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+ "input_text": "CURRENCY EQUIVALENTS\n\n\n(Exchange Rate Effective Oct 31, 2023)\n\n\nCurrency Unit = South Sudanese Pound (SSP)\n\n\nSSP 1,040.00 = US$1\n\n\nUS$1 = SDR 0.76\n\n\nSDR 1 = US$1.31\n\n\nFISCAL YEAR\nJanuary 1 - December 31\n\n\nRegional Vice President: Victoria Kwakwa\n\n\nRegional Director: Daniel Dulitzky\n\n\nCountry Director: Ousmane Dione\n\n\nPractice Manager: Ernest E. Massiah\n\nTask Team Leaders: [Amr Elshalakani, Abeyah A. Al-Omair, Moustafa ]\n\nMohamed ElSayed Mohamed Abdalla\n\n\n",
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+ "input_text": "ABBREVIATIONS AND ACRONYMS\n\n\n|ANC|Antenatal Care|\n|---|---|\n|BEmONC|Basic Emergency Obstetric and Newborn Care|\n|BHI|Boma Health Initiative|\n|BHW|Boma Health Worker|\n|BHT|Boma Health Team|\n|BPHNS|Basic Package of Health and Nutrition Services|\n|CEmONC|Comprehensive Emergency Obstetric and Newborn Care|\n|CEN|Country Engagement Note|\n|CERC|Contingent Emergency Response Component|\n|CMR|Clinical Management of Rape|\n|COVID-19|Coronavirus Disease 2019|\n|CRA|Commission for Refugee Affairs|\n|DHIS2|District Health Information Software 2|\n|ESF|Environmental and Social Framework|\n|ESMAP|Energy Sector Management Assistance Program|\n|ESMF|Environmental and Social Management Framework|\n|EU|European Union|\n|FCDO|Foreign, Commonwealth and Development Office|\n|FCV|Fragility, Conflict and Violence|\n|FM|Financial Management|\n|Gavi|Gavi, the Vaccine Alliance|\n|GBV|Gender-based Violence|\n|GCP|Global Challenges Program|\n|GDP|Gross Domestic Product|\n|GEMS|Geo-Enabling for Monitoring and Supervision|\n|GRM|Grievance Redress Mechanism|\n|HCI|Human Capital Index|\n|HEIS|Hands-on Extended Implementation Support|\n|HMIS|Health Management Information System|\n|HNP|Health, Nutrition, and Population|\n|HPF|Health Pooled Fund|\n|HRH|Human Resources for Health|\n|HSC|High-Level Steering Committee|\n|HSF|Health Service Functionality|\n|HSSP|Health Sector Strategic Plan|\n|HSTP|Health Sector Transformation Project|\n|ICRC|International Committee of the Red Cross|\n|IDP|Internally Displaced People|\n|IDSR|Integrated Disease Surveillance and Response|\n|IEC|Information. Education, and Communication|\n|IMF|International Monetary Fund|\n|IMNCI|Integrated Management of Neonatal and Childhood Illness|\n|IP|Implementing Partner|\n|IPC|Integrated Food Security Phase Classification|\n|IPF|Investment Project Financing|\n\n\n",
+ "datasets": [],
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+ "input_text": "|IPV|Intimate Partner Violence|\n|---|---|\n|M&E|Monitoring and Evaluation|\n|MDTF|Multi-Donor Trust Fund|\n|MoH|Ministry of Health|\n|MoFP|Ministry of Finance and Planning|\n|MPA|Multiphase Programmatic Approach|\n|NCD|Noncommunicable Disease|\n|NDC|Nationally Determined Contribution|\n|NGO|Non-governmental Organization|\n|NTD|Neglected Tropical Disease|\n|OSC|Operational Steering Committee|\n|PDO|Project Development Objective|\n|PIM|Project Implementation Manual|\n|PMU|Project Management Unit|\n|PSA|Pharmaceutical Supply Agent|\n|SDTF|Single-Donor Trust Fund|\n|SEA/SH|Sexual Exploitation and Abuse/Sexual Harassment|\n|SEP|Stakeholder Engagement Plan|\n|SGBV|Sexual and Gender-Based Violence|\n|SMoH|State Ministry of Health|\n|SRH|Sexual and Reproductive Health|\n|ToR|Terms of Reference|\n|UNHCR|United Nations High Commissioner for Refugees|\n|UNFPA|United Nations Fund for Population Activities|\n|UNICEF|United Nations Children’s Fund|\n|WHO|World Health Organization|\n|WHR|Window for Host Communities and Refugees|\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\nTABLE OF CONTENTS\n\n**DATASHEET ........................................................................................................................................ 2**\n\n\n**I.** **STRATEGIC CONTEXT ................................................................................................................... 9**\n\n\nA. Country Context ............................................................................................................................................... 9\n\n\nB. Sectoral and Institutional Context ................................................................................................................. 11\n\n\nC. Relevance to Higher Level Objectives ............................................................................................................ 13\n\n\n**II.** **PROJECT DESCRIPTION ............................................................................................................... 14**\n\n\nA. Project Development Objective ..................................................................................................................... 14\n\n\nB. Project Components ...................................................................................................................................... 15\n\n\nC. Project Beneficiaries ...................................................................................................................................... 21\n\n\nD. Results Chain .................................................................................................................................................. 21\n\n\nE. Rationale for Bank Involvement and Role of Partners ................................................................................... 22\n\n\nF. Lessons Learned and Reflected in the Project Design .................................................................................... 23\n\n\n**III.** **IMPLEMENTATION ARRANGEMENTS ......................................................................................... 23**\n\n\nA. Institutional and Implementation Arrangements .......................................................................................... 24\n\n\nB. Results Monitoring and Evaluation Arrangements ........................................................................................ 25\n\n\nC. Sustainability .................................................................................................................................................. 26\n\n\n**IV.** **PROJECT APPRAISAL SUMMARY ................................................................................................ 26**\n\n\nA. Technical, Economic Analysis ........................................................................................................................ 26\n\n\nB. Fiduciary ......................................................................................................................................................... 28\n\n\nC. Legal Operational Policies .............................................................................................................................. 29\n\n\nD. Environmental and Social .............................................................................................................................. 30\n\n\n**V.** **GRIEVANCE REDRESS SERVICES .................................................................................................. 32**\n\n\n**VI.** **KEY RISKS ................................................................................................................................... 32**\n\n\n**VII.** **RESULTS FRAMEWORK AND MONITORING ................................................................................ 36**\n\n\n**ANNEX 1: Implementation Arrangements and Support Plan .............................................................. 53**\n\n\n**ANNEX 2: Third Party Monitoring and Data Visualization .................................................................. 61**\n\n\n**ANNEX 3: Project Financing Sources by Component .......................................................................... 62**\n\n\n**ANNEX 4: Refugees and Host Communities ....................................................................................... 63**\n\n\n**ANNEX 5: Estimated Financial Contribution to the Program by Different Partners ............................. 68**\n\n\nPage 1 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n\n\n\n\n|Project
Beneficiary(ies)
South Sudan|Operation Name
South Sudan Health Sector Transformation Project (HSTP)|Col3|Col4|\n|---|---|---|---|\n|Operation ID
P181385|Financing Instrument
Investment Project
Financing (IPF)|Environmental and Social Risk
Classification
High|Process
Track II|\n\n\n\n\n\n\n|Financing & Implementation Modalities|Col2|\n|---|---|\n|[ ] Multiphase Programmatic Approach (MPA)|[✓] Contingent Emergency Response Component (CERC)|\n|[ ] Series of Projects (SOP)|[✓] Fragile State(s)|\n|[ ] Performance-Based Conditions (PBCs)|[ ] Small State(s)|\n|[ ] Financial Intermediaries (FI)|[ ] Fragile within a non-fragile Country|\n|[ ] Project-Based Guarantee|[✓] Conflict|\n|[ ] Deferred Drawdown|[✓] Responding to Natural or Man-made Disaster|\n|[ ] Alternative Procurement Arrangements (APA)|[✓] Hands-on Expanded Implementation Support (HEIS)|\n\n\n|Expected Approval Date
20-Dec-2023|Expected Closing Date
31-Jul-2027|\n|---|---|\n|Bank/IFC Collaboration
No|
|\n\n\n\n\n\n\n\n\n\n\n\nPage 2 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n|Component 1: Provision of Basic Health Services Nationwide|100,710,000.00|\n|---|---|\n|Component 2: Health Systems Strengthening|5,500,000.00|\n|Component 3: Monitoring and Evaluation and Project Management|10,790,000.00|\n|Component 4: Contingent Emergency Response Component|0.00|\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|SUMMARY|Col2|\n|---|---|\n|**Total Operation Cost**|**369.50**|\n|**Total Financing**|**127.00**|\n|**of which IBRD/IDA**|**117.00**|\n|**Financing Gap**|**242.50**|\n\n\n|World Bank Group Financing|Col2|\n|---|---|\n|International Development Association (IDA)|117.00|\n|IDA Grant|117.00|\n\n\n|Non-World Bank Group Financing|Col2|\n|---|---|\n|Counterpart Funding|10.00|\n|Borrower/Recipient|10.00|\n\n\n\n\n\nPage 3 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n\n\n\n\n\n\n|Col1|Credit Amount|Grant Amount|SML Amount|Guarantee
Amount|Total Amount|\n|---|---|---|---|---|---|\n|National
Performance-Based
Allocations (PBA)|0.00|12.00|0.00|0.00|12.00|\n|Window for Host
Communities and
Refugees (WHR)|0.00|105.00|0.00|0.00|105.00|\n|**Total**|**0.00**|**117.00**|**0.00**|**0.00**|**117.00**|\n\n\n\n\n\n\n\n\n|WB Fiscal Year|2024|2025|2026|2027|\n|---|---|---|---|---|\n|**Annual**|30.00|60.00|27.00|0.00|\n|**Cumulative**|30.00|90.00|117.00|117.00|\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\nPage 4 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|E & S Standards|Relevance|\n|---|---|\n|ESS 1: Assessment and Management of Environmental and Social Risks and
Impacts|Relevant|\n|ESS 10: Stakeholder Engagement and Information Disclosure|Relevant|\n|ESS 2: Labor and Working Conditions|Relevant|\n|ESS 3: Resource Efficiency and Pollution Prevention and Management|Relevant|\n|ESS 4: Community Health and Safety|Relevant|\n|ESS 5: Land Acquisition, Restrictions on Land Use and Involuntary Resettlement|Relevant|\n|ESS 6: Biodiversity Conservation and Sustainable Management of Living Natural
Resources|Relevant|\n\n\n\nPage 5 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n|ESS 7: Indigenous Peoples/Sub-Saharan African Historically Underserved
Traditional Local Communities|Relevant|\n|---|---|\n|ESS 8: Cultural Heritage|Relevant|\n|ESS 9: Financial Intermediaries|Not Currently Relevant|\n\n\n\n\n\n\n\n\n\n\n\nPage 6 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Type|Citation|Description|Financing Source|\n|---|---|---|---|\n|Effectiveness|Article V, 5.01.(a)|The MDTF Agreement has
been executed and
delivered and all conditions
precedent to its
effectiveness or to the right
of the Recipient to make
withdrawals under it (other
than the effectiveness of
this Agreement) have been
fulfilled.|IBRD/IDA|\n|Effectiveness|Article V, 5.01.(b)|The Association is satisfied
that the Recipient has an
adequate refugee
protection framework.|IBRD/IDA|\n|Effectiveness|Article V, 5.01.(c)|The Recipient has
established the Project
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accordance with the
provisions of Section I.A.3
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its key staff, namely (i) a
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specialist, and a (iii) a|IBRD/IDA|\n\n\n\nPage 7 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n\n\n\n\n\n\n\n\n\nPage 8 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n**I.** **STRATEGIC CONTEXT**\n\n\n**A. Country Context**\n\n\n1. **The history of South Sudan has been marked with bouts of conflict and efforts for peace and stability.** After\n\nprolonged armed conflict with northern Sudan and the Comprehensive Peace Agreement in 2005, the Republic of\nSouth Sudan emerged as the world’s youngest country in 2011. In 2013, a civil war erupted in the nascent country,\nwhich ended with the signing of the Revitalized Agreement on the Resolution of the Conflict in the Republic of\nSouth Sudan (R-ARCSS). As a result of consecutive wars, the country has experienced only about 15 years of peace\nsince 1955, specifically during 1972–1982 and 2005–2011. While a series of encouraging reforms have been\nundertaken to support longer-term stability and development outcomes, the country continues to struggle with\nthe lingering impact of prolonged conflict, including widespread levels of poverty, elevated violence in several\nareas, weakened institutions, untapped human capital, lack of access to basic services, food insecurity, and a nondiversified economy.\n\n\n2. **South Sudan is one of the poorest countries in the world with over 80 percent of people living in poverty.** South\n\nSudan’s GDP is estimated to have contracted by 0.4 percent in FY 2022/23, [1] weighed down by a fourth consecutive\nyear of flooding, lingering impacts of the COVID-19 pandemic, violence flareups, and higher food inflation due to\nglobal crises. [3] The 2022 Household Budget Survey estimates that poverty levels in South Sudan remain persistently\nhigh–at around 80 percent of the population, with 6 in 10 South Sudanese living in extreme poverty (below the\nfood poverty line). Nearly 80 percent of South Sudan’s population lives in rural areas where infrastructure is\nlimited, complicating service delivery, particularly during the rainy season.\n\n\n3. **South Sudan has the highest level of vulnerability and lowest level of climate adaptation capacity globally**, based\n\non the European Union’s 2022 INFORM Risk Index. [2] South Sudan, composed entirely of river basins, ranks as the\nseventh most vulnerable country to riverine flood in the world in an average year. [3] Between 2019 and 2022, the\nflooding reached record levels with climate change affecting weather patterns, destroying already scarce\ninfrastructure, displacing populations, and decreasing movement throughout the country. It is estimated that 1\nmillion people were affected by flooding and 300,000 people were displaced in 2021. South Sudan also\nexperiences an intense annual hot season and cyclical drought. This extreme vulnerability to flooding and drought,\ncoupled with the primarily rural landscape has made the delivery of services very difficult.\n\n\n4. **Women and girls face a disproportionate burden of poverty, poor access to services, and insecurity** . Just over\n\n51 percent of women are married by age 18 [4] and the total fertility rate is 4.47 births per woman [5] . Additionally,\naround one-third of girls become pregnant before the age of 15. Women and girls also face a disproportionate\nburden of violence. While violence takes multiple forms, intimate partner violence (IPV) is significant with 26.7\npercent of ever-partnered women having experienced IPV in the past year. [5]\n\n\n1World Bank. Macro Poverty Indicator, October 2023.\n2 Inform Risk Index, 2024: https://www.worldbank.org/en/news/immersive-story/2023/04/25/water-security-and-fragility-insights-from-southsudan; and World Bank, Global Water Security and Sanitation Partnership, Rising from the Depths: Water Security and Fragility in South Sudan; May\n2023. https://www.worldbank.org/en/news/immersive-story/2023/04/25/water-security-and-fragility-insights-from-south-sudan.\n3 The country is composed of the Bahr el Ghazal, Bahr el Jebel, and Baro-Akobo-Sobat River Basins, which converge into a fourth, the Upper Nile\nRiver basin, which lace the country with a network of rivers and tributaries that flood annually. World Bank, Global Water Security and Sanitation\nPartnership, Rising from the Depths: Water Security and Fragility in South Sudan; May 2023. https://www.worldbank.org/en/news/immersivestory/2023/04/25/water-security-and-fragility-insights-from-south-sudan.\n4 UNICEF. (2020, October). Some things are not fit for children – marriage is one of them. South Sudan. Retrieved from\nhttps://www.unicef.org/southsudan/press-releases/some-things-are-not-fit-for-children\n\n[5UNFPA. South Sudan. https://southsudan.unfpa.org/en/topics/family-planning-20](https://southsudan.unfpa.org/en/topics/family-planning-20)\n\n\nPage 9 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n5. **More resources need to be mobilized to meet the immediate needs of refugees arriving in South Sudan.** With\n\nhundreds of thousands of South Sudanese already internally displaced due to other conflicts, flooding, and food\ninsecurity, many northern border areas receiving Sudanese refugees were already under stress before the Sudan\nconflict broke out on April 15, 2023. According to the United Nations High Commissioner for Refugees (UNHCR)\ndata as of September 30, 2023, South Sudan hosted 333,300 refugees and 74,576 households with the vast\nmajority–89 percent–in two locations: Jamjang in Pariang County in the Ruweng Administrative Area and Bunj\nTown in Maban County in Upper Nile State. [6] The Sudanese refugee population is by far the largest, with 311,160\nindividuals, or 93 percent of the hosted population while the rest come from the Democratic Republic of Congo,\nEthiopia, the Central African Republic, Burundi, and Somalia. Almost 52 percent of the refugees are female, with\nwomen and children representing 81 percent of the refugee population. About 60 percent of refugees are under\n18 years, with 38 percent between 18 and 59 years and the rest over 60 years.\n\n\n6. **The history of continued conflicts–both within South Sudan and in neighboring countries–has resulted in a**\n\n**significant number of refugees, asylum seekers, and internally displaced persons (IDPs) and created refugee**\n**camps and IDP settlements across the country.** The prospect of these refugees returning to their countries of\norigin in the near term is limited, and the trauma endured, assets lost, and livelihoods destroyed in fleeing conflict\nin the host country have created unique development challenges for refugees in reestablishing their lives in South\nSudan. For instance, refugees are at much higher risk of infectious diseases and malnutrition. In Renk alone, a\nmeasles outbreak has left 59 children dead as of September 15, 2023. Malaria cases are also on the rise,\naccounting for 40 percent of all medical consultations in Renk. It is estimated that acute malnutrition rate among\nrefugees in South Sudan is as high as 31.1 percent for children under the age of 5, and 63.4 percent for pregnant\nand lactating women [7] .\n\n\n7. **Despite these challenges, refugees often have better access to basic services and support such as health,**\n\n**education, and food rations in refugee camps administered by UNHCR than members of host communities**, who\ntend to live in isolated areas where government services and market-based opportunities are either highly limited\nor non-existent. For this reason, UNHCR makes specific efforts to support host communities, to the extent that\nresources allow. The onset of the crisis in Sudan and the large number of arrivals in northern border areas have\nfurther exacerbated the need for resources addressing interventions around forced displacement in the country.\nWith most of the humanitarian agencies scaling down their support in the country, the project will need to play a\nmore significant role to fill the gap.\n\n\n8. **The Government of South Sudan has maintained an open-door policy and reaffirmed its commitment to address**\n\n**vulnerabilities and respond to shocks for both refugees and host communities.** South Sudan is recognized as\nhaving one of the most progressive refugee policy frameworks in Eastern Africa. It has acceded to the 1951\nRefugee Convention and its 1967 Protocol, as well as the 1969 Organization of African Union Convention\nGoverning the Specific Aspects of Refugee Problems in Africa. South Sudan is also a state party to several other\ninternational and regional human rights instruments relevant to the protection of refugees and has adopted the\ndraft East African Community Refugee Management Policy. The Refugee Act of 2012, which provides the central\nlegal framework for refugee protection in South Sudan, incorporates provisions that are in line with international\nand regional treaties. The Government has also maintained a policy of granting refugees access to its territory,\nland for cultivation and livelihoods, and practical arrangements for their initial reception and registration.\nRefugees are granted freedom of movement and, in principle, are free to settle anywhere in the country. The\nCommission for Refugee Affairs (CRA) plays the leading role in developing government policy on refugee issues,\n\n\n[6 UNHCR Operational Data Portal https://data.unhcr.org/en/country/ssd.](https://data.unhcr.org/en/country/ssd)\n7 UNHCR. September 2023. Health and Nutrition Update. Sudan Situation.\n\n\nPage 10 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\nincluding protection and coordinating government and external support for refugees. The CRA is present in all\nrefugee-hosting areas, even as capacity limitations impede its ability to fulfill its designated responsibilities.\n\n\n**B. Sectoral and Institutional Context**\n\n\n**Health Sector Outcomes**\n\n\n9. **South Sudan faces significant challenges that adversely affect its human capital with one of the lowest** **Human**\n\n**Capital Index (HCI)** **[8]** **scores at 0.31** (2020) [9] In the country, 31 out of every 100 children are stunted, increasing the\nrisk of physical and cognitive impairment, which can ultimately affect the adult survival rate. South Sudan’s health\noutcomes rank among the poorest in the world. As of 2021, life expectancy at birth is one of the lowest in the\nworld, estimated at 54.98 years, and the under-five mortality rate was 98.69 per 1,000 live births from 2017 to\n2021. [10] The country has the highest neonatal mortality globally at 39.63 per 1,000 live births. [11] About 71 percent\nof the population residing over 5 km from the nearest health facility. South Sudan has the highest maternal\nmortality ratio globally at 1,223 per 100,000 live births. [12] Notably, only 38 percent of facilities offering\nComprehensive Emergency Obstetric and Newborn Care (CEmONC) [13] are partially functional and caesarian\nsections are only available in major urban areas, accounting for only 1 percent of all deliveries, much lower than\nthe expected rate of necessary caesarian sections at around 10–15 percent.\n\n\n10. **Cultural norms and a preference for larger families dampen the demand for reproductive and maternal health**\n\n**services.** Even when women show interest in family planning, they often encounter barriers to access. [14] The\ncombination of a contraceptive prevalence rate of only 6 percent, [15] persistent high fertility rates, and challenges\nlike early marriage precipitate adolescent childbearing. One in three adolescent girls in South Sudan have begun\nchildbearing, which increases the risk of maternal mortality and childbirth injuries like obstetric fistula **.** **[16]**\n\n\n11. **Acute malnutrition remains a major public health emergency in South Sudan** . As of November 2023, 5.8 million\n\npeople, [17] or over half of South Sudan’s population, experienced high levels of acute food insecurity, classified as\ncrisis (Integrated Food Security Phase Classification, IPC Phase 3). Of those, 1.6 million people are experiencing\nemergency condition (IPC Phase 4) acute food insecurity and an estimated 35,000 people in catastrophe (IPC\nPhase 5) acute food insecurity in Fangak, Canal/Pigi and Akobo of Jonglei State; Pibor County in the Greater Pibor\nAdministrative Area.\n\n\n12. **The country grapples with frequent disease outbreaks** exacerbated by conflict, persistent seasonal flooding,\n\ninadequate sanitation and water infrastructure, a fragile health system, and low vaccination coverage.\nPreventable and curable climate sensitive diseases, such as malaria and cholera, are leading causes of death in\nthe country. WHO and the United Nations Children’s Fund (UNICEF) estimate that only 76 percent of children\nreceive the Pentavalent 3 vaccine. [18] The country also has one of Africa’s lowest measles immunization coverage\n\n\n8 World Bank. Human Capital Index, 2020.\n9 The HCI uses two primary health indicators: the stunting rate in children under the age of 5; and the adult survival rate.\n10 World Bank. World Development Indicators. https://databank.worldbank.org/id/fef9176d?Report_Name=Macroeconomics-Workshop.\n11 World Bank. Mortality Rate – Neonatal: South Sudan. https://data.worldbank.org/indicator/SH.DYN.NMRT?locations=SS.\n12 World Bank. Maternal Mortality Ratio. https://data.worldbank.org/indicator/SH.STA.MMRT?locations=SS.\n13 World Bank. Empowering Girls and Women in South Sudan. 2022.\n14 Lawry et al. 2017; World Bank. Empowering Girls and Women in South Sudan. 2022.\n15 UNFPA. 2023. Family Planning. https://southsudan.unfpa.org/en/topics/family-planning16 World Bank. Empowering Girls and Women in South Sudan. 2022.\n17 IPC. November 6, 2023. IPC Acute Food Insecurity and Malnutrition Analysis for September 2023—July 2024 for South Sudan.\n18 Draft South Sudan Health Sector Strategic Plan 2023-2027.\n\n\nPage 11 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\nestimated at 49 percent for the first dose of the measles vaccine, [19] while a 95 percent coverage rate is needed to\nsubstantially reduce transmission. [20] Additionally, the 2017 EPI coverage survey estimated that only 18.9 percent\nof children are fully immunized, contributing to the high levels of vaccine preventable diseases. [21]\n\n\n**Health System and Service Delivery Challenges**\n\n\n13. **Substantial supply- and demand-side health service delivery challenges persist across all health services.** Supply\nside issues include limited physical infrastructure, supply stock-outs, severe health service delivery capacity gaps,\nand a long history of suboptimal health service delivery. While historically, the focus has been on supply-side\nchallenges, demand-side issues require equal attention. The Boma [22] Health Initiative (BHI), [23] is a community\nhealth worker program, targeting these issues by improving community-level interventions and bridging the gap\nbetween health service supply and demand.\n\n\n14. **Health and health service delivery in South Sudan are intertwined with climate change and the country’s**\n\n**climatic patterns.** The heavy annual flooding in the country disrupts ground transportation annually, rendering\nroad transport to most rural areas impossible and severely restricting air transport. As a result, supply lines are\ncut off and staff movements are difficult. Patient travel to facilities, which is by foot in most areas year-round, is\nfurther hampered. Simultaneously, transmission of waterborne and vector-borne diseases increases annually\nduring this period, causing spikes in diarrheal diseases and malaria, which account for 8.59 and 8.07 percent of\nthe country’s burden of disease, respectively. [24]\n\n\n15. **The overall response to sexual and gender-based violence (SGBV) remains inadequate in reach, quantity and**\n\n**quality** . There is a severe shortage of medical personnel trained in Clinical Management of Rape (CMR) and basic\npsycho-social support is insufficient. Across the country health professionals seldom receive training in counseling\nand psycho-social care. Specialized mental health expertise is virtually non-existent, with currently only one South\nSudanese psychiatrist working for the entire country.\n\n\n16. **South Sudan’s health system is characterized by fragmentation and minimal Government engagement** . Since\n\n2013, health service delivery has been supported through external financing from the World Bank through UNICEF\nand the International Committee of the Red Cross (ICRC) covering three states [25] and the European Union (EU),\nGavi the Vaccine Alliance through a consortium led by Crown Agents and bilateral donors including the United\nKingdom (UK), the United States, Canada, and Sweden covering seven states. While donors have strengthened\ncoordination between the two areas in delivering the same package of services and harmonizing monitoring and\nthe human resources for health (HRH) incentive scheme, the two areas had separate management structures\ncreating inefficiencies and coordination challenges.