CONSIDERING TOGETHER WHAT IS MOST APPROPRIATE FOR PEOPLE IN CRISES IN SOUTH SUDAN
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CWG STRATEGY 2021-2022
CONSIDERING TOGETHER WHAT IS
MOST APPROPRIATE FOR PEOPLE IN
CRISES IN SOUTH SUDAN
© IOM April 2021
BACKGROUND
The Interagency Cash Working Group South INTRODUCTION
Sudan (CWG) developed its first multi-year
The use of cash and vouchers assistance (CVA) in South Sudan started in 2013 and has
strategy in 2019 focusing on stronger
slowly been growing since then. In some locations CVA feasibility is limited by
coordination for Cash and Voucher assistance
(CVA), promoting CVA as one of the
contextual challenges such as the low financial service providers (FSP) coverage or
humanitarian response modalities, in liquidity, poor market integration, access constrains, etc. Official exchange rate also
addition to harmonization of tools and represents a significant challenge. Despite these CVA uptake continues growing as
approaches; provision of CVA technical reflected in the 2020 humanitarian response; while in-kind food assistance still
guidance, CVA capacity strengthening; dominated the FSL Cluster's response in 2020 with 73 per cent of the overall response,
enabling knowledge and learning; and CVA continued to grow with 16 per cent in 2020. A mixed package of CVA and in-kind
information management support represented the remaining 11 per cent of the cluster’s response in 2020. A
similar approach in FSL modalities will be maintained in 2021. (HRP)
The South Sudan CWG is part of the Inter-
cluster Coordination Group (ISCG) and The Cash Working Group (CWG) 2021-2022 Strategy builds on the previous strategy,
provides evidence and recommendations to the CWG products and work; the analysis of external and information feedback
inform decision making at strategic, received during a February 2021 consultation lead by a CashCap global technical
operational, and technical level. It reports advisor and the CashCap expert deployed to South Sudan. Over 34 key informants
directly to the Inter Cluster Coordination were consulted, including NNGOs, INGOs, INGO Forum, UN, private sector especially
Group and when relevant to the FSPs, REACH, donors, in addition to representatives of Clusters and Working Groups
Humanitarian Country Team (HCT) (for at national and sub-national level, Government and development actors (WB, FAO).
example in the case of the analysis of
This document was developed with the support of Strategic Planning Task Team and
preferential exchange rate). Working already
was endorsed by the CWG in the meeting of XX 2021.
with six different Clusters and Working
Groups and expanding to other groups to This multiyear strategic document aims for the CWG to work collaboratively with its
mainstream CVA across sectoral and cross members, clusters and working groups, Inter-cluster coordination Group (ICCG),
cutting initiatives. It is recognized as one of Humanitarian Country Team (HCT), donors, private sector organizations, government,
the most active and successful coordination and consortia to mainstream and scale quality and accountable CVA, when adequate,
mechanisms in South Sudan engaging actively to meet the needs of the affected population.
in different initiatives.
CWG STRATEGY 2021-2022 1
Humanitarian and development assistance
shall be delivered through cash and
Vision voucher assistance (CVA) as the primary
form of response delivery during crisis,
when adequate and feasible
The CWG shall provide advocacy leadership for
quality and scalable cash and voucher assistance
programmes (CVA) for humanitarian and Mission
development response in South Sudan; working
towards increased resilience and the building of
safety nets.
CWG GOALS
• To provide an enabling environment for strategic engagement with all stakeholders
• To promote harmonization of CVA interventions and approaches in humanitarian response,
including joint interventions like multipurpose cash assistance, joint assessments and
monitoring, harmonization of standards and tools, etc.
• To advocate for the scale-up of CVA, through sectoral interventions, multipurpose cash
assistance and hybrid approaches when adequate.
• To promote linking humanitarian cash assistance with existing social protection systems.
SWOT ANALYSIS
CWG STRATEGY 2021-2022 2
SOUTH SUDAN HUMANITARIAN COORDINATION MECHANISM
Humanitarian Architecture and CWG: The South Sudan Cash Working Group is part of the Inter-cluster coordination
Group, and provides evidence and recommendations to inform strategic, operational, and technical decision making.
It reports directly to the Inter Cluster Coordination Group and when relevant to the HCT (i.e., preferential exchange
rate, etc. It works closely with six different Clusters and Working Groups to mainstream CVA across sectoral and
cross cutting initiatives. It is recognized as one of the most active and successful coordination mechanisms in South
Sudan engaging actively in different initiatives. In 2021, the CWG has over 210 members, including representatives
of national and international humanitarian and development actors; government, donors, and the private sector.
