacity of the local health authorities (CHDs, SMOHs) in the supported geographical areas and to build/strengthen the health system resilience/capacity to withstand shocks (including health emergencies and outbreak of communicable diseases) and respond to them. Strengthen the staff capacity on PICT and CICT to enhance timely access to HIV care especially for HIV affected/infected children. Strengthen Resource mobilization; internal capacity; Strong MEAL and evidence; Data and information management; Review the existing SCI structure and look at best ways of integration Non-thematic Strategy 2016 2018 – Global Country strategic objectives Capabilities needed priorities By the end of 2018 the South The Management improvement plan Strengthen Sudan Country Office will must be resourced, implemented, operations meet all essential standards - monitored and regularly reviewed by capability in delivering quality SMT toughest programming with zero Positions on the People Non-Award contexts deficits for the children of Funding (NAF) recruited and (Operations South Sudan. deployed Platform Internal Audit Capacity expanded both in people and resource Strengthening) allocation. By the end of 2018, South Information Management and Maximize use of Sudan will have established a Archiving: Utilizing global (one-net knowledge knowledge management etc.) and Regional (Prime) solutions system to pool, index and to ensure consistent flow of useful utilize learning accessible to programmatic information. all stakeholders. All staff will (Developing and updating in-country be equipped and encouraged tools to feed into the global and to contribute in capturing of regional knowledge hubs) institutional learning. SCI South Sudan needs to contribute 100% of programme staff will its share to the regional investment use the available knowledge in rolling-out PRIME. to gauge programming Knowledge sharing and utilization: impact, guide strategic Streamlined processes for enabling decision making, and replicate timely sharing of Knowledge programmatic best practices (Country Office page on one net, – to achieve positive results for ICT, HR resources, IPTTs, children Complaint Feedback Databases, Learning Databases etc.). Protocols developed to inform evidence based decision making regarding project design and implementation planning.
Exit or scale down strategies (Only for programmatic work that you will exit or scale down over the next strategy period) Since Save the Children mainly support the government PHC and secondary facilities, these will be handed over to the government authorities where there is capacity or hand over to other interested IPs. Thematic capability needs (includes gender and resilience) Need for building Save the Children’s internal capacity in Health Systems Strengthening, enable teams to build the capacity of the local health authorities (CHDs, SMOHs) in the supported geographical areas and to build/strengthen the health system resilience/capacity to withstand shocks (including health emergencies and outbreak of communicable diseases) and respond to them. Strengthen the staff capacity on PICT and CICT to enhance timely access to HIV care especially for HIV affected/infected children. Strengthen Resource mobilization; internal capacity; Strong MEAL and evidence; Data and information management; Review the existing SCI structure and look at best ways of integration Non-thematic Strategy 2016 – 2018 Global priorities Country strategic objectives Capabilities needed Strengthen operations capability in toughest contexts (Operations Platform Strengthening) By the end of 2018 the South Sudan Country Office will meet all essential standards - delivering quality programming with zero deficits for the children of South Sudan. The Management improvement plan must be resourced, implemented, monitored and regularly reviewed by SMT Positions on the People Non-Award Funding (NAF) recruited and deployed Internal Audit Capacity expanded both in people and resource allocation. Maximize use of knowledge By the end of 2018, South Sudan will have established a knowledge management system to pool, index and utilize learning accessible to all stakeholders. All staff will be equipped and encouraged to contribute in capturing of institutional learning. 100% of programme staff will use the available knowledge to gauge programming impact, guide strategic decision making, and replicate programmatic best practices to achieve positive results for children Information Management and Archiving: Utilizing global (one-net etc.) and Regional (Prime) solutions to ensure consistent flow of useful programmatic information. (Developing and updating in-country tools to feed into the global and regional knowledge hubs) SCI South Sudan needs to contribute its share to the regional investment in rolling-out PRIME. Knowledge sharing and utilization: Streamlined processes for enabling timely sharing of Knowledge (Country Office page on one – net, ICT, HR resources, IPTTs, Complaint Feedback Databases, Learning Databases etc.). Protocols developed to inform evidence based decision making regarding project design and implementation planning.
2016-2018%20Country%20Strategic%20Plan-South%20Sudan.docx