\n\n\n17. **The Government contributes a mere 4 percent of its budget to health, far below the 15 percent target pledged**\n\n**by the African Union countries in 2001.** The health sector has been chronically underfunded since 2013, which\nundermines the system’s sustainability. Estimates suggest that household out-of-pocket expenditures on health\naccount for as high as 79 percent of the total health expenditure. As per the MoFP letter to the World Bank dated\nNovember 23, 2023, the Government of South Sudan will commit USD$ 20 million in support of the proposed\n\n\n19 World Health Organization. Measles – South Sudan. 10 February 10, 2023. https://www.who.int/emergencies/disease-outbreaknews/item/2023-DON440#:~:text=South%20Sudan%20is%20one%20of,were%20estimated%20to%20be%2049%25.\n20 Gavi. South Sudan launches major push on measles vaccination. 2023. https://www.gavi.org/news/media-room/south-sudan-launches-majorpush-measles-vaccination.\n21 Draft South Sudan Health Sector Strategic Plan 2023-2027.\n22 A boma is the lowest-level administrative division in South Sudan. Bomas vary in size and typically contain many individual villages.\n23 BHI is a national scale community health program that aims to strengthen the health system in South Sudan.\n[24 UNICEF. Malaria Season: https://www.unicef.org/southsudan/stories/malaria-season.](https://www.unicef.org/southsudan/stories/malaria-season)\n25 The Republic of South Sudan now has 10 states and 3 administrative areas.\n\n\nPage 12 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\nreforms under the HSTP. This includes: (i) a US$10 million budgetary allocation as a direct co-financing into HSTP;\nand (ii) an additional US$10 million provided under the food shock window of the IMF program with South Sudan\nthat has been disbursed to MoH to procure pharmaceuticals, medical consumables, and equipment. The World\nBank will provide to the Government through an independent Third-Party Monitoring (TPM) a report outlining the\nexecution and utilization of the funds supported by the IMF program. The MoFP and MoH will provide the required\naccess and documentation to facilitate the TPM validation.\n\n\n**C. Relevance to Higher Level Objectives**\n\n\n18. **The proposed South Sudan Health Sector Transformation Project (HSTP) is aligned with the World Bank’s goals**\n\n**and regional and global strategies and is poised to contribute to IDA20 policy commitments.** Specifically, the\nHSTP contributes to the World Bank’s vision to create a world free of poverty on a livable planet, the World Bank\nEvolution, and the Eastern and Southern African regional priorities by investing in improved water and sanitation\nand energy efficiency in health facilities, strengthening national and state level capacity for climate and health\nemergency preparedness and response, and critical nutrition interventions for children and pregnant women. The\nIDA20 commitments place special priority on improving overall human capital focus on improving pandemic\nprevention and preparedness support building resilient health systems that have the capacity to prevent, detect,\nand respond to disease outbreaks and other health emergencies. The project is also fully aligned with the 2023\nDar es Salaam declaration on human capital.\n\n\n19. **The project is consistent with the World Bank Group Country Engagement Note (CEN) for South Sudan for**\n\n**FY2021—2023 (Report No. 158008-SS).** The project is aligned with the first and second focus areas of the CEN: (a)\nlay groundwork for institution building; and (b) continue support for basic public service delivery. In addition, the\nproject is in line with the Fragility, Conflict and Violence (FCV) Strategy Pillar 2 on remaining engaged during\nconflict and crisis situations, with a direct link to its first high priority area of investing in human capital, as well as\nPillar 4, which centers on mitigating the spillovers of FCV, given that the project will facilitate provision of vaccines\nto refugees and IDPs in South Sudan.\n\n\n20. **The project is fully aligned with South Sudan Health Sector Strategic Plan (HSSP 2023—2027)** which aims to\n\nimprove the health status of people by effective delivery of a basic package of health and nutrition services\n(BPHNS) and highlights partnership with donors to support key health sector programs as one of its strategic\nobjectives. The upcoming National Immunization Strategy will be part of the HSSP.\n\n\n21. **The project is consistent with South Sudan’s Second Nationally Determined Contribution (NDC) and National**\n\n**Adaptation Plan (NAP), both issued in 2021.** [26] The NDC details specific health goals while the NAP identifies health\nas a priority sector for climate adaptation in South Sudan. Both documents outline activities supported by and\nembedded in the project including strengthening surveillance and early outbreak warning systems for climatesensitive diseases and climate and health emergencies, building community capacity for climate emergency\npreparedness and response, and developing climate resilient health systems.\n\n\n22. **The project complements both World Bank and development partner investments in health systems’**\n\n**strengthening, disease control and surveillance, interventions to change individual and institutional behavior,**\n**and citizen engagement** . The project also supports the attainment of Universal Health Coverage and of the\nSustainable Development Goals, and the promotion of a One Health approach.\n\n\n26 South Sudan’s Health Sector Strategic Plan (HSSP) 2023-2027, with which the project is aligned and is considered the Long-Term Strategy (LTS)\nrelevant to the project, includes one reference to climate change along with several to the impacts of flood and droughts and no climate change\nspecific actions. Therefore, the project is considered consistent with the HSSP for Paris Alignment.\n\n\nPage 13 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n23. **The project is in line with the Remaining Engaged in Conflict Allocation (RECA) criteria for direct financing to**\n\n**third parties** demonstrated by; (a) the Government of South Sudan’s requests to the World Bank dated August\n14, 2018 and January 27, 2020 to provide financing directly to organizations to carry out operations for the benefit\nof the people in South Sudan, due to capacity constraints of the Government to effectively manage and implement\noperations; (b) the World Bank’s value proposition and strategic focus on laying the foundations for institutional\nbuilding in areas such as financial management (FM), procurement, and environmental and social risk\nmanagement and building the humanitarian development nexus through sustaining the provision of health\nservices while investing in core aspects of the health system; (c) the planned institutional capacity development\nat the Ministry of Health (MoH) to support a gradual transition towards government-led project management\nmodality through customized capacity building activities in the core areas of effective project management; and\n(d) contributing to sustainability of the project activities through supporting community-based approach of health\nservice delivery, and strengthening disease surveillance and information systems, allowing the country to be more\nresponsive to the emerging diseases and more resilient to public health threats.\n\n\n**II.** **PROJECT DESCRIPTION**\n\n\n24. The project will operate in all ten states and three administrative areas of South Sudan and is designed to expand\n\naccess to a basic package of health and nutrition services for the people in South Sudan, including refugees, with\nfinancial support available and future financing over the immediate- and short-term. The project design outlines\nproject activities that will be implemented with an initial funding envelope that comprises an IDA grant of US$12\nmillion equivalent and a grant from the IDA20 WHR of US$105 million equivalent. Additional resources totaling\nUS$242.5 million are expected to be mobilized as donor funding through a Multi-Donor Trust Fund (MDTF) and a\nSingle-Donor Trust Fund (SDTF) during the period of January to September 2024. The project will provide US$16\nmillion in retroactive financing to cover the advanced procurement and staffing costs incurred by UNICEF for\nproject preparation.\n\n25. **The project is being processed under the World Bank Policy for IPF, paragraph 12.** The Government of South\n\nSudan requested the World Bank, in letters dated August 14, 2018, and January 27, 2020, to provide financing\ndirectly to organizations to carry out operations for the benefit of the people in South Sudan, due to capacity\nconstraints of the Government to effectively manage and implement operations. The project seeks to build the\nMoH’s institutional capacity to pave the way for the future World Bank-financed projects in South Sudan to\ntransition toward a fully government-led implementation modality where the MoH’s role in service delivery will\nbe to contract and manage service providers.\n\n\n**A. Project Development Objective**\n\n\n**PDO Statement**\n\n\nThe Project Development Objective (PDO) is to expand access to a basic package of health and nutrition services,\n\nimprove health sector stewardship, and strengthen the health system.\n\n**PDO-Level Indicators**\n\n\n - Percentage of bomas covered by the Boma Health Initiative\n\n`o` Percentage of bomas covered by the Boma Health Initiative in refugee areas\n\n`o` Percentage of bomas covered by the Boma Health Initiative in host communities’ areas\n\n\nPage 14 of 68\n\n\n",
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+ "text": "PDO-Level Indicators",
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+ "text": "South\n\nSudan",
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+ "text": "Boma Health Initiative",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n - Percentage of MoH budget executed\n\n - General service availability score (Percentage)\n\n`o` General service availability score for refugees (Percentage)\n\n`o` General service availability score for host community areas (Percentage)\n\n\n**B. Project Components**\n\n\n26. **Component 1: Provision of Basic Health Services Nationwide (UNICEF and competitively selected**\n\n**pharmaceutical procurement and logistics will implement; US$330.77 million: US$10 million equivalent from**\n**Government contribution; US$100.71 million equivalent IDA [including US$90.49 million WHR] and US$220.06**\n**million Trust Funds [US$23.14 million SDTF and US$196.92 million MDTF])** . Component 1 will deliver basic health\nservices nationwide, guided by the MoH’s HSSP and building on the experiences obtained under the COVID-19\nEmergency Response and Health System Preparedness Project (CERHSPP-P176480) and the Health Pooled Fund\n(HPF), with a focus on improving service availability including to refugees and host communities. It will deliver a\nselection of prioritized services from the BPHNS: child health; nutrition; maternal and neonatal health; Basic and\nComprehensive Emergency Obstetric and Newborn Care (BEmONC and CEmONC); family planning and sexual and\nreproductive health services; SGBV services; mental health; disability; infectious and noncommunicable diseases;\nemergency and surgical services; Social and Behavior Change Communication (SBCC), health promotion, and\neducation; and strengthened referral systems. Special emphasis will be given to improving childhood vaccination\nand malaria prevention, diagnosis and treatment, with targeted services to refugees and host communities.\n\n\n27. The project will expand access to health services for host communities and refugees (in addition to Maban and\n\nJamjang which received support under previous WHR-funded health projects), remote and rural populations,\nwomen, and other marginalized groups. [27] The project will implement several mechanisms to target refugees and\nhost communities (HC) and address their unique challenges in accessing health services, including strengthening\ncommunity health programs and health promotion activities in refugee and host communities areas. It will\nincorporate climate-sensitive planning and service delivery to mitigate the health impacts of climate change and\nclimatic shocks. Conflict-sensitive approaches will be used to ensure equitable access to services. [28] Expanded\naccess to the package of health services will be delivered at the community level through the BHI and primary\ncare facilities along with strategically identified secondary and tertiary hospitals, complemented with community\noutreach and mobile health services to increase, and expand equitable service access for the population. The\ncomponent will also strengthen the health system by enhancing the pharmaceutical supply chain, improving\nhealth management information system (HMIS) data collection, quality improvement at the facility and county\nlevel, climate-sensitive health facility rehabilitation, and health worker training.\n\n\n28. Through Subcomponents 1.1 and 1.2, UNICEF will contract implementing partners (IPs) to deliver health services\n\nacross designated geographic areas, or Lots. Contracting national non-governmental organizations (NGOs)\ndirectly, reducing reliance on consortiums to maximize fund flows for health service delivery, will be emphasized.\nThe two subcomponents will be executed in collaboration with and under the leadership of the MoH, State\nMinistries of Health (SMoHs), and County Health Departments (CHDs). To build the capacity of SMoHs and CHDs,\nan integrated approach will be taken to management and supervision, whereby IP staff will be co-located within\nCHDs and engage in on-the-job capacity development with the CHDs, primarily through a twinning approach.\n\n\n27 Other marginalized groups are anticipated to include the people with disabilities (including mental), and in terms of health service access,\nadolescents.\n28 Conflict sensitivity is woven into the project design.\n\n\nPage 15 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\nUNICEF will station staff at (a) the county level to provide supervision and support for IPs, CHDs, and project\nactivities; and (b) the state level within the SMoHs to provide on-the-job capacity development for SMoH staff.\n\n\n29. **Subcomponent 1.1: Delivery of High Impact Basic Health and Nutrition Services Nationwide through Health**\n\n**Facilities** **(implemented by UNICEF; US$273.73 million: US$10 million equivalent from Government**\n**contribution, US$62.67 million equivalent IDA [WHR] and US$201.06 million Trust Funds [US$21.14 million SDTF**\n**and US$179.92 million MDTF]).** This subcomponent will deliver cost-effective, high-impact basic health and\nnutrition services through health facilities nationwide, including to refugees and host communities. The\nsubcomponent aims to cover 1,158 health facilities throughout the life of the project using a phased approach\nbeginning with 600 health facilities, including 135 in refugee and host community areas, and will expand based on\npopulation coverage and health facility readiness. The subcomponent will also support strengthened supervision,\nmanagement, and on-the-job coaching for IPs and service providers through an integrated supervisory approach\nin which IPs develop CHD capacity, inclusive of health service delivery planning, supervision, and data entry into\nDistrict Health Information Software 2 (DHIS2). The subcomponent will include planning and execution of\noutreach (village visits, mass campaigns, and so on) and transportation (vehicle, boat, and foot) modalities paying\nclose attention to seasonal population movement patterns and access. Climate sensitive health service delivery\nand planning will be integral to the approach under this subcomponent.\n\n\n30. Subcomponent 1.1 will channel resources through UNICEF to sub-contract national and international NGOs for\n\nhealth service delivery and coordination. [29] In collaboration and through the leadership of the MoH, SMoHs, and\nCHDs, UNICEF will be responsible for (a) oversight and coordination of health services and DHIS2 data collection\nand entry systems; (b) supervision and quality assurance of IPs and health facilities in line with national plans and\nguidelines; (c) coordinating and conducting in-service training; (d) through an integrated approach, developing\nthe capacity of SMoHs to plan, supervise, and oversee service delivery and the DHIS2 system; and (e) integrated\npharmaceutical procurement, quantification, and forecasting. Contracted IPs will be responsible for: (a) delivering\nquality health services; (b) quality improvement activities; (c) supervision of health facilities (d) recording of HMIS\ndata, provision of HMIS data to CHDs, and support for entry of DHIS2 data into DHIS2 and data use; (e) in-service\ntraining complementing UNICEF’s training activities; (f) health facility stock management, recording, and rational\nuse; (g) through an integrated approach, developing the capacity of CHDs to plan, supervise, and oversee service\ndelivery and the DHIS2 system; and (h) sustain the support of the innovation activities under CERHSSP and expand\nusing the digital health technology to address service delivery and supply chain issues.\n\n\n31. **Subcomponent 1.2:** **Boma Health Initiative (implemented by UNICEF; US$12.41 million: US$3.41 million**\n\n**equivalent IDA [WHR IDA] and US$9.0 million Trust Funds [US$0.95 million SDTF and US$8.05 million MDTF]).**\nThis subcomponent will invest in expanding and strengthening the BHI to deliver basic health services at the\ncommunity level including to refugees and host communities, in the context of South Sudan’s extremely rural,\nclimate vulnerable, conflict impacted, and dispersed population with limited road access. The subcomponent will\nbe executed by UNICEF through contracted IPs, in coordination with the leadership of the MoH, SMoH, and CHDs.\nThe focus on community-based interventions and health promotion activities have been identified as priorities\nfor refugees and host communities. Continuity of service delivery during the intense annual flooding and high heat\nin the country, is a primary impetus for this activity. Specifically, the subcomponent will: (a) finance the delivery\nof health services through the BHI; (b) increase the coverage of the BHI based on a needs assessment and timed\n\n\n29 Subcomponent 1.1 will finance costs related to: (a) health service delivery at health facilities and outreach activities; (b) operational costs of health facilities including\nstaff incentives, utilities, waste management, and transportation; (c) technical supervision, support, monitoring and oversight by UNICEF of sub-contracted NGO\nimplementing partners; (d) health worker in-service training conducted by UNICEF and NGO implementing partners (IPs); (e) quality assurance and improvement\nactivities (f) health facility supervision and reporting for sub-contracted IPs; (g) development of IP capacity through an integrated approach; and (h) project management\ncosts (e.g. transport costs, information technology support, monitoring and reporting) for UNICEF.\n\n\nPage 16 of 68\n\n\n",
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+ "text": "Boma Health Initiative",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\nplan, with commensurate increases in the number of Boma Health Supervisors and strengthening of Boma HW\nmanagement and training; (c) increase the number of female Boma health workers; (d) develop visual/low-literacy\ntools for BHWs; and (e) strengthen supervision, training, supply chain, and support for BHWs. BHWs will deliver\nbasic preventative and curative services, health education, and refer/ accompany patients to higher levels of care\nwhen needed. Core services to be delivered by BHWs include: health promotion and SBCC; maternal health, child\nhealth including vaccine preventable diseases, family planning, and gender-based violence (GBV); control of\nmalaria, pneumonia, and diarrhea including diagnostics and treatment for uncomplicated cases; identification and\nreferral of malnutrition; referral and, as needed, accompaniment for immunization, antenatal care (ANC), and\npostnatal care services; and outbreak surveillance, prevention; and response. Multi-level health promotion\ninterventions will be tailored to the specific needs of vulnerable and hard-to-reach groups particularly refugees\nand host communities through increased outreach activities and access to health education by BHI workers, and\nwill be designed to be understood by all, including women, girls, and other disadvantaged populations who are\nilliterate or lack access to information sources. Resources for Subcomponent 1.2 will be channeled through\nUNICEF; agencies contracted to deliver health services under Subcomponent 1.1 will also deliver services through\nthe BHI in the same geographic areas.\n\n\n32. **Subcomponent 1.3: Pharmaceutical and Supply Last Mile Delivery (implemented by UNICEF through a**\n\n**subcontracted and competitively selected pharmaceutical procurement and logistics agency; US$13.41 million:**\n**US$3.41 million equivalent IDA [WHR] and US$10.0 million Trust Funds [US$1.05 million SDTF and US$8.95**\n**million MDTF]).** This subcomponent will finance a pharmaceutical supply agent (PSA) with the aim of improving\nthe availability of essential medicines at health facilities through strengthened supply systems. The PSA will be\nresponsible for: (a) country-wide pharmaceutical and medical supply distribution of supplies for health facilities\nand BHWs, including to refugees and host community areas; and (b) last mile logistics, including delivery of\nmedical supplies and pharmaceuticals to health facilities. IPs will be responsible for the storage, stock\nmanagement, cold chain management, rational use of pharmaceuticals at health facilities, and distribution of\nsupplies to BHWs. This subcomponent will incorporate the use of technology to improve the tracking,\nquantification, and accountability of pharmaceutical delivery to the last mile. Close attention will be paid to\nclimate sensitive supply chain, including prepositioning of pharmaceuticals for the rainy season, ensuring all\npharmaceuticals are in the country ahead of the rainy season, ensuring pharmaceuticals and medical supplies are\nprotected from climate shocks, and acquiring buffer stocks of pharmaceuticals.\n\n\n33. **Subcomponent 1.4: Climate Resilient Health Service Delivery (implemented by UNICEF; US$31.22 million**\n\n**equivalent IDA [including US$21.00 million WHR]).** The subcomponent will enable broad climate change\nadaptation through the project with the aim of minimizing the impact of climate change on the population, health\nsystem, and project in light of the immense impact of climate change on South Sudan’s population and health\nsystem, through targeted investments. The subcomponent will be closely coordinated with the Climate Resilient\nFlood Management Project (P179169) and the South Sudan Energy Sector Access and Institutional Strengthening\nProject (P178891) as well as with UN agencies such as UNICEF. The subcomponent will finance: (a) water and\nsanitation improvements in facilities to improve infection prevention and control, with a focus on reducing the\ntransmission of climate sensitive (water and vector borne) diseases and addressing the impacts of flooding on\nwater and sanitation in health facilities; (b) minor rehabilitation [30] to health facilities selected based on their\nexposure to climate shocks to reduce the impact of these shocks, primarily flooding and high heat, and implement\nenergy efficiency improvements; (c) minor rehabilitation of pharmaceutical stores to effectively and securely\npreposition pharmaceuticals for rainy season; (d) limited solar electrification of health facilities to complement to\n\n\n30 Minor civil works and rehabilitation in the context of the HSTP means the construction work that will be undertaken in existing structures of project-supported health\ncare facilities and pharmaceutical stores, which will not in any way alter the structural designs of the facilities and stores. These works also require no prior municipality\nor planning approval. They will result in little to no environmental or social impact.\n\n\nPage 17 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\nthose financed by the South Sudan Energy Sector Access and Institutional Strengthening Project(P178891); (e) the\ndevelopment and dissemination of climate adaptive and energy efficient health facility and pharmaceutical store\nrehabilitation guidelines to inform current and future climate sensitive rehabilitation; (f) the development and\ndissemination of multi-hazard climate emergency preparedness and response plans for each county with an\nemphasis on climate emergency preparedness and response plans that consider planning for climate shocks,\nincluding annual flooding and high heat, coordinated with National and State level plans; and (g) trainings for\nhealth facility, CHD, and State MoH staff on climate emergency preparedness and response as well as climate and\nhealth adaptation.\n\n\n34. **Component 2: Health Systems Strengthening (WHO will implement; US$15.00 million: US$5.50 million**\n\n**equivalent IDA [including US$3.72 million WHR] and US$9.50 million Trust Funds [US$1.0 million SDTF and**\n**US$8.50 million MDTF])** . This component is aligned with the MoH’s HSSP and will undertake activities to\nstrengthen South Sudan’s health system to facilitate health service access and capacity improvements, with an\nemphasis on developing the stewardship capacity of the MoH, SMoHs, and CHDs. The component will be\nimplemented by WHO and will focus on strategic mechanisms to strengthen services in South Sudan, given the\nlow-infrastructure and conflict-affected context. Component 2 activities will be closely aligned with and\ncomplementary to health service delivery activities under Component 1, through close coordination between\nUNICEF and WHO with leadership from the MoH.\n\n\n35. **Subcomponent 2.1: Health Emergency Preparedness and Response, Laboratory Strengthening, and Disease**\n\n**Control (WHO will implement; US$5.5 million: US$2.04 equivalent million IDA [including US$1.38 million WHR]**\n**and US$3.46 million Trust Funds [US$0.36 million SDTF and US$3.10 million MDTF])** . This subcomponent will\nimprove the health system’s ability to prepare for and respond to health emergencies and control diseases by\nstrengthening emergency preparedness, laboratory, and disease control systems. It will build on the work\nconducted through the COVID-19 Emergency Response and Health System Preparedness Project (CERHSPPP176480) and needs identified in the National Action Plan for Health Security (NAPHS) 2020-2024. Specific\nactivities will include: (a) training and operational support for Integrated Disease Surveillance and Response\n(IDSR); (b) operational and rehabilitation costs for three Public Health Emergency Operations Centers (PHEOCs);\n(c) development, dissemination, and training of trainers on multiphaser emergency preparedness and response\nplans, with an emphasis on climate shock emergency preparedness and response; (d) training and staff costs for\nPoint of Entry (PoE) surveillance; (e) update and disseminate laboratory guidelines; (f) procure laboratory\nequipment, consumables, reagents, and test kits; (g) develop a national laboratory quality accreditation program\nand scale up laboratory quality management; (h) Neglected Tropical Disease (NTD) program management training\nand training of trainers for health service delivery, review of NTD indicators, and execution of community based\ndrug distributions; (i) development of noncommunicable diseases (NCD) guidelines and training of trainers for\nNCD health service delivery; and (j) viral hepatitis, sexually transmitted disease (STD), and tuberculosis (TB) and\nHIV training of trainers, diagnostic equipment procurement, and development and dissemination of guidelines.\n\n\n36. **Subcomponent 2.2: Blood Banking and Transfusion (WHO will implement; US$2.50 million: US$0.93 million**\n\n**equivalent IDA [including US$0.64 million WHR] and US$1.57 million Trust Funds [US$0.17 million SDTF and**\n**US$1.40 million MDTF])** . This subcomponent will focus on strengthening the country’s blood banking and\ntransfusion system, which currently has very limited reach, impairing access to CEmONC and safe surgical services.\nIt will: (a) develop guidelines for the proper collection, storage, transport, and use of blood for transfusions; (b)\nbuild or strengthen existing blood banking services; (c) develop systems and protocols for the transfer of blood\nproducts for transfusion; (d) conduct community and donor sensitization on the collection and use of blood\nproducts; and (e) develop low literacy visual tools and protocols for oral SBCC on the collection of blood products\nto be used by health workers, emphasizing community-level communication activities.\n\n\nPage 18 of 68\n\n\n",
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+ "text": "multi-hazard climate emergency preparedness and response plans",
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+ "text": "National Action Plan for Health Security",
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+ "end": 486