The CWG meetings, now online due to COVID restrictions, are organized regularly every 2 weeks and well attended.
The CWG is co-chaired by IOM and WFP and has a full-time dedicated Cash Working Group Coordinator deployed
through CashCap hosted by IOM.
Strategic Coordination and Technical Coordination
National level: CWG focus on strategic and technical roles such as CVA
coordination, advocacy, resource mobilization, engagement with ICCG
and HCT, donors, private sector, and government to mainstream and
scale quality CVA across humanitarian responses. Supporting Clusters
and members to adopt harmonized standards, approaches and tools and
supporting CVA interventions reporting and mapping and capacity
development initiatives and sharing of best practices and learning.
Informing the ICCG strategic priorities on CVA including HPC and other
technical areas. Coordination and technical support to sub-national level
CWGs or focal points and ensuring they are linked with the ICCG.
Technical and Operational Coordination
Sub-national: State level CWGs focus on technical and operational CVA
coordination, mapping plans and responses to avoid duplication and
cover gaps, disseminating CVA standards, guidance and tools developed
at national level; supporting and promoting when possible joint planning,
monitoring and reporting, capacity building and learning efforts (i.e. joint
market monitoring, harmonization of transfer values, use of agreed
indicators and monitoring tools, etc.). Engaging actively in national CWG
meetings and feeding into the national CWG initiatives.
CWG STRATEGY 2021-2022 3
STRATEGIC OBJECTIVES
In 2021-2022 the CWG will capitalize and build on the significant achievements of 2020 and continue
strengthening: CVA coordination across the humanitarian coordination infrastructure at national and
sub-national level and with development actors and Government; enhancing also CVA quality and
information management, building CVA capacity especially at field level and ensuring adequate evidence
and learning are available to inform decision making and strategic advocacy. The CWG will remain
flexible and ready to respond to unexpected demands if/when needed.
Strengthening CVA coordination at national, sub-national and regional
COORDINATION
level
Supporting CVA harmonization, standards, and guidance to deliver
QUALITY CVA quality, accountable and scalable CVA
CAPACITY Increasing CVA capacity with strong focus on sub-national level, clusters,
BUILDING and national partners
EVIDENCE, Promoting CVA innovation and learning; and the use of evidence base
LEARNING, AND advocacy
INNOVATION
CWG Strengthening CWG governance, participation, inclusiveness and
GOVERNANCE CashCap exit strategy
INFORMATION Enhancing IM and analysis to inform evidence-based technical,
MANAGEMENT (IM) operational, and strategic decision making
To promote more active and meaningful engagement and ownership of the CWG products, the CWG will set up timebound
CWG Task forces to advance with specific key outputs included in the CWG workplan under the different strategic objectives.
Task forces will engage when possible, national and sub-national representatives. For examples, some of the potential Task
forces could work on harmonizing transfer values, joint/harmonized feasibility assessments, advocacy, FSP mapping, private
sector, exchange rate, returnees, protection, etc.)
“OCHA greatly appreciates the deployment of a CashCap coordinator to support the humanitarian
operation in South Sudan. The Cash Working Group members and cluster coordinators have
benefitted immensely from the strategic and operational guidance provided in mainstreaming Cash
and Voucher Assistance in the response planning. The support has re-invigorated discussions and
identified opportunities CVA can provide to support vulnerable populations in a challenging
humanitarian and economic environment” Annette HEAMS – OCHA Deputy Head of Office and
Luluwa ALI – OCHA Humanitarian Affairs Officer -Policy. South Sudan
CWG STRATEGY 2021-2022 4SO1. COORDINATION: Strengthening CVA coordination at national, sub-national
and regional level
The CWG as an advisory working group to ICCG will ensure the integration of CVA into all the coordination platforms
at the national and state levels, donor briefing mechanisms, the HCT, as well as Inter-sectoral and sectoral platforms.
It will strategically draw synergies and create linkages between the coordination platforms at national and state
levels. The CWG will provide updates on the use of CVA and influence decisions to increase the use of CVA where
applicable.
The CWG will have a strong focus on supporting and enhancing CVA coordination at sub-national level either by
having CVA focal points in the different regions or states and embedding CVA aspects into existing coordination
structures and agendas; or when feasible, supporting CWG at subnational level. The CWG will seek also to increase
national NGO membership and national stakeholders; and ensure that they have a more proactive and meaningful
engagement and participation.