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+ "text": "NTD indicators",
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+ "text": "blood banking and\ntransfusion system",
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+ "start": 793,
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+ "text": "health workers",
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+ }
+ },
+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n37. **Subcomponent 2.3: Health Service Quality Improvement (implemented by WHO; US$2.5 million: US$0.83**\n\n**million equivalent IDA [including US$0.53 million WHR] and US$1.67 million Trust Funds [US$0.17 million SDTF**\n**and US$1.50 million MDTF]).** This subcomponent focuses on improving health service quality in South Sudan by\naddressing the challenges of remote health facilities, shortage of qualified health workers, and a long history of\nlow health service quality. This subcomponent will: (a) develop an HRH policy, strategy, and manual; (b) implement\nthe national Human Resources for Health Information System; (c) review and update the health worker training\ncurriculum; (d) review and update the essential medicines list and standard treatment guidelines, including\nrational use of medicines; strengthen the capacity of the Drug and Food Control Authority (DFCA) at the State and\nNational levels through training, development of tools and guidelines, and operational support for testing and\nsupervision; (e) review and update the national quality of care policy and strategy; (f) review and update the\nBPHNS; and (g) establish a quality of care system through development of guidelines, tools, and standards, training\nof trainers on quality of care, piloting quality of care teams and supporting national scale up, and support for\nNational and State level quality improvement supervision.\n\n\n38. **Subcomponent 2.4: Health Management Information Systems (WHO; US$2.50 million: US$0.93 million**\n\n**equivalent IDA [including US$0.63 million WHR] and US$1.57 million Trust Funds [US$0.17 million SDTF and**\n**US$1.40 million MDTF]).** This subcomponent will focus on developing systems and procedures for the national\nHMIS, with an emphasis on supporting the collection of routine data through DHIS2, to standardize data collection,\nentry and cleaning, as well as instituting data quality improvement practices. This will enhance targeting and data\ntracking for refugees and provide regularly updated information to understand the evolving needs on the ground\nthat will aid further in the decision-making process. The subcomponent will: (a) finance procurement of\ninformation communication technology equipment at the national level and train staff on data entry and use; (b)\ntrain trainers to develop health facility staff data entry, management, and use capacity; (c) create interoperability\nand integration between data systems and ensure data sharing, storage and backup; (d) develop, print, and\ndisseminate Standard Operating Procedures for HMIS data entry, cleaning, quality improvement, and use at all\nlevels; (e) conduct data review meetings and generate data use tools; (f) establish and operate the National and\nState level HMIS and Monitoring and Evaluation (M&E) Technical Working Groups; (g) conduct data quality\nimprovement activities at the facility and national level; (h) operationalize a national and state level research\ncommittee, building on existing structure; (i) conduct an annual health sector review meeting; and (j) maintain\nand institutionalize the Health Service Functionality (HSF) Database.\n\n\n39. **Subcomponent 2.5: Health Sector Stewardship and Financing (WHO implemented; US$2.00 million: US$0.77**\n\n**million equivalent IDA [including US$0.54 million WHR] and US$1.23 million Trust Funds [US$0.13 million SDTF**\n**and US$1.10 million MDTF]).** This subcomponent aims to enhance the health sector stewardship and financing\ncapacities of the national and state level MoHs. Core activities will include: (a) train national and state MoH\nmanagers and leaders on leadership, management, policy formulation, operational planning, data use for decision\nmaking, and budgeting; (b) develop annual operational plans at the national and state levels, aligned with the\nMoH’s HSSP; (c) establish health sector coordination units at the national and state MoHs by setting up offices;\n(d) conduct intersectoral and inter-ministerial advocacy on the determinants of health through the development\nof materials and health communication activities; (e) develop a Public Private Partnership framework; (f) conduct\na National Health Accounts (NHA); (g) develop, validate, and disseminate a national Health Financing Strategy;\nand (h) develop MoH capacity for FM, with a focus on improved budget execution, and intersectoral advocacy for\nhealth sector budget allocations.\n\n\n40. **Component 3: Monitoring and Evaluation and Project Management (competitively selected third party**\n\n**monitoring [TPM] agencies and the Project Management Unit [PMU] will implement; US$23.73 million:**\n**US$10.79 million equivalent IDA [WHR] and US$12.94 million Trust Funds [US$1.36 million SDTF and US$11.58**\n**million MDTF]).** Component 3 will finance costs related to M&E and management of project activities. The project\n\n\nPage 19 of 68\n\n\n",
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+ {
+ "dataset_name": {
+ "text": "national Human Resources for Health Information System",
+ "confidence": 0.958417534828186,
+ "start": 158,
+ "end": 165
+ },
+ "dataset_tag": "named",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "South Sudan",
+ "confidence": 0.9676662683486938,
+ "start": 7,
+ "end": 9
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+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "health worker training\ncurriculum",
+ "confidence": 0.5945073366165161,
+ "start": 173,
+ "end": 177
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "South Sudan",
+ "confidence": 0.7628143429756165,
+ "start": 7,
+ "end": 9
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "essential medicines list",
+ "confidence": 0.708545446395874,
+ "start": 185,
+ "end": 188
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "South Sudan",
+ "confidence": 0.8169568777084351,
+ "start": 7,
+ "end": 9
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+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "DHIS2",
+ "confidence": 0.9144427180290222,
+ "start": 413,
+ "end": 414
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "refugees",
+ "confidence": 0.9870060682296753,
+ "start": 441,
+ "end": 442
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "HMIS data",
+ "confidence": 0.7570039629936218,
+ "start": 542,
+ "end": 544
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "health facility staff",
+ "confidence": 0.8656009435653687,
+ "start": 498,
+ "end": 501
+ },
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Health Service Functionality (HSF) Database",
+ "confidence": 0.822796106338501,
+ "start": 646,
+ "end": 653
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": {
+ "text": "HSF",
+ "confidence": 0.776887834072113,
+ "start": 650,
+ "end": 651
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+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "National Health Accounts",
+ "confidence": 0.9963961243629456,
+ "start": 870,
+ "end": 873
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": {
+ "text": "NHA",
+ "confidence": 0.9529274702072144,
+ "start": 874,
+ "end": 875
+ },
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/099121123152529349/pdf/BOSIB12886229a02a1bcdc12ee681b5fe59.pdf",
+ "pages": [
+ 22
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+ }
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+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\nwill ensure that independent and credible data on health service delivery and coverage and commodities are\ngenerated and that the data are usable and used to enable the Government, the World Bank, and development\npartners to verify that resources are reaching the intended beneficiaries and minimize potential harm. The\nmonitoring entities’ roles will include working with the PMU, UNICEF, the World Bank, and IPs to explain results,\nproviding guidance on improved methods, proposing context-appropriate solutions, and conducting ex-post fact\nverification of results provided by project reporting mechanisms.\n\n\n41. **Subcomponent 3.1:** **Third Party Monitoring (Competitively selected TPM agencies; US$13.75 million: US$6.15**\n\n**million equivalent IDA [WHR] and US$7.6 million Trust Funds [US$0.8 million SDTF and US$6.8 million MDTF]).**\nThe project will finance TPM of delivery of basic health services under Subcomponent 1.1 and will build on\narrangements through the COVID-19 Emergency Response and Health System Preparedness Project (CERHSPPP176480), incorporating lessons learned from the project. TPM will provide critical assessment and survey data,\nin complement to routine data through DHIS2, in support of the country’s overall HMIS. The TPM arrangements\nwill incorporate quarterly health facility functionality assessments and data quality verification; biannual health\nservice quality assessments, patient feedback, and BHI performance visits; and baseline and endline household\ncoverage and citizen engagement surveys. The TPM agent will be selected for the full project period through a\ncompetitive process, with close attention to their capacity to scale up nationwide. To facilitate nationwide scaleup, multiple agencies may be recruited with an anticipated geographic division of labor using standardized data\ncollection, entry, analysis, and reporting tools nationwide. TPM arrangements are outlined in detail in Annex 2.\nAlong with monitoring and survey activities, the TPM will develop Government capacity for the design of data\ncollection tools, data use, and oversight of health service monitoring. [31]\n\n\n42. **Subcomponent 3.2: Data Analysis and Visualization Platform (Competitively selected TPM Agency; US$0.73**\n\n**million: US$0.30 million equivalent IDA [US$0.0 million IDA Grant and US$0.30 million WHR] and US$0.43**\n**million Trust Funds [US$0.05 million SDTF and US$0.38 million MDTF]).** To facilitate data sharing and use, the\nsubcomponent will develop a data visualization and use platform (software) focusing on visual representations of\nTPM and routine data, inclusive of BHI data. Linking of platforms, including DHIS2 and the HSF platform will be\nintegral to the work. The data visualization platform will include visualization of Results Framework data and other\ncore indicators from the HSSP, linking TPM and DHIS2 data using maps, charts, and graphs and will incorporate\nHSF data along with the overlay of health and meteorologic data to better understand the impact of climatic\npatterns on health. The platform will include analysis of health service delivery in refugee and host community\nareas to facilitate improved health service delivery among the critical underserved populations. The development\nof an integrated, institutionalized, and sustainable platform which will strengthen MoH systems will be\nemphasized. Annex 2 provides further details on the platform.\n\n\n43. **Subcomponent 3.3: Contract and Program Management Capacity Development (PMU; US$3.44 million: US$1.54**\n\n**million equivalent IDA [WHR] and US$1.9 million Trust Funds [US$0.20 million SDTF and US$1.7 million MDTF]).**\nThis subcomponent will develop the capacity of the PMU (through consultancy work) to manage health service\ndelivery contracts focusing on monitoring health service delivery performance and taking actions; resolve disputes\nrelated to health service contracts; review and provide feedback on contractor deliverables; liaise and coordinate\nwith other relevant departments within the MoH to provide technical guidance to contractors; provide field-level\nsupervision to contractors; and develop a contract management manual. The subcomponent will also provide\ncapacity development support (training activities) for day-to-day and strategic program management of the PMU\nalong with capacity development for specific technical areas as needed. The capacity development support will\n\n\n31 Geocoded technology will be used to track TPM data collection activities and facilitate near-real-time reporting of field data. All data will be\nshared directly with the World Bank and PMU. The World Bank reserves the right to request changes to the TPM process, data collection tools, and\nso on to ensure TPM is meeting project needs.\n\n\nPage 20 of 68\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\ninclude developing systems, processes, and tools, needed for effective functioning of the unit. This subcomponent\nwill finance: (a) technical assistance and capacity development on contract, environmental and social risk, and\nprogram management; and (b) the development of the contract management manual. Specialized experts will be\nrecruited by the PMU to conduct capacity development activities.\n\n\n44. **Subcomponent 3.4: Project Management (PMU; US$5.81 million: US$2.80 million equivalent IDA [WHR] and**\n\n**US$3.01 million Trust Funds [US$0.31 million SDTF and US$2.7 million MDTF]).** This subcomponent will finance\nthe day-to-day operations of the PMU including project supervision, management, and oversight. The\nsubcomponent will support: (a) PMU staff costs; (b) PMU project supervision and oversight; (c) environmental and\nsocial risk management activities; (d) PMU office equipment, stationary, and other day-to-day operating costs; €\nState MoH project supervisory visits; (f) costs of specialists needed to support the project; and (g) operational\ncosts of the project’s Steering Committee.\n\n\n45. **Component 4: Contingent Emergency Response Component (CERC) (US$0).** The objective of this component is\n\nto facilitate access to rapid financing by allowing for reallocation of uncommitted project funds in the event of an\neligible emergency as defined in OP 8.00, such as a disease outbreak or health emergency with the potential to\ncause a major adverse economic and/or social impact. Any WHR resources that become reallocated to the CERC\nwill only be used to benefit refugees and host communities. Disbursements under this component will be subject\nto the declaration of emergency, a formal request from the Government, and the preparation of a CERC manual,\nan ‘Emergency Action Plan’, and necessary environmental and social instrument(s) by the contracted\nagencies/PMU, agreed upon by the World Bank. The Project Implementation Manual (PIM) will provide guidance\non the required documents and process for triggering the CERC.\n\n\n**Table 1: Project Cost and Source of Financing**\n\n|Project component|Source of Financing|Col3|Col4|Col5|TOTAL|\n|---|---|---|---|---|---|\n|**Project component**|IDA|MDTF|SDTF|Gov|Gov|\n|Component 1: Provision of Basic Health Services Nationwide|100.71|196.92|23.14|10|330.77|\n|Component 2: Health Systems Strengthening|5.5|8.5|1|0|15|\n|Component 3: Monitoring and Evaluation and Project
Management|10.79|11.58|1.36|0|23.73|\n|Component 4: Contingent Emergency Response Component|0|0|0|0|0|\n|**Total**|**117**|**217**|**25.5**||**369.5**|\n\n\n\n**C. Project Beneficiaries**\n\n\n46. The population of South Sudan, particularly women of reproductive age and children under five, will continue to\n\nbenefit from the sustained delivery of basic health services under the project. The project will cover all ten states\nand three administrative areas of South Sudan with an estimated population of 12.4 million, 6.5 million of which\nare female, and an estimated 2.9 million (23 percent of the total population) are of child-bearing age. About 2.4\nmillion children are under five and make up 19 percent of the total population. Project beneficiaries will also\ninclude about 330,000 refugees and their host communities. Furthermore, 67 percent of health facilities (1,158)\nwill benefit from the project, while the health system will be strengthened with support for essential system\nelements, and health sector stewardship capabilities of the MoH at different levels will be strengthened.\n\n\n**D. Results Chain**\n\n\n47. Activities financed under the project will improve access to basic health and nutrition services to the population\n\nof South Sudan including refugees and host communities, strengthen health systems, and lay the foundation for\nbuilding MoH capacities on project management and enhance M&E capacities. These activities will contribute to\n\n\nPage 21 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\noutputs such as the number of beneficiaries receiving basic package of health and nutrition services including\namong refugees and host communities, the expansion of BHI, increased of number of health facilities that have\nreceived pharmaceutical supplies ahead of the distribution period, functional laboratories, and enhanced health\nsector coordination. In turn, these are expected to lead to the following outcomes: improved access to basic\npackage of health services, strengthened health systems, and improved government stewardship capacity. In the\nlong-term, the impact of the project will be improved health outcomes nationwide.\n\n\n**Figure 1. Theory of Change**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n**E. Rationale for Bank Involvement and Role of Partners**\n\n\n48. **The value added of supporting the delivery of a basic package of health services through a World Bank**\n\n**supported operation is high, given the World Bank’s ability to provide higher-level technical oversight and**\n**facilitate coordination and communication between the partner agencies.** In this regard, the value of providing\nsupport through the proposed operation is greater than the sum of its parts. The proposed operation will result\nin ensuring continuity and expansion in the provision of basic health services in a coordinated manner to cover\ndifferent population groups who often shift their location in an environment where conflict and uncertainty\nremain underlying factors. It can bring together diverse actors from both the development and humanitarian\nservice delivery segments and use their comparative advantages to ensure that those with the greatest need\nbenefit equitably from the project’s interventions. The project also invests significantly in building capacities of\nhealth service providers and managers at the operational level to contribute to a stronger and resilient health\nsystem in the country.\n\n\n49. **The pressing resource needs in the sector combined with the harmonized funding cycles of the largest health**\n\n**sector development donors and strengthened leadership in the MoH present a unique opportunity** for the next\n\n\nPage 22 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\nstage in integrating health financing and harmonizing health service delivery nationwide in South Sudan, through\nthe IDA co-financing arrangements (standalone trust funds) to cover health service provision across the country,\nwhich complements government resources. Pooling health sector resources through the IDA co-financed by donor\nfunds will: (a) improve efficient use of limited available resources by consolidating management and monitoring\nmechanisms in the country; (b) reduce fragmentation and simplify the Government’s coordination with health\nsector partners; (c) help transition towards better governance of the sector through strong accountability\nmechanisms; (d) ensure a streamlined package of services is delivered in a consistent manner throughout the\ncountry through unified planning, budgeting, and implementation processes; a€(e) allow for lessons learned\nthrough current and previous health service delivery modalities, such as the need for robust management and\nsupervisory systems, strong monitoring, and consistent supply chain systems.\n\n\n50. **und pooling mechanism is also an opportunity to strengthen the Government’s role as a steward of the**\n\n**health sector through a gradual shift toward Government contracting of health service providers** . Health sector\nstewardship, overseeing and regulating health services, is an essential role of the MoH. All other roles in the health\nsector including service delivery, execution of monitoring functions, and pharmaceutical management could be\ncontracted out to third parties such as (international) NGOs, under the leadership and oversight of the MoH.\nCurrently, several implementing actors deliver health services, manage pharmaceuticals, and conduct monitoring,\nwith no substantive oversight or regulation from the MoH. Lessons from other fragile and conflict-affected\nsituations have shown that reaching a government-led management of health service delivery and service\ncontracting requires a gradual transition to strengthen the MoH’s stewardship functions while expanding health\nservice coverage and quality.\n\n\n**F. Lessons Learned and Reflected in the Project Design**\n\n\n51. **The project is informed by over a decade of World Bank experience working in South Sudan**, both in the health\n\nsector, supporting two of the most conflict-prone states in the country, as well as service delivery in other sectors\nin other states. The World Bank has been part of donor coordinated efforts to provide basic services in South\nSudan since the time of the Comprehensive Peace Agreement. The South Sudan Country Engagement Note (CEN\n-FY21—23) provides several key lessons from across the portfolio which have been considered in designing–the\nproject. First, there is recognition that, to ensure any significant impact on service delivery, there is a need for\nflexibility both at the strategic and operational level to increase speed in delivery of services, accountability and\ncitizen engagement, and strategic partnerships given the enormity of the needs, the scope, and limited resources.\n\n\n52. **Fragile and complex environments require flexibility in project design and alignment to the political economy.**\n\nThis ensures that the project activities and implementation plan can adapt to the volatile and constantly changing\nenvironment of the country—whether economic or political. Building consensus and ensuring cohesion between\nthe Government’s priorities and the project’s components becomes critical in this context. Currently, South Sudan\nis bound by the Revitalized Agreement on the Resolution of the Conflict in South Sudan (R-ARCSS) and is\nimplementing a road map agreement that will ensure elections are conducted in 2024. Such factors may have a\ndirect impact on the implementation of the project and therefore tailored yet adaptable interventions are\npreferable.\n\n\n53. **Limited institutional capacity calls for simpler project design that have specific yet achievable results.** Given the\n\nMoH’s limited capacity, the core activities have been designed to focus on immediate priorities of the MoH which\ncan form the foundation for longer-term objectives. Furthermore, it is important to design realistic and achievable\nPDOs in such environments. The World Bank will work closely with the MoH and provide the necessary advice and\ncapacity building at each stage of the project.\n\n\nPage 23 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n**III.** **IMPLEMENTATION ARRANGEMENTS**\n\n\n**A. Institutional and Implementation Arrangements**\n\n\n54. **The World Bank will set up a standalone MDTF and an SDTF.** Donor grant financing will be pooled to co-finance\n\nthe IDA grant using the IPF instrument. The World Bank will manage the program (IDA and trust funds) through\nits operational policies, procedures, and environmental and social risk management.\n\n\n55. **The timing and use of funds from donors will be governed by Administration Agreements between the World**\n\n**Bank and the donors.** The project will be submitted for approval with the IDA grant, and the amounts indicated\nby the donor partners. The amounts received from donors after the signing of each respective Administration\nAgreement will feed directly into the MDTF or SDTF pool of funds and will not require the processing of any\nadditional financing.\n\n\n56. The project is a platform for donors to join, with a total cost of US$369.50 million, of which US$242.50 million is\n\nexpected to be co-financed by donor contributions between January 2024 and September 2024 (US$217 million\nfrom the South Sudan Health Sector Transformation Multi-donor trust fund [MDTF] and US$25.5 million from a\nSingle-donor trust fund [SDTF]). The expected donors (Canada, EU, FCDO, GAVI, Global Fund, Sweden, and USAID)\nhave been an integral part of the discussion and preparation of the project. In case of any deficit, after\nconsultations with the Government, a project restructuring will be undertaken to downscale the scope of activities\nand their respective targets. Similarly, any new additional donor interested in joining the co-financing mechanism\nthrough pooling resources in the MDTF will sign an Administration Agreement and will be allowed to join after\nreceiving the World Bank’s and the MOH’s no objections. This is facilitated by the incremental nature of activities\nunder the design of the project. Several other donors have expressed their intent to join the program once it has\nbeen approved (Annex 5).\n\n\n57. **The MoH will contract UNICEF and WHO as implementation partners. UNICEF will sub-contract NGOs to deliver**\n\n**the identified package of health services** and will provide robust, day-to-day supervision of the NGOs. UNICEF\nwill be in place to maintain service delivery if conflict resumes/intensifies in the country. The sub-contracted NGOs\nwill deliver the identified package of health services nationwide according to the required standards. WHO will\nimplement health system strengthening activities to facilitate health service access and capacity improvements at\nnational and state level.\n\n\n58. **TPM agency/ies** will be contracted by the PMU, with World Bank oversight. TPM agencies will conduct household\n\nand health facility surveys along with surveys to solicit community and patient feedback. TPM agencies will submit\nquarterly monitoring reports to the PMU/World Bank.\n\n\n59. **Flow of funds** . The funds for the project interventions and procurement of supplies will flow directly from the\n\nWorld Bank to UNICEF, WHO, and the TPM agency/ies while the fund required for PMU salaries and operating\nexpenses will flow from the World Bank to the project designated account managed by the Government.\n\n\n60. **A PMU will be established at the MoH** to manage health service contracting and the day-to-day engagement with\n\nthe Government, management organization, and donors. This PMU will include qualified and capacitated\ngovernment and non-government staff covering the skill mix required including project management, FM,\nprocurement and contract management, M&E and environmental and social risk management. The PMU will be\ncontracted by the MoH and report directly to the Undersecretary and will establish clear coordination mechanisms\nwith the relevant departments at the national and state Ministries of Health. The PMU will be responsible for\nmanaging health service contracts, supervising project implementation, monitoring progress on results, and\nsubmitting quarterly interim financial and progress reports as per the World Bank templates. The PMU will have\n\n\nPage 24 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\na progressive role in project management based on the capacity acquired. In addition, the PMU will contract, with\nWorld Bank guidance, technical assistance for capacity-building activities based on a needs’ assessment. The\ncurrent COVID-19 Emergency Response and Health System Preparedness Project (CERHSPP-P176480) is financing\ncustomized institutional capacity development at the MoH; a PMU of 15 qualified members is in place at the MoH\nand started engaging in oversight of core aspects of project activities. A new PMU will be established through an\nopen and competitive recruitment process to be carried out by the MoH with close support from the World Bank.\nThe current PMU team will provide good candidates for the new PMU. A PIM will be prepared, describing the\nmain activities to be carried out by the PMU and implementation modalities.\n\n\n61. **Two steering committees will be established.** A High-level Steering Committee (HSC) will provide strategic\n\ndirection, overall coordination and policy guidance on the sectoral challenges and future steps on service delivery,\nhealth financing, HRH, information system and medicines and supplies. The HSC will meet on a bi-annual basis. An\nOperational Steering Committee (OSC) will provide routine oversight and technical guidance during project\nimplementation. The OSC will be responsible for ensuring that the implementation of the project is carried out\nefficiently and with the necessary technical quality. The OSC will meet on a quarterly basis. The PMU will serve as\nthe Secretariat to the SCs and will organize meetings of the SCs based on directions received from the chairs. See\nAnnex 1 for membership and other details.\n\n\n62. **Consultation for activities in refugee hosting areas** . The project will coordinate and seek to partner with UNHCR,\n\nto (a) benefit from UNHCR’s expertise as the lead UN agency working on refugee issues; (b) capitalize on UNHCR’s\nexisting citizen engagement platforms to ensure the target groups are heard; and (c) identify ways to complement\nongoing health activities that UNHCR and its partners are implementing in these areas. In view of their lead role\non refugee protection, the project will also closely coordinate with CRA officials in refugee-hosting areas to ensure\nrefugees are equitably included in WHR-financed activities, as well as seek to foster collaboration between local\ngovernment health officials and CRA on this effort. Further, the OSC will liaise and frequently meet with the South\nSudan Humanitarian Cluster, a forum that involves all humanitarian players in the country.\n\n\n**B. Results Monitoring and Evaluation Arrangements**\n\n\n63. **Monitoring and tracking of project outputs will rely on different sources of information and monitoring**\n\n**mechanisms** . Through its team and network of partners, implementing agencies will track the planned and actual\nactivities. An additional level of tracking will be through a TPM arrangement. Additionally, to significantly enhance\nthe transparency and accountability of TPM activities, the project will integrate support from the Geo-enabling\nInitiative for Monitoring and Supervision (GEMS) to enhance the monitoring and supervision capacity of the\nproject. Working with GEMS will enable the World Bank to ‘monitor-the-monitors’ and get access to direct field\ndata in near real-time, rather than solely receiving aggregated periodic reports. Through the use of GEMS, the\nproject will seek to further build the local capacity to use technologies to collect and analyze data on the ground\nto improve accountability for TPM and enhance transparency and accuracy of M&E activities.\n\n\n64. **The Results Framework for the project will build on the lessons from the COVID-19 Emergency Response and**\n\n**Health System Preparedness Project (CERHSPP-P176480)** and will aim at measuring actual service delivery\noutcomes. UNICEF and WHO will provide detailed technical reports biannually with narrative updates on the\noverall project implementation and results as well as reporting on the project’s Results Framework indicators. In\naddition, quarterly matrices will be provided which will contain updated progress of Results Framework indicators\nas well as social and environmental risk management.\n\n\n65. The project will identify refugees and host communities’ beneficiaries by building on a targeting mechanism that\n\nhas been designed under the ongoing COVID-19 Emergency Response and Health System Preparedness Project\n(CERHSPP-P176480) which uses a combination of geographic targeting and community-based targeting, with\n\n\nPage 25 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\nsome filters mainly related to the presence of children below 12 years and pregnant women. The project will rely\non the refugee household data collected by UNHCR. The targeting methodology will be tested to ensure its\napplicability to refugees and adapted as needed. Moreover, these activities will be complemented by a strong\ncommunications campaign designed in partnership with humanitarian agencies to ensure that the project is seen\nas fair to both refugees and host communities.\n\n\n**C. Sustainability**\n\n\n66. **The project contributes to sustainability in two ways.** First, in line with the CEN, the project focuses on building\n\nthe institutional capacity, enhancing stewardship and governance of the MoH. This will be undertaken through\ncustomized training approach to MoH personnel to ensure an acceptable level of project management and\nfiduciary oversight at the MoH before transitioning fully to a government-led implementation modality.\nInvestment under the project is expected to strengthen the health system in the country, ensuring institutional\nsustainability to manage service delivery. By the end of the project, MOH will be able to: (a) monitor and evaluate\nhealth programs; (b) lead the health sector planning and policy dialogue; (c) develop some public procurement\nand public financial management capacity; and (d) manage needed environmental and social activities. Second,\nthe project will support the community-based approach through its community health services provided by BHWs.\nEvidence indicates that community health workers continue to provide some services such as health promotion\nand awareness even when funding stops. Furthermore, all project activities are aligned with the Government’s\npriorities detailed in HSSP 2023—2027 and therefore their commitment will help drive the initiatives as well as\nsustain gains supported by the project.\n\n\n**IV.** **PROJECT APPRAISAL SUMMARY**\n\n\n**A.** **Technical, Economic Analysis**\n\n**Economic analysis**\n\n\n67. The economic benefits of investing in health and nutrition services are high. The number of children below 11\n\nyears represents more than 40 percent of the population in South Sudan. The identified package of nutrition\nservices under the project will follow a life cycle approach and will focus on children, women of reproductive\nage, and pregnant and lactating women. Those evidence-based services have been proven to yield high benefitcost ratios. Investing in specific children and maternal nutrition interventions have been estimated to yield\nbetween US$11 and US$35 for each US$1 invested. Not only are investments in nutrition one of the best valuefor-money development actions, but they also lay the groundwork for the success of investments in other\nsectors. Therefore, the US$25 million which will be invested in nutrition under the project is expected to yield\nbetween US$275 million to US$875 million worth of benefits and returns, especially to the refugee and host\ncommunities where most of the support is allocated.\n\n\n68. South Sudan registers one of the World’s highest maternal mortalities (1,150 deaths per 100,000) and under five\n\nmortality (100 per 1,000 live births). Assuming that the project will help a conservative reduction in maternal\nmortality by 10 percent over the project duration, this will save around 27,920 under five lives of which 2,700\nchildren in refugees and host communities and 51 women’s lives of which 172 are in refugees and host\ncommunities population. Applying a conservative statistical value of life for low-income countries (US$41,756),\nthis will yield an approximate US$1.187 billion in benefits, of which 120 million are direct benefits to the refugees\nand host communities.\n\n\nPage 26 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n**Paris Alignment**\n\n\n69. The project is fully aligned with the adaptation and mitigation goals of the Paris Agreement on Climate Change.\n\nThe project supports integrated investments to ensure that health service delivery and systems strengthening\nactivities minimize the risk of climate shocks to activities and greenhouse gas emissions from activities. The\npublicly disclosed climate change technical note presents a comprehensive outline of climate activities in the\nproject.\n\n\n70. **Adaptation goal and risk reduction measures.** The main risks to project activities are flooding and high heat. Both\n\nare anticipated annually based on seasonal weather patterns and a lack of adaptive capacity in the country, with\nthe potential for extremely high health and extreme flooding during the project period. To address the risks of\nclimate to health service delivery under Subcomponents 1.1 and 1.2, Subcomponent 1.4 will include the\ndevelopment of county-level multi-hazard emergency preparedness and response plans with an emphasis on\nclimate emergency preparedness and response for health service delivery and training for staff on these plans.\nThese plans will detail preparatory and response activities to reduce the risk of climate shocks on activities. In\naddition, health service delivery through the BHI under Subcomponent 1.2 aims to ensure consistent delivery of\nhealth services during flooding, with detailed plans to be reinforced in the climate emergency preparedness and\nresponse plans. Subcomponent 1.3 will include climate-sensitive planning, with annual dry season prepositioning\nplans developed and executed to ensure pharmaceuticals are in place and securely stored ahead of the rainy\nseason. Subcomponent 1.4 will include climate-adaptive pharmaceutical store rehabilitation to ensure adequate,\nsecure pharmaceutical storage capacity for pharmaceutical prepositioning and storage. The subcomponent will\nalso include water and sanitation improvements to health facilities to reduce the risk of vector-borne and\nwaterborne climate-sensitive diseases at health facilities. Minor rehabilitation of pharmaceutical stores and health\nfacilities will focus on climate adaptation measures to reduce heat and flood exposure. A specialized consultant\nwill be hired to incorporate climate adaptation measures into health facility and pharmaceutical store\nrehabilitation. Subcomponent 2.1 will include national and state level multi-hazard climate emergency\npreparedness and response plans with an emphasis on climate change emergency preparedness and response,\nwith which county-level plans will be aligned, to minimize the risk of climate shocks to health systems\nstrengthening and PMU activities.\n\n\n71. **Mitigation goal and risk reduction measures.** Most activities in the project are on the universally aligned list for\n\nclimate change mitigation. Minor rehabilitation activities under Subcomponent 1.4 will ensure at least 20 percent\nmore energy efficiency than standard practice, aligning with EDGE level 1 building criteria. An energy efficiency\nconsultant will be hired to conduct an energy efficiency audit and ensure these measures are incorporated into\nhealth service delivery. Subcomponent 1.4 will also finance solar power for sustainable health facility\nelectrification.\n\n\n**Technical**\n\n\n72. The proposed HSTP will strengthen MoH capacity in management of health services and will contribute to the\n\nsustainability of the program. The project has been specifically designed to ensure that the South Sudanese\npopulation continue to have access to critical health care services. To guide the design of the operation, several\nkey principles were used in formulating the project activities:\n\n\n(a) Achieve a balanced approach on two fronts: (i) providing a package of basic health and nutrition services\nbased on the principle of continuum of care throughout the lifecycle (childhood, adolescence/adulthood,\npregnancy, childbirth, postnatal period), and among the models of service delivery (including clinical care settings,\noutreach, and household and communities); and (ii) supporting the primary care facilities nationwide with the\nbasic inputs for maintaining their operational capacity.\n\n\nPage 27 of 68\n\n\n",
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+ "is_used": "False",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n(b) Support the delivery of an integrated package of services building on the experience of the ongoing IDA\nfunded health operations. There are predefined guidelines and protocols for integrated service delivery and\nfacility-based health planning suited to South Sudan that are consistent with the current capacities in the country.\nThese standards ensure that (i) delivery through facilities is focused on basic health and nutrition services and\nensure optimum use of the limited resources, (ii) routine outreach and community-based services are planned to\ncomplement delivery through fixed services, and (iii) mobile teams respond to the needs of disadvantaged groups\nin areas lacking functional fixed facility or refugees and host community areas.\n\n\n**B. Fiduciary**\n\n\n**(i)** **Financial Management**\n\n\n73. An FM assessment was carried out covering planning and budgeting, accounting, internal control including\n\ninternal audit, financial reporting, funds flow, and external audit arrangements.\n\n\n74. The objective of the FM assessment was to determine whether the MoH maintains adequate FM arrangements\n\nto ensure that: (a) project funds channeled through the MoH will be used for the purposes intended in an efficient\nand economical manner; (b) the project’s financial reports will be prepared in an accurate, reliable, and timely\nmanner; and (c) the project’s assets will be safeguarded from loss, abuse, or damage.\n\n\n75. The assessment indicates that basic FM systems and capacity exist in the MoH, but the overall status is considered\n\nweak. There are significant capacity gaps within the MoH, which could materially affect the implementation of\nthe HSTP if not mitigated. These include weak and inadequate budgetary preparation and monitoring systems,\nweak capacity, lack of budget monitoring tools, inadequate staffing capacity, and weak manual accounting system.\nWeaknesses in the internal control systems include deficiencies in payment authorizations, lack of documented\npolicies and procedure manuals, inadequate segregation of duties with some overlapping roles, and lack of a\nfunctional internal audit unit. The external audit also identified weaknesses on the project previously\nimplemented by the ministry, some of which remain unresolved including lack of bank reconciliation statements,\nno internal audit, and computerized accounting system acquired for the project not used and not available as of\nthe assessment date. As a mitigation measure, the FM arrangements for the project will be discharged through a\nPMU to be set up within the ministry. The FM activities at the PMU will be overseen by a FM specialist, supported\nby a project accountant hired for the project and complemented by finance staff deployed by the MoH to\nstrengthen capacity within the ministry. There will also be hands on support and close monitoring by the World\nBank. Based on the findings, the overall residual FM risk rating will be substantial.\n\n\n**(ii)** **Procurement**\n\n\n76. **Procurement capacity assessments of the MoH** . The MoH will implement the project through the PMU to be\n\nestablished at the national level. A procurement capacity risk assessment was conducted as part of project\npreparation, and general findings from the country situation. The MoH, like many MDAs, does not have a\nfunctional procurement unit. Procurement processes are carried out as administrative functions and though the\nprocurement department exist and is headed by the deputy director, there are no dedicated procurement staff.\nThe PPDA Act 2018 provides for establishment of Procurement Unit and Procurement Committee at each\nprocuring entity, and all procurement functions are to be carried and managed by the Procurement Unit. It was\nestablished that though the MoH has had experience implementing World Bank-financed projects, the staff being\nrecommended to the PMU have no direct experience with the World Bank’s Procurement Regulations.\n\n\n77. **Project Procurement Strategy for Development (PPSD) and Procurement Plan** . A PPSD was developed to improve\n\nimplementation of the project and help achieve results. The Government has prepared the Procurement Plan for\nthe initial 18 months, setting forth the selection methods to be followed by the implementing entities during\n\n\nPage 28 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\nproject implementation in the procurement of goods, works, and non-consulting and consulting services financed\nby the World Bank. The Procurement Plan will be updated at least annually or as required to reflect the actual\nproject implementation needs and improvements in institutional capacity. Over 80 percent of the project activities\nwill be implemented through an Output Agreement (UNICEF and WHO). UNICEF and WHO shall be contracted to\nimplement through Output Agreement Component 1 (UNICEF) and Component 2 (WHO). All procurement of\nmedical commodities will be handled by UNICEF and WHO based on their systems. The PMU will provide\ncoordination and management roles of the project and supported by TPM agency/ies to be hired by the project.\n\n\n78. Through an MoH request, the World Bank will approve a Hands-On Extended Implementation Support (HEIS)\n\nconsultant for a 6-12 months’ period to support the establishment of the PMU through advancing the recruitment\nof key consultants and initiating the contracting of UNICEF and WHO. The hiring of UNICEF and WHO will be done\nthrough Systematic Tracking of Exchanges in Procurement (STEP) and the World Bank’s no objection will be\nrequired prior to the finalization and signing of the agreement. To enable transfer of knowledge, the MoH will\nsecond a procurement officer to work with the procurement consultant hired at the PMU.\n\n\n79. The Procurement risk for the project is rated as ‘High’. There is an incomplete public procurement framework,\n\nlack of a functional Procurement Unit and oversight functions at the MoH, and general weak public financial\nmanagement governance. The World Bank’s experience and assessment of key issues and risks concerning project\nprocurement processes in South Sudan has also shown several challenges which include: (a) lack of commitment\nfrom the Government officials / civil servants in implementation of the project due to irregular and low\nremunerations (b) delayed procurement and contract implementation due to inadequate number of technical\nstaff to handle increased volume of procurement and contract administration; (c) weaknesses in procurement\nplanning resulting in inappropriate packaging of contracts, high prices and delayed implementation of the project;\nand (d) weak procurement oversight and contract management resulting in delayed implementation and\npotential loss of value. The mitigations measures include the following: establishment of the PMU staffed with\nexperienced procurement and other expert consultants, World Bank providing HEIS to support the establishment\nof PMU and contracting of UNICEF and WHO; and advance procurement of major activities to fast-track\nimplementation of project, including preparation of Procurement Manual and hiring of a procurement specialist\nas an effectiveness condition, among other conditions.\n\n\n**C. Legal Operational Policies**\n\n\n\n\n\n80. The Bank’s Policy on Projects in Disputed Areas (OP BP 7.60) applies to the South Sudan HSTP because of\n\nterritorial dispute between South Sudan and Sudan, Uganda, and Kenya. Some parts covered by the project fall\nwithin the general areas under dispute. In line with OP 7.60, the Bank has ensured compliance with the\nrequirements of the policy and notified the project to the authorities of Sudan, Uganda and Kenya. Given that the\nWorld Bank considers that the execution of the project is not prejudicial to the interests of these countries and\nthat the World Bank does not intend to pass any judgment with regard to the legal status, nor any other status in\nreference to the territories concerned and does not intend to prejudge or influence the final decision of the\n\n\nPage 29 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\nInternational Court of Justice regarding the claims of South Sudan, Sudan, Uganda and Kenya, no objection to the\nproject has been raised.\n\n\n**D. Environmental and Social**\n\n\n81. The project’s overall environmental and social (ES) risk classification is rated high. Nine of the ten ESS (except ESS\n\n9) of the World Bank Environmental and Social Framework are relevant to the project. Description of the\nenvironmental, social, health, and safety risks and impacts related to the project and the proportionate mitigation\nmeasures is summarized as follows.\n\n\n82. **Environmental risks** . The nationwide provision of basic health services of Component 1 poses several\n\nenvironmental, health, and safety (EHS) risks. The procurement and distribution of essential drugs and medical\nsupplies could result in waste generation if not managed properly, leading to environmental contamination. The\nincreased outreach and use of mobile health services may also lead to higher fuel consumption and vehicle\nemissions, contributing to air pollution. Also, to improve access to remote communities, existing/new facilities or\ninfrastructure might be rehabilitated/constructed, which could cause deforestation of natural and/or critical\nhabitats. The rise in health services delivery may also lead to a higher amount of medical waste. Component 2 will\nfocus on strengthening South Sudan’s health system to facilitate health service access and capacity improvements,\nincluding development/updating of policies and legal frameworks which may have direct/indirect EHS risks to people\nand the environment. It will also support laboratory strengthening, disease control, and procurement and use of ICT\nequipment which could require waste management. Also, the use of certain chemicals and biological agents for\ndisease control and prevention during emergency preparations could pose environmental hazards if not managed\nand disposed of properly, whereas, under Component 3, developing and maintaining a common monitoring\nmechanism and databases may require significant energy and data storage resources, contributing to higher carbon\nfootprints and e-waste generation. Finally, the need for rapid infrastructure construction and the distribution of\nrelief supplies during emergency response efforts of CERC may entail resource-intensive activities that have\nenvironmental consequences. There are also potential occupational health and safety and community health and\nsafety risks associated with all components of the project.\n\n\n83. **Social risks** : The project social risks are classified as High. The project could face multiple potential social risks as it\n\nwill be implemented nationwide where prevalence of poverty, drought, security challenges, and many more\ncomplex social issues under the FCV context of South Sudan are severe. Investments and support to service\nproviders, including in the health sector, increases the risks of service providers becoming targets of attacks,\npillaging, and acts of violence by armed groups. Cases of health facilities and hospitals being raided have been\ndocumented in South Sudan and experienced during implementation of the parent and previous health projects.\nThese include risks resulting from (a) inter/intra-communal tensions, including between refugees and host\ncommunities, over implementation issues, (b) assets and staff becoming targets of violent groups, and (c) GBV and\nSEA/SH risks that are prevalent and heightened in conflict-affected areas. The SEA/SH risk of the project is\nconsidered High. Pervasive incidences of GBV in South Sudan are a significant contextual challenge, exacerbated by\na context of pervasive insecurity in the country. More specifically, Component 1 includes activities which may\npotentially exacerbate existing inequalities or cause social exclusions in health service access, especially for\nvulnerable and conflict-affected communities. The project activities including the technical assistance activities\ninvolve limited potential social risks associated with labor, labor conditions, safety and security of project workers,\nexclusion of beneficiaries during targeting, and delivery of capacity development trainings, compromising the service\ndelivery quality, and challenges of ensuring the quality and reliability of the data generated, particularly in areas\nwith limited human resources and infrastructure.\n\n\nPage 30 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n84. Risk Management E&S instruments: To effectively assess, manage and monitor the potential the environmental,\n\nsocial, health and safety risks, the project developed the following ESF instruments: Environmental and Social\nCommitment Plan (ESCP) and Stakeholder Engagement Plan (SEP), and disclosed them on November 24,2023 on\nMinistry of Finance and Planning website; Environmental and Social Management Framework (including Labor\nManagement Procedures, and GBV/SEA/SH Risk Assessment and Action Plan, General Medical Waste Management\nPlan, and Social Assessment with Social Development Plan); Resettlement Framework; and Security Risk Assessment\nand Management Plan as conditions of effectiveness as the project is being processed under the World Bank Policy\nfor IPF, paragraph 12.\n\n\n85. **Gender.** Women and girls in South Sudan face considerable socio-economic and cultural challenges that contribute\n\nto gender gaps in health outcomes and health services. South Sudan has the highest maternal mortality in the world.\nThe fertility rate is also high. The project document identifies early marriages and high fertility, poor access to\nessential healthcare, and high risk of experiencing SGBV as key issues that affect women and girls’ sexual and\nreproductive health. These outcomes are the reflective of a lack of women’s empowerment and their poor access\nto essential healthcare. Cultural beliefs and fertility preferences contribute to the cycle of early marriages and high\nand early fertility on the one hand, and on the other demand side challenges such as limited awareness of the\nbenefits for reproductive and maternal healthcare, hidden cost of services, opportunity cost of time, and security\nconcerns deter women from seeking health services. On the supply side, a weak health system with limited\ninfrastructure and disrupted access to health and nutrition services due to emergency situations such as floods make\nit difficult to ensure that pregnant women and adolescent girls receive appropriate care. Improving women and girls’\nuse of reproductive maternal health will contribute to reducing maternal mortality. This requires improving the\naccess to and the availability of sexual, reproductive, and maternal health services, especially at the community level\nwhich includes family planning information, and education, communication (IEC)/social and behavior change\ncommunication (SBCC) to reduce misconceptions about sexual and reproductive healthcare and promote delayed\nbirths and birth spacing, which are critical for bringing down maternal mortality, especially among younger,\nadolescent girls.\n\n\n86. **SGBV** is also of concern in South Sudan. However, the response to SGBV in the country remains inadequate. There\n\nis limited capacity within the health system provide appropriate care to survivors of SGBV. Moreover, the stigma\nassociated with rape and sexual violence continues to be a barrier for women and girls in acknowledging the\nexperience and seeking timely and appropriate healthcare for SGBV. There is a need for strengthening the\navailability of trained medical personnel who can handle Clinical Management of Rape (CMR) and provide basic\npsycho-social support in a safe environment.\n\n\n87. **Proposed actions under the project.** Component 1 of the project supports delivery of a set of prioritized services\n\nthat cover sexual, reproductive, and maternal health and nutrition services that include family planning counselling\nand delivery of family planning services, ANC, skilled attendance at birth, basic and comprehensive EmONC, and\nPNC. This comprehensive package of services is essential to ensure that pregnant women, girls, and their newborns\nhave the best chance of surviving birth, especially when there are complications. It is also important for providing\nthe means to exercise more agency in determining the size of families and timing of births – again important for\nreducing maternal mortality. In addition to strengthening service delivery at primary secondary and tertiary facilities,\nthe component will support the hiring and training of Boma Health Workers (BHWs), including female BHWs, to\nreach vulnerable and hard-to-reach groups at the community level and last mile delivery of medical supplies and\npharmaceuticals. This is especially important for reaching women, mothers, and their children in rural and remote\nareas. The component will also support provision of SGBV care including identification, counselling, management\nand proper referral for survivors of SGBV, including rape victims. The intervention package includes BCC focusing\nSGBV awareness and prevention. These three interventions (i) strengthening delivery of reproductive and maternal\nhealth services, (ii) training and deployment of Boma Health Workers, especially female service providers, and (iii)\n\n\nPage 31 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\nprovision of SGBV services, support the two broad issues identified in the PAD that disproportionately affect women:\n(a) high fertility and maternal mortality, and (b) limited support for SGBV survivors. The following indicators will be\nused to monitor progress on both these issues: (i) maternal mortality ratio; (ii) percentage of women receiving four\nANC visits; (iii) percentage of deliveries attended by skilled health personnel; (iv) contraceptive prevalence rate (any\nmethod); and (v) number of Gender-Based Violence Services provided.\n\n\n88. **Citizen Engagement.