In 2021 and 2022 the CWG will collaborate with a wide range of stakeholders to
"CashCap has helped
enhance the scalability, application, and effectiveness of CVA to meet the needs of the
WASH partners to think
beyond distributions and affected population. These include the local actors (e.g., NNGOs), private sector
innovate MBP in WASH (mobile network, financial service providers and local traders/vendors), government
during emergencies" partners (GP), cluster, working groups including Information Management (IMWG),
Sarmad SARDAR. WASH Needs analysis Working Group(NAWG), Accountability to Affected Population (AAP),
Cluster Co-chair. South National Social Protection Working Group (NSPWG), cross-cutting themes working
Sudan groups, global cash working group, regional cash working group for East and Central
Africa and development partners.
Top Priority Actions
1. Coordination and continue to influence technical, operational, and strategic humanitarian decision making (HCT,
ICCG, Clusters/WGs/NSPWG/,) and other development actors.
2. Localization:
a. Support sub-national CVA coordination: CVA focal points, sub-national CWGs.
b. Increase NNGO membership + participation in CWG initiatives
Other Actions under the SO1
▪ Include relevant Government stakeholders at national and sub-national levels.
▪ Representation of South Sudan CWG at Regional and Global level i.e., Cash workstreams, CWGs
▪ Donors: Updates, Advocacy for more flexible funding, CVA feasibility, Market System monitoring and impact
evidence sharing.
▪ Private sector: FSPs, PSPs, MNOs, etc.
▪ Social Protection: Explore opportunities for linking humanitarian CVA and Social Protection
▪ Collaborative initiatives: CCD, CDA and other consortia
CWG STRATEGY 2021-2022 5SO2. QUALITY CVA: Supporting CVA harmonization, standards, and guidance to
deliver quality, accountable and scalable CVA
In 2021 and 2022, the CWG remains committed to promote, develop, and share harmonized standards, guidance,
and tools to foster quality and accountable CVA. It will remain a strong advocate for joint approaches and initiatives
across all phases of the response cycle from preparedness, planning to learning and evaluation. Providing technical
support to clusters, partners, NGO Forum, National NGOs, and government to conduct joint CVA feasibility
assessments and other types assessments and research studies (including markets, FSPs, risk management, CVA
capacity, etc.) and producing and disseminating widely reports, mapping and other analytical products. to inform
the selection of the most adequate response modality - cash, vouchers, in-kind or hybrid approaches - for sector
specific or multisectoral humanitarian responses in different operational areas or regions.
“The CashCap representative in
The CWG continues working with REACH and the JMMI TWG to collect market
South Sudan has been
related data via CWG members to feed into the Joint Market Monitoring instrumental in fostering a
Initiative (JMMI). Working also with other relevant stakeholders including collaborative Cash Working
FAO “CLIMIS”, FEWSNET and WFP/VAM to collect CVA and markets indicators Group, where not only success
and contribute planning and designing of Clusters/partners CVA. Working stories are shared but also
with clusters and partners to build on existing standards and tools and challenges and lessons learned
develop new ones where necessary, promoting standards, integrated from different cash programs to
approaches and complementarity across the partners and sectors. improve the standard of these
interventions across the country.
The CashCap expert has also
The CWG will review the MEB and sector minimum baskets in collaboration
played an important advocacy
with the clusters and align the MEB with the ongoing price-monitoring during a turbulent time for cash
activities carried out through JMMI. More importantly, the CWG will seek programming in the country
support from members with strong technical capacity or robust tools. The resulting from poorly calibrated
CWG will develop a few key products like a MPC guidance; sector specific local exchange rates”. Jonathan
transfer values for MPC and sectoral outcomes, a CVA risk management BUCKLEY – REACH. South Sudan
matrix for different operational areas, update the MEB document and other
products like the FSP capacity mapping, data sharing agreements, etc.
Promoting innovative and flexible CVA approaches, market-based programming to complement CVA for basic needs,
sector specific objectives and livelihoods interventions; CVA delivery mechanisms that facilitate financial inclusion
and build on local systems and infrastructures; collaborative ways of working
Top Priority Actions
1. Harmonization of CVA standards, guidance, approaches, and tools for CWG/sectors
2. CVA technical support to CWG partners/ICCG/Clusters/WGs/ or other relevant actors
3. Advocacy for joint/harmonized cash feasibility assessments, monitoring systems and information exchanges
Other Actions under the SO2
▪ Update the MEB/SMEB document
▪ Mapping and harmonization of cash grant values for basic needs (MPC) and other sectoral outcomes where needed.
▪ Development of Multipurpose Cash (MPC) Guidance
▪ Risk management matrix and mitigation for different operational areas
▪ FSP mapping and FSP capacity assessment/monitoring
▪ Continue the CWG joint initiatives: JMMI, capacity building, and shared learning.