** The project will prioritize meaningful engagement of all direct and indirect stakeholders in the\n\nhealth sector. This will be done through widescale consultative process with Government officials and will engage\nall relevant donors and development partners and various sector experts/specialists. In addition, the M&E system\nof the project will facilitate strong citizen engagement and beneficiary feedback throughout project implementation.\nThe project will ensure proactive feedback processes including a feedback mechanism for all health services\nprovided and trainings conducted by the project. Planned procurement activities will include hiring of two TPM\nentities to verify that resources are reaching the intended beneficiaries and potential harm is minimized, consultancy\nfor health service quality assessment, and citizen engagement and beneficiary feedback surveys. The project will\nimplement and expand an existing GRM developed and implemented under the COVID-19 Emergency Response and\nHealth Systems Preparedness Project (CERHSSP-P176480) which aligns with the requirements of ESS 10 and other\nrelevant E&S standards. The proposed GRM is expected to provide an inclusive, accessible and safe GRM process\nand procedures that receives and resolves grievances, closes the feedback loop with communities and builds trust,\nsensitively handles corruption and SEA allegations, and provides the project with actionable data through which to\nadjust and improve its programming.\n\n\n**V.** **GRIEVANCE REDRESS SERVICES**\n\n\n89. _**Grievance Redress.**_ Communities and individuals who believe that they are adversely affected by a project\n\nsupported by the World Bank may submit complaints to existing project-level grievance mechanisms or the Bank’s\nGrievance Redress Service (GRS). The GRS ensures that complaints received are promptly reviewed in order to\naddress project-related concerns. Project affected communities and individuals may submit their complaint to the\nBank’s independent Accountability Mechanism (AM). The AM houses the Inspection Panel, which determines\nwhether harm occurred, or could occur, as a result of Bank non-compliance with its policies and procedures, and\nthe Dispute Resolution Service, which provides communities and borrowers with the opportunity to address\ncomplaints through dispute resolution. Complaints may be submitted to the AM at any time after concerns have\nbeen brought directly to the attention of Bank Management and after Management has been given an opportunity\nto respond. For information on how to submit complaints to the Bank’s Grievance Redress Service (GRS), visit\n[http://www.worldbank.org/GRS. For information on how to submit complaints to the Bank’s Accountability](https://www.worldbank.org/en/projects-operations/products-and-services/grievance-redress-service)\n[Mechanism, visit https://accountability.worldbank.org.](https://www.worldbank.org/en/programs/accountability)\n\n\n**VI.** **KEY RISKS**\n\n\n90. **The overall risk to achieving the project objective is High.** There are significant risks to implementing a project in\n\nSouth Sudan, as evidenced from the previous and ongoing World Bank supported projects. The project will support\nhealth services delivery in one of the most challenging FCV contexts in the world. This results in greater risks than\nthose found in non-FCV environments. More specifically, the acuteness of the violence and instability in the country\nsets South Sudan apart from other FCV environments with even greater levels of risk.\n\n\n91. **Political and governance risks is High** . The highly fragile context and political economy dynamics pose risks. The\n\ncountry’s security situation remains volatile and intercommunal conflicts persist, which fuels further political\n\n\nPage 32 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\nuncertainty. There is also a significant risk that frequent changes in political leadership and appointees may\nundermine government ownership and cause project delays. To mitigate this risk, the World Bank will continue to\nengage at multiple levels within the MoH and MoFP and with key health sector stakeholders to ensure broad buyin and ownership. The project will also support regular coordination meetings and ensure flexibility so that\nadjustments can be made during implementation. Political risks related to refugee issues are minimal, as the\nGovernment and South Sudanese have adopted–in policy and practice–a progressive policy towards refugees.\n\n\n92. **Macroeconomic risks are High.** South Sudan has one of the least diversified economies in the world, a result of\n\nbeing extremely oil dependent. This has made the sector mainly depending on the donor funding with irregular\npayment of salaries to civil servants including health workers. Even though inflation has seen a dramatic reduction\nsince the implementation of the Government’s reform program, the current commodity price shock and the\ndepreciation of the South Sudanese pound are expected to drive a rise in inflation in the short term. [32] Despite the\ndepreciation of the South Sudan Pound, the premium between the parallel and official exchange rate remained low\nat below 3 percent owing to the tight monetary policy stance, continued foreign exchange auctioning in a weekly\nbasis, and tightening of regulatory framework by the Central Bank. However, given the low gross reserve levels, the\nlikelihood of foreign exchange shortage is eminent, which, in turn, may result in parallel market distortions. The\nGovernment’s commitment to contribute to the financing of health service delivery remains uncertain and may not\nbe fully adhered to. The proposed project will mitigate this risk by enhancing stewardship of the MoH and MoFP\nand will develop a clear roadmap for the gradual handover of identified facilities to the Government to sustain.\nThose facilities will be carefully selected at the beginning to avoid significant gaps in service delivery in case of\ngovernment’s non-adherence to their financial commitments.\n\n\n93. **Sector strategies and policies risks are Substantial.** It is critical to recognize that after over five decades of\n\ncontinuous assistance and presence in South Sudan, international actors and the aid they provide are now an\nintegral part of the local political economy. The continued change in the MoH leadership over the last few years\ncontinued to disrupt the development of sectoral strategies. The provision of basic health services, however, is a\npriority for the ministry. Maintaining a strong focus on procurement of necessary supplies and equipment and\ntraining of health and non-health workers at targeted areas are key mitigation measures.\n\n\n94. **Technical design of the project risk is High** . The targeting of refugees and host communities increases the\n\ncomplexity of delivering health services. Experiences from humanitarian organizations provide valuable lessons\nabout how to ensure neutrality and impartiality in the delivery of these services. Various mechanisms are proposed,\nboth within agreements with the implementation agencies and across project components. In addition, robust\nmechanisms for results monitoring and verification will provide an additional oversight in ensuring that the package\nof services has reached the intended targeted populations of refugees and host communities.\n\n\n95. **Institutional capacity for implementation and sustainability risks are High** . The risk of the MOH and PMU managing\n\nservice delivery at a national level is high and is currently being mitigated through an intensified capacity building\nprogram on effective project management for several candidates. In addition, UNICEF will be subcontracted by the\nPMU to provide service delivery activities of the project while WHO will provide the system strengthening elements.\nBoth agencies will seek to expand its operational and technical presence on the ground and nationwide to ensure a\nsmooth transition from World Bank/HPF and effective management of the new pooled fund program. It is expected\nthat by the end of the project MOH will have an enhanced capacity that will enable it to lead on some areas of\nactivity implementation in the future.\n\n\n32 IMF Country Report No. 22/266, 2022 Article IV Consultation and Second Review under the Staff-Monitored Program, July 2022.\n\n\nPage 33 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n96. **Fiduciary risk is Substantial** . The FM assessment identified capacity gaps within the MoH and deficiencies in the\n\ninternal control systems. The external audit for the project previously implemented by the MoH identified\nweaknesses, some of which remain unresolved. There will also be hands on support and close monitoring by the\nWorld Bank. to mitigate incomplete public procurement framework, lack of a functional procurement units and\noversight functions at the MoH and general weak PFM governance. As a mitigation measure, the fiduciary\narrangements for the project will be handled by a PMU to be set up within the ministry. The FM activities at the\nPMU will be overseen by a consultant, supported by a project accountant hired for the project and complemented\nby finance staff deployed by the MoH to strengthen capacity within the ministry., The World Bank will also provide\nHEIS to support the establishment of the PMU and contracting of UNICEF and WHO, using advance procurement of\nmajor activities to fast-track implementation of project, including preparation of a Procurement Manual and hiring\nof procurement specialist as an effectiveness condition among other conditions.\n\n97. **Environmental and social risks are High** . Despite the promising social impacts, the project social and SEA/SH risks\n\nare classified as high. The project could face multiple potential social risks as it will be implemented nationwide\nwhere prevalence of poverty, drought, security challenges, and many more complex social issues under the FCV\ncontext of South Sudan are severe. The conflict has had a significant impact on children, with profound human rights\nabuses conducted on them. In this context, investments, and support to service providers in the health sector\nincreases the risks of providers becoming targets of attacks, pillaging and violence by armed groups. Recent attacks\non health workers, within and outside the Provision of Basic Health Services Project, have highlighted that risk.\nEvidence reveals that the context of pervasive insecurity in the country has heightened the risks associated with\nGBV or SEA SH. The project’s environmental risk rating is Substantial due to EHS issues associated with (a) provision,\ntransport, storage, use and disposal of medicines and vaccines; (b) medical waste management; (c) worker and\ncommunity health and safety; and d) rehabilitation/construction of public health facilities. With the involvement of\nthe MoH as a direct implementing entity, its limited experiences of managing the environmental and social risks\nwould be concerning to effectively address the complex social issues, pervasive GBV incidents, substantial\nenvironmental risks and potential grievances from project affected persons and other stakeholders. In sum, to\neffectively assess, manage and monitor the potential environmental and social risks and impacts, the project will\ndevelop proportional ESF instruments as stated in Section D.\n\n\n98. **Stakeholders’ risk is igh** . Experiences from humanitarian organizations provide valuable lessons about how to\n\nensure neutrality and impartiality in the delivery of health services. Despite these lessons and the fact that partner\nagencies are non-state actors, the proposed project will be implemented by the MOH/PMU, which carries additional\ncomplexity in addressing issues to cover entire target populations and ensuring independence in service delivery.\nTo minimize the risks related to delivering goods to health facilities, communication and outreach activities will be\nconducted to inform the public of the project’s support and increase visibility. In addition, the project will strictly\nfollow an objective methodology for procurement and distribution of required supplies to the target facilities.\nCoordination with UNHCR will also be leveraged to facilitate direct engagement with refugees and host communities\nto ensure they are aware of, consulted on, and can benefit equitably from, project activities. Finally, the\nsubcontracting of UNICEF and WHO as implementation partners will strengthen such systems.\n\n\n99. **Other risks** **(security and data protection) have been identified** . Security risk. Several facilities were previously\n\nattacked and looted, leading to deaths of patients and health workers. These risks remain a reality for the World\nBank and partner agencies providing support to health services across South Sudan, particularly in the states of\nUpper Nile, Jonglei, and Unity. Multiple effort has been made, however, to mitigate potential risks through the\ndevelopment of a customized security management plan along with its implementation arrangements. Data\nprotection. There is a substantial residual risk related to data collection, processing, and privacy during\nimplementation of the project activities, which may arise from (a) access to personally identifiable and sensitive\n\n\nPage 34 of 68\n\n\n",
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+ "is_used": "False",
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+ "text": "FCV",
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+ "start": 287,
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+ "start": 290,
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+ "is_used": "False",
+ "usage_context": "background"
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+ "text": "Provision of Basic Health Services Project",
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+ "end": 362
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+ "text": "health workers",
+ "confidence": 0.5262394547462463,
+ "start": 349,
+ "end": 351
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+ "is_used": "False",
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+ "text": "ESF instruments",
+ "confidence": 0.834241509437561,
+ "start": 525,
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\ninformation by unauthorized personnel, (b) gaps in regulation on data privacy and protections, and (c) breaches to\ncybersecurity. There are regulations protecting personal information, including health-related data. Electronic and\npaper-based data collection and reporting forms that contain personal information are stored in a manner that\nprevents unauthorized access to sensitive and confidential information. The project will provide support for\nsoftware and hardware investments that further mitigate the risk of breaches to cybersecurity.\n\n\nPage 35 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP)(P181385)\n\n\n**VII.** **RESULTS FRAMEWORK AND MONITORING**\n\n\n\n\n\n\n\n\n|Baseline|Period 1|Period 2|Closing Period|\n|---|---|---|---|\n|**Expand access to a basic package of health and nutrition services**|**Expand access to a basic package of health and nutrition services**|**Expand access to a basic package of health and nutrition services**|**Expand access to a basic package of health and nutrition services**|\n|**Percentage of Bomas covered by the Boma Health Initiative (Percentage)**|**Percentage of Bomas covered by the Boma Health Initiative (Percentage)**|**Percentage of Bomas covered by the Boma Health Initiative (Percentage)**|**Percentage of Bomas covered by the Boma Health Initiative (Percentage)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|16|20|25|32|\n|➢Percentage of Bomas covered by the Boma Health Initiative in refugee areas. (Percentage)|➢Percentage of Bomas covered by the Boma Health Initiative in refugee areas. (Percentage)|➢Percentage of Bomas covered by the Boma Health Initiative in refugee areas. (Percentage)|➢Percentage of Bomas covered by the Boma Health Initiative in refugee areas. (Percentage)|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|16|20|25|32|\n|➢Percentage of Bomas covered by the Boma Health Initiative in host communities' areas. (Percentage)|➢Percentage of Bomas covered by the Boma Health Initiative in host communities' areas. (Percentage)|➢Percentage of Bomas covered by the Boma Health Initiative in host communities' areas. (Percentage)|➢Percentage of Bomas covered by the Boma Health Initiative in host communities' areas. (Percentage)|\n|Sep/2023|Jul/2026|Jul/2025|May/2027|\n|16|20|25|32|\n|**Improve health sector stewardship**|**Improve health sector stewardship**|**Improve health sector stewardship**|**Improve health sector stewardship**|\n|**Percentage of MoH budget executed (Percentage)**|**Percentage of MoH budget executed (Percentage)**|**Percentage of MoH budget executed (Percentage)**|**Percentage of MoH budget executed (Percentage)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|30|50|75|99|\n|**Strengthen the health system**|**Strengthen the health system**|**Strengthen the health system**|**Strengthen the health system**|\n|**General service availability score (Percentage)**|**General service availability score (Percentage)**|**General service availability score (Percentage)**|**General service availability score (Percentage)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|30.4|35|40|46|\n|➢General service availability score for refugees (Percentage)|➢General service availability score for refugees (Percentage)|➢General service availability score for refugees (Percentage)|➢General service availability score for refugees (Percentage)|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|30.4|35|40|46|\n|➢General service availability score for HC (Percentage)|➢General service availability score for HC (Percentage)|➢General service availability score for HC (Percentage)|➢General service availability score for HC (Percentage)|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|30.4|35|40|46|\n\n\n\nPage 36 of 68\n\n\n",
+ "datasets": [
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+ "text": "Boma Health Initiative",
+ "confidence": 0.9158936142921448,
+ "start": 136,
+ "end": 139
+ },
+ "dataset_tag": "non-dataset",
+ "description": {
+ "text": "Percentage of Bomas covered",
+ "confidence": 0.5287402868270874,
+ "start": 130,
+ "end": 134
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+ "confidence": 0.5166035890579224,
+ "start": 199,
+ "end": 200
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+ "confidence": 0.761195719242096,
+ "start": 132,
+ "end": 133
+ },
+ "is_used": "False",
+ "usage_context": "background"
+ },
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+ "text": "Boma Health Initiative",
+ "confidence": 0.9478424191474915,
+ "start": 153,
+ "end": 156
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
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+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "refugee areas",
+ "confidence": 0.6412737369537354,
+ "start": 234,
+ "end": 236
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Boma Health Initiative",
+ "confidence": 0.9401620626449585,
+ "start": 329,
+ "end": 332
+ },
+ "dataset_tag": "descriptive",
+ "description": {
+ "text": "Percentage of Bomas covered",
+ "confidence": 0.5348899960517883,
+ "start": 343,
+ "end": 347
+ },
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+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "host communities' areas",
+ "confidence": 0.9279866814613342,
+ "start": 333,
+ "end": 337
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+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "General service availability score",
+ "confidence": 0.73512864112854,
+ "start": 584,
+ "end": 588
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+ "text": "Sep/2023",
+ "confidence": 0.6961988210678101,
+ "start": 519,
+ "end": 522
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+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
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+ "start": 608,
+ "end": 612
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+ }
+ },
+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP)(P181385)\n\n\n\n\n\n\n|Baseline|Period 1|Period 2|Closing Period|\n|---|---|---|---|\n|**Component 1: Provision of Basic Health Services Nationwide**|**Component 1: Provision of Basic Health Services Nationwide**|**Component 1: Provision of Basic Health Services Nationwide**|**Component 1: Provision of Basic Health Services Nationwide**|\n|**Percentage of Gender-Based Violence Services provided (Percentage)**|**Percentage of Gender-Based Violence Services provided (Percentage)**|**Percentage of Gender-Based Violence Services provided (Percentage)**|**Percentage of Gender-Based Violence Services provided (Percentage)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|0|10|20|45|\n|**Percentage of women receiving four ANC visits (Percentage)**|**Percentage of women receiving four ANC visits (Percentage)**|**Percentage of women receiving four ANC visits (Percentage)**|**Percentage of women receiving four ANC visits (Percentage)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|20|30|40|52|\n|➢Percentage of refugee women receiving four ANC visits (Percentage)|➢Percentage of refugee women receiving four ANC visits (Percentage)|➢Percentage of refugee women receiving four ANC visits (Percentage)|➢Percentage of refugee women receiving four ANC visits (Percentage)|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|20|30|40|52|\n|➢Percentage of HC women receiving four ANC visits (Percentage)|➢Percentage of HC women receiving four ANC visits (Percentage)|➢Percentage of HC women receiving four ANC visits (Percentage)|➢Percentage of HC women receiving four ANC visits (Percentage)|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|20|30|40|52|\n|**Coverage of birth registration notification (Percentage)**|**Coverage of birth registration notification (Percentage)**|**Coverage of birth registration notification (Percentage)**|**Coverage of birth registration notification (Percentage)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|0.4|4.0|8.0|10|\n|**Coverage of maternal death review (Percentage)**|**Coverage of maternal death review (Percentage)**|**Coverage of maternal death review (Percentage)**|**Coverage of maternal death review (Percentage)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|0|25|35|55|\n|**Number of health facilities with climate friendly minor rehabilitation and water and sanitation improvements completed (Number)**|**Number of health facilities with climate friendly minor rehabilitation and water and sanitation improvements completed (Number)**|**Number of health facilities with climate friendly minor rehabilitation and water and sanitation improvements completed (Number)**|**Number of health facilities with climate friendly minor rehabilitation and water and sanitation improvements completed (Number)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|0|50|100|200|\n|**Percentage of deliveries attended by skilled health personnel (Percentage)**|**Percentage of deliveries attended by skilled health personnel (Percentage)**|**Percentage of deliveries attended by skilled health personnel (Percentage)**|**Percentage of deliveries attended by skilled health personnel (Percentage)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|19|25|35|43|\n|➢Percentage of refugee deliveries attended by skilled health personnel (Percentage)|➢Percentage of refugee deliveries attended by skilled health personnel (Percentage)|➢Percentage of refugee deliveries attended by skilled health personnel (Percentage)|➢Percentage of refugee deliveries attended by skilled health personnel (Percentage)|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|19|25|35|43|\n|➢Percentage of HC deliveries attended by skilled health personnel (Percentage)|➢Percentage of HC deliveries attended by skilled health personnel (Percentage)|➢Percentage of HC deliveries attended by skilled health personnel (Percentage)|➢Percentage of HC deliveries attended by skilled health personnel (Percentage)|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n\n\n\nPage 37 of 68\n\n\n",
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+ {
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+ "text": "South Sudan Health Sector Transformation Project",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP)(P181385)\n\n\n|19|25|35|43|\n|---|---|---|---|\n|**Percentage of children who have received 1st and 3rd dose of pentavalent vaccine (Percentage)**|**Percentage of children who have received 1st and 3rd dose of pentavalent vaccine (Percentage)**|**Percentage of children who have received 1st and 3rd dose of pentavalent vaccine (Percentage)**|**Percentage of children who have received 1st and 3rd dose of pentavalent vaccine (Percentage)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|75|80|85|90|\n|➢Percentage of refugee children who have received 1st and 3rd dose of pentavalent vaccine (Percentage)|➢Percentage of refugee children who have received 1st and 3rd dose of pentavalent vaccine (Percentage)|➢Percentage of refugee children who have received 1st and 3rd dose of pentavalent vaccine (Percentage)|➢Percentage of refugee children who have received 1st and 3rd dose of pentavalent vaccine (Percentage)|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|75|80|85|90|\n|➢Percentage of HC children who have received 1st and 3rd dose of pentavalent vaccine (Percentage)|➢Percentage of HC children who have received 1st and 3rd dose of pentavalent vaccine (Percentage)|➢Percentage of HC children who have received 1st and 3rd dose of pentavalent vaccine (Percentage)|➢Percentage of HC children who have received 1st and 3rd dose of pentavalent vaccine (Percentage)|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|75|80|85|90|\n|**Percentage of facilities reporting stock out of tracer medicines (Percentage)**|**Percentage of facilities reporting stock out of tracer medicines (Percentage)**|**Percentage of facilities reporting stock out of tracer medicines (Percentage)**|**Percentage of facilities reporting stock out of tracer medicines (Percentage)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|27|26|24|22|\n|➢Percentage of refugee health facilities reporting stock out of tracer medicines (Percentage)|➢Percentage of refugee health facilities reporting stock out of tracer medicines (Percentage)|➢Percentage of refugee health facilities reporting stock out of tracer medicines (Percentage)|➢Percentage of refugee health facilities reporting stock out of tracer medicines (Percentage)|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|27|26|24|22|\n|➢Percentage of HC health facilities reporting stock out of tracer medicines (Percentage)|➢Percentage of HC health facilities reporting stock out of tracer medicines (Percentage)|➢Percentage of HC health facilities reporting stock out of tracer medicines (Percentage)|➢Percentage of HC health facilities reporting stock out of tracer medicines (Percentage)|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|27|26|24|22|\n|**Percentage of children aged <59 months receiving Vitamin A supplements twice a year (Percentage)**|**Percentage of children aged <59 months receiving Vitamin A supplements twice a year (Percentage)**|**Percentage of children aged <59 months receiving Vitamin A supplements twice a year (Percentage)**|**Percentage of children aged <59 months receiving Vitamin A supplements twice a year (Percentage)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|66|70|80|89|\n|➢Percentage of refugee children aged <59 months receiving Vitamin A supplements twice a year (Percentage)|➢Percentage of refugee children aged <59 months receiving Vitamin A supplements twice a year (Percentage)|➢Percentage of refugee children aged <59 months receiving Vitamin A supplements twice a year (Percentage)|➢Percentage of refugee children aged <59 months receiving Vitamin A supplements twice a year (Percentage)|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|66|70|80|89|\n|➢Percentage of HC children aged <59 months receiving Vitamin A supplements twice a year (Percentage)|➢Percentage of HC children aged <59 months receiving Vitamin A supplements twice a year (Percentage)|➢Percentage of HC children aged <59 months receiving Vitamin A supplements twice a year (Percentage)|➢Percentage of HC children aged <59 months receiving Vitamin A supplements twice a year (Percentage)|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|66|70|80|89|\n|**Children under 5 years who are wasted (Percentage)**|**Children under 5 years who are wasted (Percentage)**|**Children under 5 years who are wasted (Percentage)**|**Children under 5 years who are wasted (Percentage)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|16.1|14|12|11|\n|**Proportion of infants who have received first dose measles (MCV1) vaccine (Percentage)**|**Proportion of infants who have received first dose measles (MCV1) vaccine (Percentage)**|**Proportion of infants who have received first dose measles (MCV1) vaccine (Percentage)**|**Proportion of infants who have received first dose measles (MCV1) vaccine (Percentage)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|72|75|80|85|\n\n\n\nPage 38 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP)(P181385)\n\n\n|Under ive years’ mortality rate (per 1000 live births) ( ercentage)|Col2|Col3|Col4|\n|---|---|---|---|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|98.69|80|70|60|\n|➢HC under five years’ mortality rate (per 1000 live births) (Percentage)|➢HC under five years’ mortality rate (per 1000 live births) (Percentage)|➢HC under five years’ mortality rate (per 1000 live births) (Percentage)|➢HC under five years’ mortality rate (per 1000 live births) (Percentage)|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|98.69|80|70|60|\n|➢Refugee under five years’ mortality rate (per 1000 live births) (Percentage)|➢Refugee under five years’ mortality rate (per 1000 live births) (Percentage)|➢Refugee under five years’ mortality rate (per 1000 live births) (Percentage)|➢Refugee under five years’ mortality rate (per 1000 live births) (Percentage)|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|98.69|85|70|60|\n|** ntermittent prevention o malaria during pregnancy ( p≥3) ( ercentage)**|** ntermittent prevention o malaria during pregnancy ( p≥3) ( ercentage)**|** ntermittent prevention o malaria during pregnancy ( p≥3) ( ercentage)**|** ntermittent prevention o malaria during pregnancy ( p≥3) ( ercentage)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|11|50|60|75|\n|**Maternal mortality ratio (Percentage)**|**Maternal mortality ratio (Percentage)**|**Maternal mortality ratio (Percentage)**|**Maternal mortality ratio (Percentage)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|1223|1000|900|843|\n|➢Maternal mortality ratio for refugees (Percentage)|➢Maternal mortality ratio for refugees (Percentage)|➢Maternal mortality ratio for refugees (Percentage)|➢Maternal mortality ratio for refugees (Percentage)|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|1223|1000|900|843|\n|➢Maternal mortality ratio for HC (Percentage)|➢Maternal mortality ratio for HC (Percentage)|➢Maternal mortality ratio for HC (Percentage)|➢Maternal mortality ratio for HC (Percentage)|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|1223|900|800|843|\n|**Contraceptive prevalence rate (any method) (Percentage)**|**Contraceptive prevalence rate (any method) (Percentage)**|**Contraceptive prevalence rate (any method) (Percentage)**|**Contraceptive prevalence rate (any method) (Percentage)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|6|8|9|10.5|\n|**The proportion of patients with suspected malaria who received a parasitologic test (RDT/Microscopy) (Percentage)**|**The proportion of patients with suspected malaria who received a parasitologic test (RDT/Microscopy) (Percentage)**|**The proportion of patients with suspected malaria who received a parasitologic test (RDT/Microscopy) (Percentage)**|**The proportion of patients with suspected malaria who received a parasitologic test (RDT/Microscopy) (Percentage)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|0|80|90|95|\n|**Proportion of health facilities that have a core set of relevant essential medicines and commodities available and affordable (Percentage)**|**Proportion of health facilities that have a core set of relevant essential medicines and commodities available and affordable (Percentage)**|**Proportion of health facilities that have a core set of relevant essential medicines and commodities available and affordable (Percentage)**|**Proportion of health facilities that have a core set of relevant essential medicines and commodities available and affordable (Percentage)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|73|75|78|81|\n|**BHI training material revised to include refugee sensitive health interventions. (Yes/No)**|**BHI training material revised to include refugee sensitive health interventions. (Yes/No)**|**BHI training material revised to include refugee sensitive health interventions. (Yes/No)**|**BHI training material revised to include refugee sensitive health interventions. (Yes/No)**|\n|Sep/2023|Jul/2025|Jul/2026|Jul/2027|\n|No|No|Yes|Yes|\n|**Number of health and nutrition services provided to refugees and host communities (Number)**|**Number of health and nutrition services provided to refugees and host communities (Number)**|**Number of health and nutrition services provided to refugees and host communities (Number)**|**Number of health and nutrition services provided to refugees and host communities (Number)**|\n\n\n\nPage 39 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Percentage of children under one year of age who have received 1st & 3rd dose of pentavalent vaccine (Percentage)|Col2|\n|---|---|\n|Description|Proportion of surviving infants who have received 1st & 3rd dose of the combined diphtheria, tetanus toxoid,
pertussis, Hepatitis B and Homophiles influenza type b vaccine|\n|Frequency|Quarterly|\n|Data source|DHIS2|\n|Methodology for Data
Collection|DHIS2|\n|Responsibility for Data
Collection|MoH and UNICEF; Measures subcomponent 1.1 Under UNICEF|\n|**Percentage of refugee children under one year of age who have received 1st & 3rd dose of pentavalent vaccine (Percentage)**|**Percentage of refugee children under one year of age who have received 1st & 3rd dose of pentavalent vaccine (Percentage)**|\n|Description|Proportion of surviving infants who have received 1st & 3rd dose of the combined diphtheria, tetanus toxoid,
pertussis, Hepatitis B and Homophiles influenza type b vaccine|\n|Frequency|Quarterly|\n|Data source|DHIS2|\n|Methodology for Data
Collection|DHIS2|\n|Responsibility for Data
Collection|MoH and UNICEF; Measures subcomponent 1.1 Under UNICEF|\n|**Percentage of HC children under one year of age who have received 1st & 3rd dose of pentavalent vaccine (Percentage)**|**Percentage of HC children under one year of age who have received 1st & 3rd dose of pentavalent vaccine (Percentage)**|\n|Description|Proportion of surviving infants who have received 1st dose of the combined diphtheria, tetanus toxoid, pertussis,
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Collection|DHIS2|\n|Responsibility for Data
Collection|MoH and UNICEF; Measures subcomponent 1.1 Under UNICEF|\n|**Percentage of facilities reporting stock out of tracer medicines (Percentage)**|**Percentage of facilities reporting stock out of tracer medicines (Percentage)**|\n|Description|This indicator measures whether facilities experienced a stockout of one or more tracer medicines and
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Collection|Pharmaceutical agency, to be verified quarterly by TPM|\n|Responsibility for Data
Collection|TPM; PMU; pharmaceutical agency|\n|**Percentage of refugee facilities reporting stock out of tracer medicines (Percentage)**|**Percentage of refugee facilities reporting stock out of tracer medicines (Percentage)**|\n|Description|This indicator measures whether refugee facilities experienced a stockout of one or more tracer medicines and
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Collection|Pharmaceutical agency, to be verified quarterly by TPM|\n|Responsibility for Data
Collection|TPM; PMU; pharmaceutical agency|\n|**Percentage of HC facilities reporting stock out of tracer medicines (Percentage)**|**Percentage of HC facilities reporting stock out of tracer medicines (Percentage)**|\n|Description|This indicator measures whether HC facilities experienced a stockout of one or more tracer medicines and
laboratory reagents at any point during the reporting period being assessed. The result is expressed as a
percentage of the total number of facilities.|\n\n\nPage 45 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Frequency|Quarterly|\n|---|---|\n|Data source|Pharmaceutical agency/ Quarterly Health Facility Assessment|\n|Methodology for Data
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Collection|Survey report|\n|Responsibility for Data
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Collection|DHIS2|\n|Responsibility for Data
Collection|MoH and UNICEF; Measures subcomponent 1.1 Under UNICEF|\n|**Percentage of refugee children aged <59 months receiving Vitamin A supplements twice a year**|**Percentage of refugee children aged <59 months receiving Vitamin A supplements twice a year**|\n|Description|Percentage of children aged 6–59 months who received two age-appropriate doses of vitamin A in the past 12
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Collection|DHIS2|\n|Responsibility for Data
Collection|MoH and UNICEF; Measures subcomponent 1.1 Under UNICEF|\n|**Percentage of HC children aged <59 months receiving Vitamin A supplements twice a year**|**Percentage of HC children aged <59 months receiving Vitamin A supplements twice a year**|\n|Description|Percentage of children aged 6–59 months who received two age-appropriate doses of vitamin A in the past 12
months.|\n|Frequency|Quarterly|\n|Data source|DHIS2|\n|Methodology for Data
Collection|DHIS2|\n\n\nPage 46 of 68\n\n\n",
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+ }
+ },
+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Responsibility for Data
Collection|MoH and UNICEF; Measures subcomponent 1.1 Under UNICEF|\n|---|---|\n|**Percentage of Children under 5 years who are wasted**|**Percentage of Children under 5 years who are wasted**|\n|Description|Percentage of wasted (moderate and severe) children aged 0–59 months (moderate = weight-for-height below -
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deviations of the WHO Child Growth Standards median).|\n|Frequency|Annually|\n|Data source|Survey|\n|Methodology for Data
Collection|Survey|\n|Responsibility for Data
Collection|Third Party Monitor / PMU|\n|**Percentage of refugee children under 5 years who are wasted**|**Percentage of refugee children under 5 years who are wasted**|\n|Description|Percentage of wasted (moderate and severe) refugee children aged 0–59 months (moderate = weight-for-height
below -2 standard deviations of the WHO Child Growth Standards median; severe = weight-for-height below -3
standard deviations of the WHO Child Growth Standards median).|\n|Frequency|Annually|\n|Data source|Survey|\n|Methodology for Data
Collection|Survey|\n|Responsibility for Data
Collection|Third Party Monitor / PMU|\n|**Percentage of HC children under 5 years who are wasted**|**Percentage of HC children under 5 years who are wasted**|\n|Description|Percentage of wasted (moderate and severe) HC children aged 0–59 months (moderate = weight-for-height
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Collection|Third Party Monitor / PMU|\n|**Percentage of Measles (MCV1) immunization coverage**|**Percentage of Measles (MCV1) immunization coverage**|\n|Description|Proportion of surviving infants who have received first dose measles (MCV1) vaccine before their first birthday|\n|Frequency|Annually|\n|Data source|Survey|\n|Methodology for Data
Collection|Survey|\n|Responsibility for Data
Collection|Third Party Monitor / PMU|\n|**Under ive years’ mortality rate (per 1000 live births)**|**Under ive years’ mortality rate (per 1000 live births)**|\n|Description|The probability of a child born in a specific year or period dying before reaching the age of 5 years, if subject to
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Collection|Third Party Monitor / PMU|\n|**Under ive years’ mortality rate (per 1000 live births) for HC**|**Under ive years’ mortality rate (per 1000 live births) for HC**|\n|Description|The probability of a child born in a specific year or period dying before reaching the age of 5 years, if subject to|\n\n\nPage 47 of 68\n\n\n",
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+ "confidence": 0.5865097045898438,
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+ "producer": null,
+ "geography": null,
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+ "reference_population": {
+ "text": "surviving infants",
+ "confidence": 0.7712919116020203,
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+ "is_used": "False",
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+ },
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Col1|age-specific mortality rates of that period, expressed per 1000 live births|\n|---|---|\n|Frequency|Annually|\n|Data source|Survey|\n|Methodology for Data
Collection|Survey|\n|Responsibility for Data
Collection|Third Party Monitor / PMU|\n|**Under ive years’ mortality rate (per 1000 live births) for refugees**|**Under ive years’ mortality rate (per 1000 live births) for refugees**|\n|Description|The probability of a child born in a specific year or period dying before reaching the age of 5 years, if subject to
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Collection|Survey|\n|Responsibility for Data
Collection|Third Party Monitor / PMU|\n|** ntermittent prevention o malaria during pregnancy ( p≥3)**|** ntermittent prevention o malaria during pregnancy ( p≥3)**|\n|Description|Percentage of women who received three or more doses of intermittent preventive treatment during antenatal
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Collection|DHIS2|\n|Responsibility for Data
Collection|MoH and UNICEF; Measures subcomponent 1.1 Under UNICEF|\n|**Maternal mortality ratio**|**Maternal mortality ratio**|\n|Description|Number of maternal deaths from any cause related to or aggravated by pregnancy or its management (excluding
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irrespective of the duration and site of the pregnancy, expressed per 100 000 live births, for a specified time
period.|\n|Frequency|Annually|\n|Data source|Survey|\n|Methodology for Data
Collection|Survey|\n|Responsibility for Data
Collection|Third Party Monitor / PMU|\n|**Maternal mortality ratio for HC**|**Maternal mortality ratio for HC**|\n|Description|Number of maternal deaths from any cause related to or aggravated by pregnancy or its management (excluding
accidental or incidental causes) during pregnancy and childbirth or within 42 days of termination of pregnancy,
irrespective of the duration and site of the pregnancy, expressed per 100 000 live births, for a specified time
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+ "is_used": "False",
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+ },
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+ "end": 318
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+ "geography": null,
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+ "reference_population": {
+ "text": "refugees",
+ "confidence": 0.9237335324287415,
+ "start": 437,
+ "end": 438
+ },
+ "is_used": "False",
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+ "is_used": "False",
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+ "reference_population": {
+ "text": "live births",
+ "confidence": 0.6311377286911011,
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+ ],
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+ "source": "http://documents1.worldbank.org/curated/en/099121123152529349/pdf/BOSIB12886229a02a1bcdc12ee681b5fe59.pdf",
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+ }
+ },
+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Frequency|Annually|\n|---|---|\n|Data source|Survey|\n|Methodology for Data
Collection|Survey|\n|Responsibility for Data
Collection|Third Party Monitor / PMU|\n|**Contraceptive prevalence rate (any method)**|**Contraceptive prevalence rate (any method)**|\n|Description|Percentage of women aged 15− 9 years, married or in union, who are currently using, or whose sexual partner is
using, at least one method of contraception, regardless of the method used.|\n|Frequency|Annually|\n|Data source|Survey|\n|Methodology for Data
Collection|Survey|\n|Responsibility for Data
Collection|Third Party Monitor / PMU|\n|**The proportion of patients with suspected malaria who received a parasitologic test (RDT/Microscopy)**|**The proportion of patients with suspected malaria who received a parasitologic test (RDT/Microscopy)**|\n|Description|Percentage of suspected malaria cases that received parasitological diagnosis either by microscopy or RDT|\n|Frequency|Quarterly|\n|Data source|DHIS2|\n|Methodology for Data
Collection|DHIS2|\n|Responsibility for Data
Collection|MoH / UNICEF; Measures subcomponent 1.1 Under UNICEF|\n|**Proportion of health facilities that have a core set of relevant basic medicines and commodities available and affordable**|**Proportion of health facilities that have a core set of relevant basic medicines and commodities available and affordable**|\n|Description|Proportion of health facilities that have a core set of relevant essential medicines available and affordable on a
sustainable basis. Availability: will be calculated based on currently existing data on average proportion of
medicines available in health facilities per country.|\n|Frequency|Quarterly|\n|Data source|Quarterly Health Facility Assessment|\n|Methodology for Data
Collection|TPM report|\n|Responsibility for Data
Collection|TPM / PMU|\n|**Component 2: Health Systems Strengthening**|**Component 2: Health Systems Strengthening**|\n|**Percentage of disease outbreaks in refugee areas that are adequately addressed as per WHO guidelines (Percentage)**|**Percentage of disease outbreaks in refugee areas that are adequately addressed as per WHO guidelines (Percentage)**|\n|Description|Disease outbreaks in refugee areas that have been adequately addressed as per WHO guidelines.|\n|Frequency|Quarterly|\n|Data source|WHO/MoH report|\n|Methodology for Data
Collection|WHO to provide data|\n|Responsibility for Data
Collection|UNICEF/WHO/ PMU- Measures subcomponent 2.1 under WHO|\n|**Percentage of SMoH/CHDs with work plans aligned to the HSSP**|**Percentage of SMoH/CHDs with work plans aligned to the HSSP**|\n|Description|Percentage of SMoH and CHDs that develop annual operational work plans aligned to HSSP|\n|Frequency|Quarterly|\n|Data source|WHO report|\n|Methodology for Data
Collection|WHO to provide data / TPM to verify|\n|Responsibility for Data
Collection|PMU / TPM; Measures subcomponent 2.1 under WHO|\n|**Proportion of health alerts investigated in 48 hrs**|**Proportion of health alerts investigated in 48 hrs**|\n\n\n\nPage 49 of 68\n\n\n",
+ "datasets": [
+ {
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+ "start": 37,
+ "end": 38
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+ "author": {
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+ "confidence": 0.7893432974815369,
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+ "producer": null,
+ "geography": {
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+ "confidence": 0.9593994617462158,
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+ "is_used": "False",
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+ "publication_year": null,
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+ "text": "health facilities",
+ "confidence": 0.9290115237236023,
+ "start": 284,
+ "end": 286
+ },
+ "is_used": "False",
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+ {
+ "dataset_name": {
+ "text": "Quarterly Health Facility Assessment",
+ "confidence": 0.9203619956970215,
+ "start": 388,
+ "end": 392
+ },
+ "dataset_tag": "vague",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "health facilities",
+ "confidence": 0.9857800602912903,
+ "start": 307,
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+ "is_used": "False",
+ "usage_context": "supporting"
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+ {
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+ "confidence": 0.7759407758712769,
+ "start": 402,
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+ "dataset_tag": "vague",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "refugee areas",
+ "confidence": 0.8115726709365845,
+ "start": 449,
+ "end": 451
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+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "WHO/MoH report",
+ "confidence": 0.9443320035934448,
+ "start": 516,
+ "end": 520
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "refugee areas",
+ "confidence": 0.5935971736907959,
+ "start": 472,
+ "end": 474
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+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
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+ {
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+ "start": 572,
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+ "producer": null,
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+ "start": 563,
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+ "is_used": "False",
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+ "geography": null,
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+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
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+ ],
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+ "source": "http://documents1.worldbank.org/curated/en/099121123152529349/pdf/BOSIB12886229a02a1bcdc12ee681b5fe59.pdf",
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+ }
+ },
+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Description|Proportion of an alert about a disease, condition, or event of public health
importance which may be true or invented|\n|---|---|\n|Frequency|Quarterly|\n|Data source|WHO|\n|Methodology for Data
Collection|Quarterly and biannual TPM|\n|Responsibility for Data
Collection|PMU / TPM; Measures subcomponent 2.1 under WHO|\n|**Birth registration notification coverage**|**Birth registration notification coverage**|\n|Description|Proportion of live births notified by the health facility among the total expected live births in specific period|\n|Frequency|Quarterly|\n|Data source|DHIS2|\n|Methodology for Data
Collection|DHIS2|\n|Responsibility for Data
Collection|MoH / UNICEF|\n|**Maternal death review coverage (%)**|**Maternal death review coverage (%)**|\n|Description|Percentage of maternal deaths occurring in the health facility that were audited and reviewed.|\n|Frequency|Quarterly|\n|Data source|WHO|\n|Methodology for Data
Collection|Quarterly and biannual TPM|\n|Responsibility for Data
Collection|PMU / TPM; Measures subcomponent 2.1 under WHO|\n|**Component 3: Monitoring and Evaluation and Project Management**|**Component 3: Monitoring and Evaluation and Project Management**|\n|**Percentage of health facilities receiving quarterly supervision visits (disaggregated by visits by CHDs, and States MoH) (Percentage)**|**Percentage of health facilities receiving quarterly supervision visits (disaggregated by visits by CHDs, and States MoH) (Percentage)**|\n|Description|Percentage of health facilities receiving at least one quarterly supervision visit within the quarter from either the
CHD, or the State MoH|\n|Frequency|Quarterly|\n|Data source|MoH; TPM|\n|Methodology for Data
Collection|MoH to provide data; TPM to verify|\n|Responsibility for Data
Collection|MoH / TPM|\n|**Percentage of health facilities receiving quarterly supervision visits (Percentage)**|**Percentage of health facilities receiving quarterly supervision visits (Percentage)**|\n|Description|Percentage of health facilities receiving at least one quarterly supervision visit within the quarter|\n|Frequency|Quarterly|\n|Data source|MoH; TPM|\n|Methodology for Data
Collection|MoH to provide data; TPM to verify|\n|Responsibility for Data
Collection|MoH / TPM|\n|**Percentage of refugee health facilities receiving quarterly supervision visits (Percentage)**|**Percentage of refugee health facilities receiving quarterly supervision visits (Percentage)**|\n|Description|Percentage of refugee health facilities receiving at least one quarterly supervision visit within the quarter|\n|Frequency|Quarterly|\n|Data source|MoH; TPM|\n|Methodology for Data
Collection|MoH to provide data; TPM to verify|\n|Responsibility for Data
Collection|MoH / TPM|\n|**Percentage of HC health facilities receiving quarterly supervision visits (Percentage)**|**Percentage of HC health facilities receiving quarterly supervision visits (Percentage)**|\n\n\n\nPage 50 of 68\n\n\n",
+ "datasets": [
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+ "dataset_name": {
+ "text": "Birth registration notification coverage",
+ "confidence": 0.9636878967285156,
+ "start": 106,
+ "end": 110
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "South Sudan",
+ "confidence": 0.917084813117981,
+ "start": 7,
+ "end": 9
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+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "live births",
+ "confidence": 0.7540393471717834,
+ "start": 127,
+ "end": 129
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "Maternal death review coverage",
+ "confidence": 0.8490768671035767,
+ "start": 182,
+ "end": 186
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "South Sudan",
+ "confidence": 0.5981735587120056,
+ "start": 7,
+ "end": 9
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+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "Quarterly and biannual TPM",
+ "confidence": 0.5058950185775757,
+ "start": 243,
+ "end": 247
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "health facilities",
+ "confidence": 0.8706170916557312,
+ "start": 303,
+ "end": 305
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "quarterly supervision visits",
+ "confidence": 0.5768699645996094,
+ "start": 306,
+ "end": 309
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "health facilities",
+ "confidence": 0.9782976508140564,
+ "start": 303,
+ "end": 305
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "receiving quarterly supervision visits",
+ "confidence": 0.8823559880256653,
+ "start": 450,
+ "end": 454
+ },
+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "refugee health facilities",
+ "confidence": 0.8652215003967285,
+ "start": 527,
+ "end": 530
+ },
+ "is_used": "False",
+ "usage_context": "supporting"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/099121123152529349/pdf/BOSIB12886229a02a1bcdc12ee681b5fe59.pdf",
+ "pages": [
+ 53
+ ]
+ }
+ },
+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Description|Percentage of HC health facilities receiving at least one quarterly supervision visit within the quarter|\n|---|---|\n|Frequency|Quarterly|\n|Data source|MoH; TPM|\n|Methodology for Data
Collection|MoH to provide data; TPM to verify|\n|Responsibility for Data
Collection|MoH / TPM|\n|**Percentage of health facilities receiving quarterly supervision visits from the CHD (Percentage)**|**Percentage of health facilities receiving quarterly supervision visits from the CHD (Percentage)**|\n|Description|Percentage of health facilities receiving at least one quarterly supervision visit within the quarter from the CHD|\n|Frequency|Quarterly|\n|Data source|MoH; TPM|\n|Methodology for Data
Collection|MoH to provide data; TPM to verify|\n|Responsibility for Data
Collection|MoH / TPM|\n|**Percentage of health facilities receiving quarterly supervision visits from State MoH (Percentage)**|**Percentage of health facilities receiving quarterly supervision visits from State MoH (Percentage)**|\n|Description|Percentage of health facilities receiving at least one quarterly supervision visit within the quarter from the State
MoH|\n|Frequency|Quarterly|\n|Data source|MoH; TPM|\n|Methodology for Data
Collection|MoH to provide data; TPM to verify|\n|Responsibility for Data
Collection|MoH / TPM|\n|**Percentage of complaints to Grievance Redress Mechanisms satisfactorily addressed in a timely manner**|**Percentage of complaints to Grievance Redress Mechanisms satisfactorily addressed in a timely manner**|\n|Description|Percentage of complaints submitted to the GRM addressed according to the protocol and within agreed time
period.|\n|Frequency|Quarterly|\n|Data source|UNICEF|\n|Methodology for Data
Collection|UNICEF to provide data / TPM to verify|\n|Responsibility for Data
Collection|UNICEF; PMU|\n|**Percentage of completeness of reporting by facilities**|**Percentage of completeness of reporting by facilities**|\n|Description|Percentage of facilities that submit complete reports within the required deadline.|\n|Frequency|Quarterly|\n|Data source|DHIS2|\n|Methodology for Data
Collection|DHIS2|\n|Responsibility for Data
Collection|MoH/ PMU|\n|**Percentage of states that conducted quarterly coordination meetings with a review of data and documented with minutes including**
**action items and follow-up**|**Percentage of states that conducted quarterly coordination meetings with a review of data and documented with minutes including**
**action items and follow-up**|\n|Description|Percentage of State’s quarterly health service delivery coordination meetings for the health sector held with a
review of data included in the meeting and documented with minutes which include action items and follow-up
on action items. Meetings are to be held quarterly in each state. Four meetings are expected each year per
state. CHDs and implementing partners will be participated in the review|\n|Frequency|Quarterly|\n|Data source|MoH/ WHO|\n|Methodology for Data
Collection|WHO to provide data / TPM to verify|\n\n\nPage 51 of 68\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "South Sudan Health Sector Transformation Project",
+ "confidence": 0.5620166063308716,
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+ },
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+ "data_type": null,
+ "acronym": null,
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n\nResponsibility for Data\nCollection\n\n\n\nWHO; PMU\n\n\n\nPage 52 of 68\n\n\n",
+ "datasets": [],