▪ Data protection and data sharing: Agreement templates, data sharing protocols, etc.
▪ Promote: innovative and flexible CVA approaches, market-based programming to complement CVA for basic needs, sector
specific objectives and livelihoods interventions; CVA delivery mechanisms that facilitate financial inclusion and build on local
systems and infrastructures; collaborative ways of working
CWG STRATEGY 2021-2022 6SO3. CAPACITY BUILDING: Increasing CVA capacity with strong focus on sub-national
level, clusters, and national partners
Recognizing the need to continue building CVA capacity
among members, and fill gaps where necessary, the CWG will
develop tailored trainings in partnership with its members.
‘’The CashCap Expert carried out the first ever
Also continuing the active collaboration with CaLP and other CVA training for project staffs in South Sudan
partners and clusters especially FSL, SNFI, WASH, and that gave insights into CVA programming
protection clusters to mainstream core CVA skills among all which tremendously broaden my perspective
members. The CWG approach to learning and capacity leading to better and improved CVA activities
building with focus first in sharing assessments and research within my organization. The coordination
reports, learning and best practices within South Sudan cash aspect within the CWG by the CashCap expert
community of practice via CWG South Sudan Page; and has also brought all the stakeholders involved
in the CVA together hence better
organizing learning events. The second focus is building on
understanding of the CVA’’. Peter MEWAR -
regional and global learning and best practices accessible via Concern, Juba
CaLP Cash Learning Hub, RCRCM Cash-Hub, etc.
The CWG will continue supporting partners institutional CVA capacity to design, implement, monitor, evaluate and
coordinate quality and accountable CVA. This will be achieved by developing the capacity of the CWG roster
members, with a strong focus on the sub-national level and by linking trainers with organizations. When possible,
the CWG will recommend the inclusion of South Sudan CVA roster members in global training opportunities.
Individual Capacity Building: Building on the CVA Capacity Gap Analysis conducted in 2020, that informed the
development of individual capacity building plans and the CVA trainings in 2020; the CWG plans to update its CVA
capacity gap analysis, prioritizing national and state level actors to identify needs and gaps in programme, operations
and management and match this with potential capacity building initiatives.
Resource Mobilizations and collaboration in Trainings: The CWG continues encouraging partners, consortia, and
clusters to adopt collaborative approaches, by having joint capacity building and training efforts at national, regional
and state level.
“The coordination and resource mobilization of CVA have always been challenging, CashCap has envisioned
the use of CVA to ensure the people of concerns are meeting their diverse needs in different forms of
humanitarian response by deploying dedicated Cash Coordinator. It has also strengthened local capacities and
significantly harmonized approaches of CVA”. Aneel MEMON - Danish Refugee Council, South Sudan
Top Priority Actions
1. Update CVA capacity gap analysis → subnational level priorities
2. Support organizations/clusters to develop CVA training/awareness materials, conduct trainings.
3. Sub-national capacity building and trainers’ available (ToT, CVA, learning by doing, etc.)
Other Actions under the SO3
▪ Inclusive CWG capacity building initiatives (gender focus): ToT
o CVA training and awareness for FSPs (public and private)
o CVA training and awareness for government representatives at national and subnational level and other
relevant stakeholders.
▪ Engagement in regional and global capacity building initiatives
▪ Map out and disseminate available online resources: trainings, webinars, learning events, materials and hubs
CWG STRATEGY 2021-2022 7SO4. EVIDENCE, LEARNING, AND INNOVATION: Promoting CVA innovation and
learning; and the use of evidence base advocacy
Evidence gathering is one of the key priorities for the CWG in 2021- “CWG meetings are exemplary, well
22. The CWG will carry out an evidence and knowledge gap analysis facilitated, focused on key technical
to determine what is known, not known and what requires further and operational matters and in line
evidence, specific to CVA. Promote one or more learning events to with key agreed strategic
share CVA evidence, innovation, learning and best practices among objectives. With the current
partners and other stakeholders. Actively disseminating existing leadership of the CWG partners (most
evidence and learning and contributing when possible to regional of whom are FSLC partners) obtain the
support and guidance they require to
and global evidence, learning and innovation initiatives.
implement effective projects in line
with agreed international standards”
The CWG will prioritize gathering information through already Alistair SHORT - Food Security &
commissioned assessments/surveys, by the clusters and others in Livelihoods Cluster Coordinator,
the South Sudan. Collaborating with the information management South Sudan
working group ((MWG) and other relevant forums to gather
information and existing evidence or evidence gaps related to CVA. The CWG aims to create a Task team(s) to support
evidence-based advocacy and the development of different key messages.