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n**ANNEX 1: Implementation Arrangements and Support Plan**\n\n\n**Introduction**\n\n\n1. South Sudan’s health system is systemically underdeveloped, characterized by poor access to health services,\n\nsignificant shortage of skilled health workers, and difficult operating environment leading to extremely alarming\nhealth outcomes. Under five mortality is 96.2 per 1,000 live births, infant mortality is 62.4 per 1,000 births, and\nmaternal mortality is estimated at 1,150 per 100,000 births. [33] Poor health outcomes are underlined by weak health\nservice delivery including only 40 percent of births assisted by a skilled provider and 11.5 percent of children between\n12 and 23 months of age receiving routine vaccinations. [34]\n\n\n2. Fragmentation is a defining features of South Sudan’s health system. Since 2013, health service delivery in South\n\nSudan has been financed by the HPF, a consortium of donors including the United Kingdom, the United States, Canada,\nSweden, and the European Union (EU) and Gavi, the Vaccine Alliance and administered by the UK Foreign,\nCommonwealth and Development Office (FCDO), and the World Bank. While donors have strengthened coordination\nbetween the two areas, the two areas have separate management structures creating inefficiencies and coordination\nchallenges. Further, the Government’s engagement in health service delivery and financing of the health sector is\nminimal and to date, many gaps remain regarding the steward of the sector, including effective coordination and\nfacilitation among several resources or IPs which led to further sector fragmentation.\n\n\n3. The pressing resource needs in the sector, combined with the harmonized funding cycles of the largest health sector\n\ndevelopment donors, and strengthened leadership in the MoH, are a unique opportunity for the next stage in\nintegrating health financing and harmonizing health service delivery nationwide in South Sudan, through an IDA\nproject co-financing arrangements (standalone MDTF and SDTF) to cover health service provision across the country,\nin complement to Government resources. Such a pooled fund mechanism is also an opportunity to strengthen the\nGovernment’s role as a steward of the health sector through the gradual shift toward Government contracting of\nhealth service providers and will facilitate operationalizing the concept of one program, one budget, one package of\nservices, and one reporting mechanism.\n\n\n4. The proposed trust funds will be managed by the World Bank and would draw on the World Bank’s systems and\n\nexperience managing multi and single donor trust funds globally and in South Sudan. The trust funds will reflect the\nfollowing design features (Figure 1.1), with the opportunity to further develop the trust fund and contracting\narrangements based on further learnings from current health service delivery modalities of the World Bank and HPF:\n\n\n - World Bank management of the standalone trust funds using an IPF instrument, through which health sector\ndonors will pool their resources through Administration Agreements with the IDA funding under one MDTF and\nanother SDTF managed by the World Bank. In addition, World Bank will sign a Financing Agreement with the MoFP\nfor the IDA+ trust fund resources to clearly identify government responsibilities and contribution.\n\n - Establishment of a PMU at the MoH to manage health service contracting and the day-to-day engagement with\nthe Government, management organization, and donors.\n\n - The Government, represented by the PMU, contracts of a management organization which will sub-contract NGOs\nto deliver the identified package of health services.\n\n\n33 WDI, 2019\n34 LGAS, 2020; Routine vaccinations: three doses of Diphtheria, Pertussis, and Tetanus (DPT3)\n\n\nPage 53 of 68\n\n\n",
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+ "text": "South Sudan Health Sector Transformation Project",
+ "confidence": 0.5464920401573181,
+ "start": 7,
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+ "start": 7,
+ "end": 9
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+ "is_used": "False",
+ "usage_context": "background"
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+ {
+ "dataset_name": {
+ "text": "health system",
+ "confidence": 0.8766375780105591,
+ "start": 172,
+ "end": 174
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+ "description": null,
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+ "author": null,
+ "producer": null,
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+ "text": "South Sudan",
+ "confidence": 0.9505850672721863,
+ "start": 168,
+ "end": 170
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+ "publication_year": null,
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+ "text": "2013",
+ "confidence": 0.7893416881561279,
+ "start": 176,
+ "end": 177
+ },
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "Routine vaccinations",
+ "confidence": 0.6898000836372375,
+ "start": 667,
+ "end": 669
+ },
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+ "publication_year": {
+ "text": "2019",
+ "confidence": 0.7037402391433716,
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+ "source": "http://documents1.worldbank.org/curated/en/099121123152529349/pdf/BOSIB12886229a02a1bcdc12ee681b5fe59.pdf",
+ "pages": [
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+ }
+ },
+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n - NGOs sub-contracted by the management organization will deliver the identified package of health services\nnationwide as per the required standards.\n\n - TPM agency/ies will conduct household and health facility surveys along with surveys to solicit community and\npatient feedback. The TPM agency/ies will submit quarterly monitoring reports directly to the PMU, the World\nBank, and UNICEF.\n\n - An HSC to provide technical strategic direction and guidance on the sectoral challenges and future steps including\nservice delivery, health financing, HRH, data, and medicines and medical supplies. The HSC will meet on a biannual basis and may invite any party to join the meetings.\n\n - An OSC to provide technical guidance on the management and oversight of project implementation, challenges\nand achieved results of the program. The OSC will meet on a quarterly basis and may invite any party to join the\nmeetings.\n\n\n**Figure 1.1. Structure and Governance**\n\n\n5. Below are the proposed ToRs for the Project Management Unit (PMU), HSC, and the OSC.\n\n\n\n\n\n6. The PMU will be responsible for managing health service contracting and the day-to-day engagement and\n\ncoordination with the Government, management organizations, donors, and the World Bank. The following are the\nkey functions for the unit:\n\n\nPage 54 of 68\n\n\n",
+ "datasets": [
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+ "dataset_name": {
+ "text": "household and health facility surveys",
+ "confidence": 0.9514904618263245,
+ "start": 48,
+ "end": 53
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+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "South Sudan",
+ "confidence": 0.9429755806922913,
+ "start": 7,
+ "end": 9
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+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/099121123152529349/pdf/BOSIB12886229a02a1bcdc12ee681b5fe59.pdf",
+ "pages": [
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+ ]
+ }
+ },
+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n**Figure 1.2. PMU Structure**\n\n# **UNDERSECRETSRY** Overall leadership & strategic directions under Steering Committees guidance **PMU MANAGER** Oversee management, coordination, implementation, progress towards desired results, and provide necessary technical expertise\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n**FIELD OFFICERS**\n\n\n\n\n\n**High-Level Steering Committee Mandate and Functions**\n\n\n7. The HSC will pursue the following ToRs.\n\n\n(a) The HSC is mandated to provide strategic direction and guidance on the sectoral challenges and future steps on\n\nservice delivery and other health system pillars.\n(b) The HSC will oversee and monitor the implementation of the project-approved plans and different processes\n\nincluding health facilities hand-over plan, plan to expand coverage of health facilities, BHI expansion plan, MoH\ncapacity-building plan, government and partners’ commitments, and any reprogramming amendments.\n(c) Review and approve applications to join project funding and/or activities by other potential interested parties.\n(d) The committee will review project data to monitor progress towards achieving desired results, identify needed\n\nactions, and follow-up on actions during meetings.\n(e) The committee will ensure the existence and enforcement of effective coordination and communication between\n\ndifferent constituencies and other stakeholders relevant to its mandate.\n(f) The committee will mobilize and sustain political commitment to take the necessary actions towards achieving\n\nthe development goals and the effective processes.\n\n\n**Membership of the Committee**\n\n\n**Constituencies**\n\n\n- Government constituencies: this refers to federal ministries and governmental entities relevant to the health sector\ncooperation (nomination to ensure good representation including for state level); and\n\n\nPage 55 of 68\n\n\n",
+ "datasets": [
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+ "dataset_name": {
+ "text": "health facilities hand-over plan",
+ "confidence": 0.7188799977302551,
+ "start": 142,
+ "end": 146
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "South Sudan",
+ "confidence": 0.7786678075790405,
+ "start": 7,
+ "end": 9
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "project data",
+ "confidence": 0.9955458641052246,
+ "start": 202,
+ "end": 204
+ },
+ "dataset_tag": "vague",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/099121123152529349/pdf/BOSIB12886229a02a1bcdc12ee681b5fe59.pdf",
+ "pages": [
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+ ]
+ }
+ },
+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n- All constituencies and entities’ representation should be from the highest senior level, when possible.\n\n\nDelegations maybe acceptable based on a prior notice to the rest of the committees for specific sessions.\n\n\n**Structure of the HSC**\n\n\n**Table 1.1: High-level Steering Committee Membership**\n\n\n\n\n\n\n\n\n\n\n\n\n|No.|The member|Position|Constituency|\n|---|---|---|---|\n|**1. **|**Minister of**
**Health**|**Chair**|**Government**|\n|**2. **|**Minister of**
**Finance and**
**Planning**|**2nd Co-**
**Chair**|**Government**|\n|**3. **|**Undersecretary,**
**MoH**|**Rapporteur**|** Government**|\n|**4. **|**Undersecretary,**
**MoFP**|**Member**|**Government**|\n\n\n\n**Governance of the Committee**\n\n\n8. All committee decisions will strive to seek consensus on all matters. Committee meetings should be attended by at\n\nleast 50 percent of members or their alternates to be valid. The following aspects of governance will be noted by all\nmembers:\n\n - All members should ensure that they provide other members with the appropriate updates on issues related to\nthe committee mandate and functions within their constituencies.\n\n - The committee may invite any other party to its sessions for discussions.\n\n - All recommendations proposed by the committee will have to go through the World Bank’s prior no objection.\n\n\n\n\n\n9. To ensure functionality of the HSC, an OSC will be formulated to complement the mandates of the HSC through\n\nproviding guidance on the management and oversight of health service delivery and achieved results of the program.\n\n\n**Operational Steering Committee Mandate and Functions**\n\n\n10. The OSC will pursue the following ToR:\n\n\n(a) Provide routine oversight and operational direction in line with overall direction from the HSC.\n(b) Steer the proposition of any reprogramming amendments when necessary and report timely to the HSC.\n(c) Follow up the progress in achieving the targets identified in the Results Framework and M&E plans. Identify\n\nchallenges affecting timely and quality implementation and liaise with the HSC to follow up on problem-solving.\n(d) Formulate and present findings, reports, and recommendations to the HSC on regular basis.\n\n\nPage 56 of 68\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/099121123152529349/pdf/BOSIB12886229a02a1bcdc12ee681b5fe59.pdf",
+ "pages": [
+ 59
+ ]
+ }
+ },
+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n(e) Analyze and discuss quarterly follow up reports submitted by the MOs and produce recommendations for the HSC\n\nand respond to queries and clarifications.\n(f) The committee may invite any other party to its sessions for discussions.\n(g) All recommendations proposed by the committee will have to go through the World Bank’s prior no objection.\n\n\n**Structure of the OSC**\n\n\n**Table 1.2: Operational Steering Committee Membership**\n\n|No.|The member|Position|\n|---|---|---|\n|**1. **|**Undersecretary, MoH**|**Chair**|\n|**2. **|**Representative MoFP**|**Member**|\n|**3. **|**4 Director Generals, MoH**|**Member**|\n|**4. **|**2 States MOH representatives**|**Member**|\n|**5. **|**PMU Manager**|**Rapporteur**|\n\n\n\n- Representation should be from the **technical level** .\n\n\n**Steering Committees’ Meetings**\n\n\n - The HSC should conduct at least two general meetings per year; however, additional special meetings may be\ncalled by the chair. The OSC shall meet on quarterly basis after project effectiveness. However, during project\npreparation and transition, the HSC shall meet on a quarter basis while the OSC shall meet on a monthly basis.\n\n - The calendar of regular meetings shall be prepared by the secretariat and circulated to all members in advance.\n\n - If any member is unable to attend a meeting, he/she will inform the Secretariat in advance to the meeting, and\nstate that his/her alternate will attend or not. In such circumstances, the alternate member will be the voting\nrepresentative.\n\n - Any member can submit items for inclusion in the agenda through the Secretariat.\n\n - The meetings should be moderated by the chair or in the Chair’s absence by the Co-chair.\n\n - A quorum is the presence of at least half of the members or their alternates. If there is no quorum, the Chair has\nthe right to cancel the meeting.\n\n - At the start of each meeting, the agenda may be modified and must be approved at the meeting by simple\nmajority.\n\n\n**Steering Committees’ Secretariat**\n\n\n11. The PMU will identify one staff member to act as the committees’ coordinator and will be supported by an\n\nadministration assistant. Pending the formation of the official PMU, the MOH and the World Bank will nominate some\nmembers to fulfill that role on a temporary basis.\n\n\n**Secretariat ToRs**\n\n\n - Attend all meetings and any offspring committees in a non-voting capacity and serve as Secretary for these\nmeetings.\n\n - Prepare meeting agenda after discussion and approval of the Chair.\n\n - Prepare draft minutes and finalize and disseminate approved minutes to all members.\n\n\nPage 57 of 68\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/099121123152529349/pdf/BOSIB12886229a02a1bcdc12ee681b5fe59.pdf",
+ "pages": [
+ 60
+ ]
+ }
+ },
+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n - Communicate decisions of the committees among and between all members and into any relevant entities\nand personnel.\n\n - Follow up on committees’ decisions and recommendations.\n\n - Maintain a log of the committees’ decisions that reflects the confirmed minutes.\n\n - Support and contribute to the committees’ communications, representation, and M&E.\n\n\n**Steering Committees Logistics**\n\n\n12. Unless agreed otherwise, the MoH or the World Bank will host the meetings in their offices in Juba. The secretariat\n\nshall ensure offering options for virtual joining for those unbale to attend physically.\n\n\n**Table 1.3: Roles and responsibilities for each entity and health service contracting arrangements.**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Entity|Composition|Role|\n|---|---|---|\n|Government|MoH|• Provide stewardship and oversight for the health sector and the HSTP|\n|Government|MoH- PMU|• Contract management organization
• M&E functions for the project|\n|Government|Ministry of Finance|• Contribute financing for health service delivery|\n|Donors|Tentatively current HPF
donors, Global Fund, and
World Bank|• Contribute financing for health service delivery and other project components
through the IDA financing and through a stand alone MDTF
• Discuss the progress reports and advise|\n|Fund Manager|World Bank|• Pool health service delivery funds from donors
• Develop and oversee the project through which resources will be pooled
• Coordinate donor and Government inputs into project documents and
monitoring reports
• Provide fiduciary, technical, and management oversight for health service
delivery financed by IDA and linked MDTF|\n|High Level
Steering
Committee|Donors, MoH, MoFP, WB,
SMoH, UNICEF|• Provide high level direction for the project
• Meet every six months
• Review project data, identify needed actions, and follow-up on actions during
meetings|\n|Operational
steering
committee|MoH, PMU, World Bank,
Donors, UNICEF|• Provide routine oversight and operational direction in line with overall
direction from the HSC
• Meet on a quarterly basis
• Identify and discuss needed actions
• Review project data, identify needed actions, and follow-up on actions during
meetings|\n|UNICEF|UNICEF contracted by the
PMU|• Sub-contract NGOs
• Supervise and support NGOs
• Sub-contract procurement and logistics agency
• Supervise and support logistics agency
• Develop capacity of CHDs|\n|Contracted
Service
Providers|NGOs sub-contracted by
UNICEF|• Deliver health services
• Engage with communities to support health service delivery|\n\n\n\nPage 58 of 68\n\n\n",
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+ "dataset_name": {
+ "text": "log of the committees’ decisions",
+ "confidence": 0.9214234948158264,
+ "start": 51,
+ "end": 57
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+ "description": null,
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+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "South Sudan",
+ "confidence": 0.8877748847007751,
+ "start": 7,
+ "end": 9
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+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
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+ "text": "progress reports",
+ "confidence": 0.7948510050773621,
+ "start": 273,
+ "end": 275
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+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "monitoring reports",
+ "confidence": 0.7436721920967102,
+ "start": 324,
+ "end": 326
+ },
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+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "project data",
+ "confidence": 0.6165239810943604,
+ "start": 400,
+ "end": 402
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+ "dataset_tag": "descriptive",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "supporting"
+ },
+ {
+ "dataset_name": {
+ "text": "project data",
+ "confidence": 0.9850619435310364,
+ "start": 483,
+ "end": 485
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": {
+ "text": "HSC",
+ "confidence": 0.6350144147872925,
+ "start": 459,
+ "end": 460
+ },
+ "producer": null,
+ "geography": null,
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/099121123152529349/pdf/BOSIB12886229a02a1bcdc12ee681b5fe59.pdf",
+ "pages": [
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+ }
+ },
+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Pharmaceutical
Procurement
and Logistics
agency|Competitively selected
agency|• Procure pharmaceuticals
• Conduct last mile delivery to health facilities|\n|---|---|---|\n|World Health
Organization|WHO|• Conduct state and federal level MoH capacity building activities
• Conduct health systems strengthening activities|\n|Third Party
Monitor(s)|TPM agency/ies
contracted by the PMU|• Conduct quarterly verification visits
• Conduct household and health facility surveys to monitor health service
delivery and health outcomes
• Conduct community satisfaction surveys
• Monitor health facility functionality
• Prepare analysis, presentations, and bulletins presenting monitoring results
and findings
• Capacity building for state and district level staff (on-the-job training on M&E
activities).|\n\n\n\nFlow of Funds, Fiduciary Safeguards, and Monitoring Arrangements\n\n\n13. **The proposed program will build on the World Bank experience with similar structures in South Sudan in other**\n\n**sectors.** The funds for the project interventions and procurement of supplies will flow directly from the World Bank\nto UNICEF and WHO, while the fund required for PMU salaries and operating expenses will flow from the World Bank\nto the project designated account managed by the Government.\n\n\n**Figure 1.3. Flow of Funds**\n\n\n14. **Reporting and monitoring** : The PMU, UNICEF, and WHO will submit to the World Bank quarterly financial and\n\ntechnical progress reports as per the required World Bank templates which will cover areas such as technical and\noperational progress, FM, procurement, social and environmental risk management, visibility and communication,\nand evaluation on IP performance and corrective actions.\n\n15. **UNICEF and WHO will mitigate the FM risks by implementing various measures including ensuring adequate**\n\n**outreach and implementation through contracted NGO IPs.** Due diligence, monitoring and supervision of the IPs will\nbe conducted in accordance with the Harmonized Approach to Cash Transfers (HACT) framework which involves\nprogrammatic field visits, spot checks and special audits. In addition, the managing organizations country program\n\n\nPage 59 of 68\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "household and health facility surveys",
+ "confidence": 0.9915430545806885,
+ "start": 133,
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+ "is_used": "False",
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+ "text": "Harmonized Approach to Cash Transfers",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\nundergoes scheduled internal audits by the organization's own Office for Internal Audit and Investigation. UNICEF is\nalso subject to multi-country programs external audit when the focus of that audit is also of relevance to UNICEF’s\nSouth Sudan country office program. Both the final internal and external audits are made public and accessible to any\ninterested party. On the other hand, findings from the HACT linked programmatic visits, spot checks, and special audits\nare for internal use of UNICEF for program improvement and strengthening, confidential, not for the public, and not\nshared.\n\n16. **PIM.** The PIM will be the key document based on which the project will be implemented. The PIM will be prepared\n\nand adopted by the PMU for the operation to set out detailed guidelines, methods and procedures for the\nimplementation of the project. The PIM provides: (a) detailed description of the project activities, the sequence of\nimplementation, and the workplan defining the target dates; (b) institutional structure along with the decision-making\nprotocols and role and responsibilities of designated staff; (c) budget and budgetary controls; (d) flow of funds,\ndisbursement procedures and banking arrangements; (e) financial, procurement and accounting procedures; (f)\npersonal data collection and processing in accordance with applicable national law and good international practice;\n(g) M&E arrangements including TPM of project implementation; (h) measures related to the use of security or military\npersonnel in the implementation of project activities (as described in the projects legal agreements); (i) environmental\nand social; and (j) running the data visualization tool with support from the World Bank.\n\n\nPage 60 of 68\n\n\n",
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n**ANNEX 2: Third Party Monitoring and Data Visualization**\n\n1. TPM is critical for an objective understanding of project progress and to collect data to improve service delivery. Along\n\nwith monitoring and survey activities, the TPM will develop Government capacity for the design of data collection\ntools, data use, and oversight of health service monitoring. To support high-quality data collected in a conflictsensitive manner, ToR for health service delivery TPM will be developed to ensure robust supervision as well as data\nreview to assess and address data quality. Comprehensive ToRs have proven critical to high-quality TPM arrangements\nin FCV settings. All TPM will pay close attention to ensuring all language groups in the country are incorporated in\nmonitoring through translated tools and representative selection of enumerators. Set data entry, reporting, and\npresentation formats will be established and used by the TPM. The TPM will be expected to produce quarterly reports\nand presentations for national and state level use as well as quarterly reports for IPs detailing results at the facility\nlevel. The TPM will present findings to the State and Federal Level as well as IPs, CHDs, development partners, UNICEF,\nand The World Bank. Under this arrangement, TPM will be contracted by the PMU with input and oversight from the\nWorld Bank. TPM arrangements will include the following:\n**(a)** **Quarterly TPM visits.** All data collection methods will be administered during the same visits, at the frequency\n\nindicated. A phased approach will be used to support the expansion of TPM in the country, with initial sampling\nfor quarterly and bi-annual assessments moving to a bi-annual census of health facilities once monitoring capacity\nis established, anticipated in Year 2. Quarterly TPM visits will incorporate the following:\n(i) **Quarterly health facility functionality assessments.** At baseline and endline, the assessments will\nincorporate a sample of operational health facilities not supported by the project to generate\ncomprehensive information on health service delivery nationwide and the added value of the project.\nMeasures on disability access will be included in the assessments.\n(ii) Quarterly data quality verification to provide measures of partner data quality and reporting accuracy.\n(iii) Bi-annual health service quality assessment to capture the quality of key health services, focusing on health\nservice process and structural quality. On an annual basis the health service quality assessment will include\ndirect observation of health service process quality measures at hospitals and health centers.\n(iv) Bi-annual patient feedback using exit surveys.\n(v) Bi-annual visits to a sample of BHTs to measure service outputs and quality.\n**(b)** **Periodic TPM data collection:**\n\n(i) Biennial household coverage surveys as baseline/endline surveys in the project’s three-year timeframe. [35]\n(ii) Citizen engagement survey collected at the household level, with the coverage survey every other year.\n\n2. **Data Analysis and Visualization Platform.** The platform will emphasize development of an integrated,\n\ninstitutionalized, and sustainable system. The platform will include analysis of health service delivery in refugee and\nhost community areas. The platform will include the following:\n(a) Interactive data visualization platform presenting Results Framework and core indicators. The platform will use\n\ndata from DHIS2 and the TPM and will include BHI data. It will be updated at least on a quarterly basis.\n(b) Presentation of data in data visualization platform in the form of static and interactive maps, charts and graphs,\n\ntailored to project monitoring needs and partner priorities.\n(c) Incorporation of HSF data within the data visualization platform through a link or page within the platform.\n(d) Overlay of disease and health service delivery data with meteorologic data to better understand seasonal patterns\n\nin service delivery and infectious disease data.\n\n\n35 Given the planned project length of three years, this is a baseline and an endline survey. Potential timeframe changes would include interim surveys, which are\nplanned to be light surveys focusing on key indicators.\n\n\nPage 61 of 68\n\n\n",
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+ }
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+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n**ANNEX 3: Project Financing Sources by Component** **[36]**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Col1|Col2|Initial IDA|Col4|Col5|Col6|Additional Resources|Col8|Col9|Col10|\n|---|---|---|---|---|---|---|---|---|---|\n|**Project**
**Components**|**Project Subcomponents**|**PBA**|**WHR**|**IDA**
**Financing**|**Govt**|**SDTF**|**MDTF**|**Trust**
**Funds**|**Total**
|\n|**Component 1:**
**Provision of**
**Basic Health**
**Services**
**Nationwide**
Subcomponent 1.1: Delivery of
high impact basic health and
nutrition services Nationwide
through Health Facilities
Subcomponent 1.2: Boma Health
Initiative
Subcomponent 1.3: Last Mile
Pharmaceutical Delivery
Subcomponent 1.4: Climate
Resilient Health Service Delivery
**Component 1 Total**|Subcomponent 1.1: Delivery of
high impact basic health and
nutrition services Nationwide
through Health Facilities|0|62.67|62.67|10|21.14|179.92|201.06|273.73|\n|**Component 1:**
**Provision of**
**Basic Health**
**Services**
**Nationwide**
Subcomponent 1.1: Delivery of
high impact basic health and
nutrition services Nationwide
through Health Facilities
Subcomponent 1.2: Boma Health
Initiative
Subcomponent 1.3: Last Mile
Pharmaceutical Delivery
Subcomponent 1.4: Climate
Resilient Health Service Delivery
**Component 1 Total**|Subcomponent 1.1: Delivery of
high impact basic health and
nutrition services Nationwide
through Health Facilities|0|3.41|3.41||0.95|8.05|9|12.41|\n|**Component 1:**
**Provision of**
**Basic Health**
**Services**
**Nationwide**
Subcomponent 1.1: Delivery of
high impact basic health and
nutrition services Nationwide
through Health Facilities
Subcomponent 1.2: Boma Health
Initiative
Subcomponent 1.3: Last Mile
Pharmaceutical Delivery
Subcomponent 1.4: Climate
Resilient Health Service Delivery
**Component 1 Total**|Subcomponent 1.1: Delivery of
high impact basic health and
nutrition services Nationwide
through Health Facilities|0|3.41|3.41||1.05|8.95|10|13.41|\n|**Component 1:**
**Provision of**
**Basic Health**
**Services**
**Nationwide**
Subcomponent 1.1: Delivery of
high impact basic health and
nutrition services Nationwide
through Health Facilities
Subcomponent 1.2: Boma Health
Initiative
Subcomponent 1.3: Last Mile
Pharmaceutical Delivery
Subcomponent 1.4: Climate
Resilient Health Service Delivery
**Component 1 Total**|Subcomponent 1.1: Delivery of
high impact basic health and
nutrition services Nationwide
through Health Facilities|10.22|21|31.22||0|0|0|31.22|\n|**Component 1:**
**Provision of**
**Basic Health**
**Services**
**Nationwide**
Subcomponent 1.1: Delivery of
high impact basic health and
nutrition services Nationwide
through Health Facilities
Subcomponent 1.2: Boma Health
Initiative
Subcomponent 1.3: Last Mile
Pharmaceutical Delivery
Subcomponent 1.4: Climate
Resilient Health Service Delivery
**Component 1 Total**|Subcomponent 1.1: Delivery of
high impact basic health and
nutrition services Nationwide
through Health Facilities|**10.22**|**90.49**|**100.71**|**10**|**23.14**|**196.92**|**220.06**|**330.77**|\n|**Component 2:**
**Health Systems**
**Strengthening**
Subcomponent 2.1: Health
emergency preparedness and
response, laboratory
strengthening, and disease control
Subcomponent 2.2: Blood Banking
and Transfusion
Subcomponent 2.3: Health Service
Quality Improvement
Subcomponent 2.4: Health
Management Information Systems
Subcomponent 2.5: Health Service
Stewardship and Financing
**Component 2 Total**|Subcomponent 2.1: Health
emergency preparedness and
response, laboratory
strengthening, and disease control|0.66|1.38|2.04||0.36|3.1|3.46|5.5|\n|**Component 2:**
**Health Systems**
**Strengthening**
Subcomponent 2.1: Health
emergency preparedness and
response, laboratory
strengthening, and disease control
Subcomponent 2.2: Blood Banking
and Transfusion
Subcomponent 2.3: Health Service
Quality Improvement
Subcomponent 2.4: Health
Management Information Systems
Subcomponent 2.5: Health Service
Stewardship and Financing
**Component 2 Total**|Subcomponent 2.1: Health
emergency preparedness and
response, laboratory
strengthening, and disease control|0.29|0.64|0.93||0.17|1.4|1.57|2.5|\n|**Component 2:**
**Health Systems**
**Strengthening**
Subcomponent 2.1: Health
emergency preparedness and
response, laboratory
strengthening, and disease control
Subcomponent 2.2: Blood Banking
and Transfusion
Subcomponent 2.3: Health Service
Quality Improvement
Subcomponent 2.4: Health
Management Information Systems
Subcomponent 2.5: Health Service
Stewardship and Financing
**Component 2 Total**|Subcomponent 2.1: Health
emergency preparedness and
response, laboratory
strengthening, and disease control|0.3|0.53|0.83||0.17|1.5|1.67|2.5|\n|**Component 2:**
**Health Systems**
**Strengthening**
Subcomponent 2.1: Health
emergency preparedness and
response, laboratory
strengthening, and disease control
Subcomponent 2.2: Blood Banking
and Transfusion
Subcomponent 2.3: Health Service
Quality Improvement
Subcomponent 2.4: Health
Management Information Systems
Subcomponent 2.5: Health Service
Stewardship and Financing
**Component 2 Total**|Subcomponent 2.1: Health
emergency preparedness and
response, laboratory
strengthening, and disease control|0.3|0.63|0.93||0.17|1.4|1.57|2.5|\n|**Component 2:**
**Health Systems**
**Strengthening**
Subcomponent 2.1: Health
emergency preparedness and
response, laboratory
strengthening, and disease control
Subcomponent 2.2: Blood Banking
and Transfusion
Subcomponent 2.3: Health Service
Quality Improvement
Subcomponent 2.4: Health
Management Information Systems
Subcomponent 2.5: Health Service
Stewardship and Financing
**Component 2 Total**|Subcomponent 2.1: Health
emergency preparedness and
response, laboratory
strengthening, and disease control|0.23|0.54|0.77||0.13|1.1|1.23|2|\n|**Component 2:**
**Health Systems**
**Strengthening**
Subcomponent 2.1: Health
emergency preparedness and
response, laboratory
strengthening, and disease control
Subcomponent 2.2: Blood Banking
and Transfusion
Subcomponent 2.3: Health Service
Quality Improvement
Subcomponent 2.4: Health
Management Information Systems
Subcomponent 2.5: Health Service
Stewardship and Financing
**Component 2 Total**|Subcomponent 2.1: Health
emergency preparedness and
response, laboratory
strengthening, and disease control|**1.78**|**3.72**|**5.5**|**0 **|**1 **|**8.5**|**9.5**|**15**|\n|**Component 3:**
**Monitoring and**
**Evaluation and**
**Project**
**Management**
Subcomponent 3.1: Third Party
Monitoring
Subcomponent 3.2: Data Analysis
and Visualization Platform
Subcomponent 3.3: Contract and
Program Management Capacity
Development
Subcomponent 3.4: Project
Management
**Component 3 Total**|Subcomponent 3.1: Third Party
Monitoring|0|6.15|6.15||0.8|6.8|7.6|13.75|\n|**Component 3:**
**Monitoring and**
**Evaluation and**
**Project**
**Management**
Subcomponent 3.1: Third Party
Monitoring
Subcomponent 3.2: Data Analysis
and Visualization Platform
Subcomponent 3.3: Contract and
Program Management Capacity
Development
Subcomponent 3.4: Project
Management
**Component 3 Total**|Subcomponent 3.1: Third Party
Monitoring|0|0.3|0.3||0.05|0.38|0.43|0.73|\n|**Component 3:**
**Monitoring and**
**Evaluation and**
**Project**
**Management**
Subcomponent 3.1: Third Party
Monitoring
Subcomponent 3.2: Data Analysis
and Visualization Platform
Subcomponent 3.3: Contract and
Program Management Capacity
Development
Subcomponent 3.4: Project
Management
**Component 3 Total**|Subcomponent 3.1: Third Party
Monitoring|0|1.54|1.54||0.2|1.7|1.9|3.44|\n|**Component 3:**
**Monitoring and**
**Evaluation and**
**Project**
**Management**
Subcomponent 3.1: Third Party
Monitoring
Subcomponent 3.2: Data Analysis
and Visualization Platform
Subcomponent 3.3: Contract and
Program Management Capacity
Development
Subcomponent 3.4: Project
Management
**Component 3 Total**|Subcomponent 3.1: Third Party
Monitoring|0|2.8|2.8||0.31|2.7|3.01|5.81|\n|**Component 3:**
**Monitoring and**
**Evaluation and**
**Project**
**Management**
Subcomponent 3.1: Third Party
Monitoring
Subcomponent 3.2: Data Analysis
and Visualization Platform
Subcomponent 3.3: Contract and
Program Management Capacity
Development
Subcomponent 3.4: Project
Management
**Component 3 Total**|Subcomponent 3.1: Third Party
Monitoring|**0 **|**10.79**|**10.79**|**0 **|**1.36**|**11.58**|**12.94**|**23.73**|\n|**Component 4:**
**Contingent**
**Emergency**
**Response**
**Component**||0|0|0||0|0|0|0|\n|**Total Costs**|**Total Costs**|**12**|**105**|**117**|**10**|**25.5**|**217**|**242.5**|**369.5**|\n\n\n36 The amounts exclude direct and indirect costs for UNICEF, WHO and WB for MDTF and SDTF.\n\n\nPage 62 of 68\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/099121123152529349/pdf/BOSIB12886229a02a1bcdc12ee681b5fe59.pdf",
+ "pages": [
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+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n**ANNEX 4: Refugees and Host Communities**\n\n1. **The HSTP will provide services to the population of South Sudan through IDA and expected donor financed MDTF**\n\n**and SDTF funding.** Within the scope of the project there is a special focus to continue to address the pressing health\nand nutrition needs of refugees and host communities. It includes the following measures:\n\n\n - **Maintain the provision of health and nutrition services to refugees and host communities** that are currently\ncovered under the COVID-19 Emergency Response and Health System Preparedness Project (CERHSPP-P176480)\n(with funds available to cover until July 2024) in Upper Nile, Jonglei and Unity States. In addition, the project\nincludes: (a) scaling up disease surveillance and early detection activities; (b) strengthening the rapid response\nteams; (c) increasing the operational support costs to facilities to improve access to enhanced water and sanitation\nservices, electricity, and fuel; and (d) providing minor repair works in various facilities. The HSTP aims to address\nrapidly increasing and evolving needs of refugees and host-communities.\n\n\n - **Expand the provision of the high-impact package of basic health and nutrition services nationwide.** The project\nexpands the provision of services across the country in addition to Maban and Jamjang (which benefited from\nprevious resources accessed through WHR). This includes Western Equatoria State (Ezo and Yambio Counties),\nCentral Equatoria (Juba and Yei Counties) and Jonglei State (Pochalla County) which are among the largest refugeehosting counties in South Sudan. The support provided takes the form of a gradual replacement of support by\nhumanitarian agencies (including UNHCR and ICRC) which are pulling back their support from at least 50 health\nfacilities to cater to other humanitarian priorities (especially Sudan).\n\n\n - **Ensure better strengthened elements of the health care systems that will directly affect maternal and child**\n**mortality rates through WHO implemented activities.** The project will support the functionality of state and\ndistrict level blood banks and reference laboratories. This will allow enhanced access to those services and directly\ndecreasing preventable causes of death. In addition, the project will support the expansion of surveillance systems\nfor early disease detection that would enable timely response to disease outbreaks which is highly relevant to\nrefuges and host communities’ population.\n\n\n2. **Achievements by the COVID-19 Emergency Response and Health System Preparedness Project (CERHSPP-P176480):**\n\nThrough the support of WHR, CERHSPP was able to provide the following:\n\n\n➢ Health and nutrition services to refugees and communities in 4 hospitals, 20 PHCCs, 28 PHCUs and 10 nutrition\n\nfacility sites in Upper Nile, Jonglei and Unity states.\n➢ Between January and July 2023, 73,937 children were treated for severe wasting.\n➢ About 98 percent of eligible population from host communities and 35 percent from refugees have received\n\nCOVID-19 vaccine.\n➢ About 60 percent of targeted refugees' deliveries were attended by skilled health personnel.\n\n\n3. **Lessons learned:** The HSTP will build on the achievements of, and lessons learned from the CERHSPP support to\n\nrefugees and host communities as follows:\n\n**Table 5.1. Lessons Learned**\n\n|Lessons Learned|HSTP response|\n|---|---|\n|There is an urgent need to expand coverage to all areas
affected by the refugee movement in the country given
the pre-existing fragile context.|•
Nation-wide focus of project
•
Close
coordination
with
Humanitarian
partners|\n\n\n\nPage 63 of 68\n\n\n",
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+ "start": 627,
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+ "document": {
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+ "pages": [
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+ }
+ },
+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n\n\n\n|Focus on demand side activities to generate adequate
demand for services is necessary given the contextual
challenges and the low literacy rate among the
population.|• Enhanced focus on health literacy and
updating communication messaging and
materials in local languages.|\n|---|---|\n|Moving from facility based to community/outreach
mode of service delivery is important to consider given
the difficult context (flooding, movement, and
transportation cost).|•
Expansion in BHI program|\n|The support offered by the humanitarian actors is not
sustainable.
As
of
September
2023,
different
humanitarian actors are in discussion with the to vacate
50 health care facilities catering for the refugees and
their host communities owing to other competing
global priorities, for example, conflict areas in Sudan.
Those facilities will require urgent substitute support to
prevent any interruption in services.
|•
Transition plan established for the handover
process. This will be monitored by MoH, World
Bank and donor partners.|\n|Close
coordination
between
IPs,
donors
and
humanitarian agencies is of critical importance to
ensure one plan and one strategy for service provision
efforts. The refugee community has witnessed
disproportionally higher levels of disease outbreaks
over the past year. This has required intensified efforts,
and increased demand for costly surveillance,
diagnostic and curative services by the IPs. Several
measles, hemorrhagic fever, and schistosomiasis
outbreaks were frequently recorded.
|•
All project partners (MoH, World Bank,
donors, UNICEF and WHO) will coordinate
through the two established coordinating
bodies, namely: high and technical steering
committees.
•
Technical steering committee will meet and
coordinate with the Humanitarian Cluster in
South Sudan on a regular basis.
•
Coordination links in county and state level
with other humanitarian partners.|\n|Refugees and their host communities are usually
subject to inadequate access to food and water,
sanitation, and other basic services, increasing their risk
of communicable diseases, particularly measles and
foodborne and waterborne illnesses. They are also at a
higher risk of accidental injuries, hypothermia, burns,
unwanted
pregnancy
and
delivery-related
complications, and various noncommunicable diseases.
This stresses the need for more responsive health care
services that are capable of early detection and
management of those cases.
|•
Enhanced surveillance and early response
•
Introduction
of
ambulance
evacuation
services to nearest hospitals.
•
Improved access to laboratory and blood bank
services.|\n|Health illiteracy is a widespread issue among refugees,
and only about 40 percent have sufficient knowledge to
effectively navigate health care systems. The barriers
are important for individuals with disabilities, affecting
30% of this subgroup. In addition, nearly 50% of women
and girls in the refugee population struggle to access
sexual and gender-based violence protection services.|•
Expansion of BHI program
•
Enhanced health and nutrition education
materials.
•
Introduction of Sexual and Reproductive
Health Services in the Package (SRH).
•
Introduction of GBV services.|\n\n\nPage 64 of 68\n\n\n",
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+ "confidence": 0.6182861924171448,
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+ "source": "http://documents1.worldbank.org/curated/en/099121123152529349/pdf/BOSIB12886229a02a1bcdc12ee681b5fe59.pdf",
+ "pages": [
+ 67
+ ]
+ }
+ },
+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n**Growing Humanitarian Needs in Refugee and Host Communities**\n\n\n4. Since gaining eligibility to the WHR under IDA19, the Government of South Sudan has made important progress in\n\nfostering longer-term benefits for refugee and host communities. First, the Government has allocated some 4,000 ha\nof land to refugees for agricultural cultivation, a step taken in support of its Global Refugee Forum pledge of expanding\nequitable economic opportunities in refugee-hosting areas. Second, the Government has contributed a significant\nnumber of textbooks to schools serving refugees, a step taken in support of implementing its policy commitment to\nfull integration of refugees into the national education system. Third, in late 2021, as part of the Solutions Initiative\nfor South Sudan and Sudan led by the Intergovernmental Authority on Development (IGAD), the Government finalized\nits Durable Solutions Strategy and Plan of Action for Refugees, Internally Displaced Persons, Returnees and Host\nCommunities. Fourth, in September 2022, the Government finalized discussions with the Government of Sudan on\nthe so-called ‘Four Freedoms’ agreement, which would guarantee people from both countries ‘freedom of residence,\nfreedom of movement, freedom to undertake economic activity and freedom to acquire and dispose property’. While\nthese freedoms are not limited to refugees and host communities, their proximity to the border with Sudan means\nthey would disproportionately benefit refugees and host communities in South Sudan by allowing them to capitalize\non trade networks and broaden economic opportunities on both sides of the border. Finally, the country has continued\nto uphold in practice its strong policy commitment to refugee protection, granting refuge not only to the hundreds of\nthousands of Sudanese and other refugees who have been in South Sudan since its independence in 2011 but to new\ninflows of refugees from recent and ongoing conflicts in Sudan and the Horn of Africa. To ensure South Sudan’s refugee\npolicy remains robust and continues to improve both de jure and de facto, the World Bank worked with UNHCR and\nthe Government to prepare a baseline assessment for South Sudan under the Refugee Policy Review Framework that\npromotes and monitors the design and implementation of pro-refugee policy over time. Together, these actions\nconstitute good progress in advancing the strategy South Sudan submitted as part of the IDA20 WHR eligibility process\nand in promoting durable solutions for refugees and host communities more broadly.\n\n\n5. The HSTP will be implemented against the backdrop of a dramatically evolving force displacement landscape in South\n\nSudan. The continuation of the conflict in Sudan further exacerbates the needs of refugee and host populations.\nWunthow (Juda) border crossing in Upper Nile (near Maban) is the main point of entry for refugees and returnees\narriving from Sudan. When the conflict broke out in April 2023, a large majority of arrivals from Sudan (over 91 per\ncent) were South Sudanese returnees. However, since August, there has been a notable increase in refugee arrivals.\nAs of November 2023, the number of refugees has increased to 17 per cent and analysts expect a continuous uptick\nin numbers in the coming months [37] . Taking a closer look at numbers recorded at Renk border crossing sheds light on\nthe severity of humanitarian needs in the area. UNHCR notes that the proportion of refugee arrivals in Renk has starkly\nincreased from an average of 9.5 percent in September, to an average of 52 percent in the first week of\nNovember,2023. [38] Further compounding the stress on humanitarian resources, seasonal floods pose additional\nchallenges to transport and movement of refugees (leading to overcrowding at transit centers).\n\n\n6. Humanitarian needs have risen significantly with the uptick in the arrival of refugees, particularly as the focus shifts\n\nto addressing evolving needs in Sudan. Over 80 per cent of refugees in Maban and Jamjang are women and children.\nUNHCR notes that on average 103 children per month were admitted to health facilities in Upper Nile for moderate\nor severe malnutrition between July-August (admissions before the conflict were an average of 40). [39] Further WASH\n\n\n37 [UNHCR-IOM Updates on arrivals from Sudan](https://app.powerbi.com/view?r=eyJrIjoiZTMwNTljNWYtYmVhYi00ZGI2LTgwYzAtN2UyNDZmZTRlNjBkIiwidCI6IjE1ODgyNjJkLTIzZmItNDNiNC1iZDZlLWJjZTQ5YzhlNjE4NiIsImMiOjh9&pageName=ReportSection95859b8850a76994e6fb)\n38 UNHCR Flash Update, Emergency Response Renk, Upper Nile State, November 10, 2023.\n39 [UNHCR-IOM Updates on arrivals from Sudan](https://app.powerbi.com/view?r=eyJrIjoiZTMwNTljNWYtYmVhYi00ZGI2LTgwYzAtN2UyNDZmZTRlNjBkIiwidCI6IjE1ODgyNjJkLTIzZmItNDNiNC1iZDZlLWJjZTQ5YzhlNjE4NiIsImMiOjh9&pageName=ReportSection95859b8850a76994e6fb)\n\n\nPage 65 of 68\n\n\n",
+ "datasets": [],
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+ "pages": [
+ 68
+ ]
+ }
+ },
+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\npartners are struggling to keep up with growing needs in in these areas and failing to meet the need could lead to\nhealth and sanitation risks.\n\n7. **The current refugee population estimates are as follows:**\n\n\n**Table 5.1 Refugee and Asylum-Seeker Population in South Sudan**\n\n\n_Source_ : UNHCR, September 2023\n\n\n8. The projected refugee population estimates for 2024 and 2025 are as follows – based on UNHCR data analysis:\n\n\n**Table 5.2 Projected Refugee Population Estimates**\n\n|Col1|2023|Col3|2024|Col5|2025|Col7|\n|---|---|---|---|---|---|---|\n||Total|Assisted|Total|Assisted|Total|Assisted|\n|Refugees|366,028|366,028|446,625|446,625|456,496|456,496|\n|Asylum-Seekers|4,908|4,908|6,799|6,799|7,397|7,397|\n|Internally Displaced Persons|2,267,236|500,000|2,027,331|540,000|2,392,236|650,000|\n|Returned Refugees|555,000|555,000|870,000|870,000|1,250,000|1,250,000|\n|TOTAL|3,193,172|1,425,936|3,350,755|1,863,424|4,106,129|2,363,893|\n\n\n\n**Consultation with UNHCR**\n\n\n9. The World Bank is working closely with UNHCR and the MoH to ensure South Sudan’s refugee protection framework\n\nremains adequate, including through periodic assessments. UNHCR has provided the World Bank with an overall\npositive assessment of South Sudan’s protection framework while highlighting a set of protection-related challenges.\nIn addition to the legal framework in place, the Government has maintained its policy of granting refugees access to\nits territory and installing practical arrangements for their initial reception and registration.\n\n\n**Transition to UNICEF**\n\n\n10. **UNICEF, through World Bank support, has developed an operational model where support was complementary to**\n\n**UNHCR activities through day-to-day coordination.** This coordination included areas such as human resources,\nwarehousing, pharmaceutical supply, nutrition programs and vaccination. This has allowed UNICEF to gather a\nfirsthand operational knowledge of the specific needs and pre-requisites of those specific communities within the\ncontext of South Sudan. It is worth noting that other donor agencies, for example, FCDO are also providing their\nsupport to communities hosting refugees through UNICEF.\n\n11. **UNICEF has started its preparatory work to facilitate its coverage of the anticipated expansion of activities to the**\n\n**refugees and host community areas**, this includes: (a) the development of a strategic framework (in partnership with\n\n\nPage 66 of 68\n\n\n",
+ "datasets": [
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+ "text": "refugee population estimates",
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+ "end": 55
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+ "start": 78,
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+ "start": 7,
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+ "start": 174,
+ "end": 175
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+ }
+ },
+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\nUNHCR and MOH) to address the needs of those specific areas; (b) development of a detailed and timed transition\nplan towards the gradual onboarding of the additional 50 facilities that will be handed over by the humanitarian\nagencies, the transition will is planned to start on January 2024 and to be completed by June 2024; (c) advanced\nprocurement of medical supplies and pharmaceuticals is underway based on a commitment letter issued by the World\nBank on May 2023 under the anticipated HSTP to avoid any gaps in service continuity; (d) early selection of IPs (to be\ncompleted by December 2023) to facilitate early and gradual onboarding of the selected partners towards a smooth\ntransition from the humanitarian agencies; and (e) expansion of local footprint through additional hiring of dedicated\nstaff to support local county health departments and implementing partners.\n\n\n**Economic Analysis of Supporting Refugees and Host Communities**\n\n\n12. **The Economic benefits of investing in health and nutrition services to refugees and host communities are high.** The\n\nnumber of children below 11 years represents more than 40 percent of the refugee population in South Sudan. The\nidentified package of nutrition services under the project will follow a life cycle approach and will focus on children,\nwomen of reproductive age, and pregnant and lactating women. Those evidence-based services have been proven to\nyield high benefit cost ratios. Investing in specific children and maternal nutrition interventions have been estimated\nto yield between US$11 and US$35 for each US$1 invested. Not only are investments in nutrition one of the best\nvalue-for-money development actions, but they also lay the groundwork for the success of investments in other\nsectors. Therefore, the US$25 million which will be invested in nutrition under the project are expected to yield\nbetween US$275 million to US$875 million worth of benefits and returns to the refugee and host communities.\n\n\n13. South Sudan registers one of the world’s highest maternal mortalities (1,150 deaths per 100,000) and under five\n\nmortality (100 per 1,000 live births). Assuming that the project will help a conservative reduction in maternal mortality\nby 10 percent over the project duration among the refugee and host community population, this will save around\n2,700 children under five and 172 women. Applying a conservative statistical value of life for low-income countries\n(US$41,756), this will yield an approximate US$120 million in benefits. [40]\n\n\n**Figure 5.1. Locations of Refugees in South Sudan** **[41]**\n\n\n40 Saluja S, et al. BMJ Global Health 2020.\n41 The map has been cleared by the map unit on December 5,2023\n\n\nPage 67 of 68\n\n\n",
+ "datasets": [
+ {
+ "dataset_name": {
+ "text": "Economic Analysis of Supporting Refugees and Host Communities",
+ "confidence": 0.636898934841156,
+ "start": 177,
+ "end": 185
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "South Sudan",
+ "confidence": 0.6427304744720459,
+ "start": 7,
+ "end": 9
+ },
+ "publication_year": {
+ "text": "2023",
+ "confidence": 0.842380940914154,
+ "start": 104,
+ "end": 105
+ },
+ "reference_year": null,
+ "reference_population": null,
+ "is_used": "False",
+ "usage_context": "background"
+ },
+ {
+ "dataset_name": {
+ "text": "statistical value of life",
+ "confidence": 0.5364764332771301,
+ "start": 457,
+ "end": 461
+ },
+ "dataset_tag": "non-dataset",
+ "description": null,
+ "data_type": null,
+ "acronym": null,
+ "author": null,
+ "producer": null,
+ "geography": {
+ "text": "South Sudan",
+ "confidence": 0.79291170835495,
+ "start": 377,
+ "end": 379
+ },
+ "publication_year": null,
+ "reference_year": null,
+ "reference_population": {
+ "text": "low-income countries",
+ "confidence": 0.5371984243392944,
+ "start": 462,
+ "end": 464
+ },
+ "is_used": "False",
+ "usage_context": "background"
+ }
+ ],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/099121123152529349/pdf/BOSIB12886229a02a1bcdc12ee681b5fe59.pdf",
+ "pages": [
+ 70
+ ]
+ }
+ },
+ {
+ "input_text": "**The World Bank**\nSouth Sudan Health Sector Transformation Project (HSTP) (P181385)\n\n\n**ANNEX 5: Estimated Financial Contribution to the Program by Different Partners** **[42]**\n\n\n\n**Indicative amounts for the program**\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n|Source|Amount
pledged
(original
currency) in
millions|Estimated
Equivalent
Amount (US$,
millions)|Type of Trust
Fund|Estimated time for
signing Administrative
Agreement|\n|---|---|---|---|---|\n|EU|EUR 24.4|26.8|MDTF|December 2023 (before
Board)|\n|Canada|CAD 75|55.5|MDTF|Spring 2024|\n|FCDO|GBP 50|62.5|MDTF|May 2024|\n|USAID|US$30|30|SDTF|March 2024|\n|GAVI|US$20|20|MDTF|•
US$10 million by June
2024
•
US$10 million by June
2026|\n|Global Fund|US$53|53|MDTF|March 2024|\n|Sweden|SEK 260.7|25|MDTF|TBD|\n|**Total Donors**||**272.5***|||\n|World Bank||117 (105 WHR +
12 PBA)
||January 2024 (by project
effectiveness)|\n|World Bank||Possible future
resources from
IDA|||\n|Government co-
financing||10||US$10 allocation from
General Budget|\n|**Total Program**||**399.5 plus future**
**resources from**
**IDA**||Financial gap for the
immediate needs of the HSTP
before the Board approval (to
be filled during January –
August 2024) is US$242.5
million.|\n\n\n\n- Includes cost recovery and World Bank-executed portions\n\n\n\n\n\n\n\n\n\n\n\n42 The table illustrates the estimated total amounts that are to be contributed from different sources over the lifetime of the project.\n\n\n\nPage 68 of 68\n\n\n",
+ "datasets": [],
+ "document": {
+ "source": "http://documents1.worldbank.org/curated/en/099121123152529349/pdf/BOSIB12886229a02a1bcdc12ee681b5fe59.pdf",
+ "pages": [
+ 71
+ ]
+ }
+ }
+]
\ No newline at end of file