Top Priority Actions
1. Document and share CVA and markets evidence, learning and best practices.
2. Promote and disseminate widely CVA innovation.
3. Identify critical CVA evidence gaps
Other Actions under the SO4
▪ CWG Learning Events
▪ Feed into Eastern Africa, regional and global evidence, innovation, and learning
▪ Continue leading and supporting evidence base advocacy and promoting the use of quality CVA to meet
humanitarian needs and other key messages (preferential exchange rate, complementary interventions, promote
CVA links with market based and livelihoods responses, expansion of mobile network and financial services, etc.)
SO5. CASH WORKING GROUP: Strengthening CWG governance, participation,
inclusiveness, and sustainability
At the moment, the CWG vision “There are sustainable CVA resources and capacities and cash is used routinely and
at a scale, when adequate, in the Republic of South Sudan” and the aim for a sustainable cash coordination structure
in South Sudan is compromised by a strong dependency on the CashCap expert, that covers both the coordinator
and technical advisor functions, and often leads capacity building and advocacy initiatives; therefore so his presence
and engagement is critical for the CWG to make progress. A roadmap will be developed to support a sustainable
CashCap exit strategy or at least to enable the transition of the coordinator function to another fully dedicated
person over the next year to reduce this dependency.
The CashCap advisor, in consultation with the CWG, co-chairs and the ISCG, will support this process and advise on
potential directions, engaging also in the mapping of resource mobilization opportunities and efforts to secure a
full-time dedicated coordinator; and is committed to facilitate a smooth handover. The CashCap advisor will provide
technical support to the CWG, working closely with the new CWG coordinator and co-chairs.
CWG STRATEGY 2021-2022 8The CWG coordinator with the support of CWG co-chairs, the technical advisor and partners will revise the ToRs as
per new governance system and support coordination and capacity building at sub-national level.
Top Priority Actions
1. Transitioning the CashCap adviser role to focus on CVA technical support and capacity building.
2. Co-chairs in place and in an active coordination role
3. Revise CWG governance, TORs, roles, and responsibilities
4. Development of a roadmap to support the CashCap exit strategy
SO6. INFORMATION MANAGEMENT (IM): Enhancing information
management and analysis to support evidence based technical,
operational, and strategic decision making and advocacy
The CWG will continue to fine-tune its information and analytical products, developing new ones when needed and
promoting the use of these tools/products to inform decision-making. Using standardized tools and terminology
aligned to global standards and templates. Collaborating closely with OCHA and cluster Information Management
(IM) capacities to develop or adapt tools, and to collect, process, analyze data and deliver needs-based information
products. OCHA and cluster IMs will continue to ensure that CVA friendly 5WS tools are used to generate information
on cash and voucher activities across the sectors.
Standard content style and templates will be used for all CWG materials. Products and resources will be translated
when possible, with the technical support and resources of the CWG partners. Products will be disseminated to
provide a regular overview of capacities, gaps, progress, and achievements of the CWG partners. CWG will produce
the following products: quarterly CVA Dashboard, quarterly CWG bulletins; training handouts and PPTs, case studies
and other technical products such as joint market assessments or joint monitoring reports, etc. Products developed
by CWG members will be disseminated and uploaded onto the CWG dedicated page at humanitarianresponse.info
which is the main repository for the CWG updates, information, events, etc. The CWG is committed to regularly
update contact list, documentation table (past and planned initiatives, humanitarian calendar, meeting, agendas
and minutes (with action tracking matrix)
Top Priority Actions
1. CVA reporting and information management tools, templates, guidance.
2. CVA dashboard, CWG updates and analytical products
3. Contribute to South Sudan response wide reporting and analysis
Other Actions under the SO6
▪ Advocate for a CWG dedicated IM position
The CashCap expert in South Sudan has been able to provide critical contributions to help link the Cash
Working Group (focused on humanitarian CVA), with national social protection forums such as the National
Social Protection Working Group (NSPWG) chaired by the Ministry of Gender, Child, and Social Welfare. In a
context such as South Sudan, such linkages are critical to ensure more coordinated and linked efforts by
humanitarian and development actors designing and implementing cash-based programmes to maximize
impact and efficiency as well as avoid duplication; and in the long-run help contribute to strengthen national
social protection coordination structures. Hyun Hee Ban - Chief, Social Policy, Planning, Monitoring &
Evaluation (SPPME). UNICEF South Sudan
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