Republic of the Sudan

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Republic of the Sudan Mine Action
Programme Advancing National Ownership Transitio
n Plan Development andImplementation Geneva,
March 23-27 2009
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• Aim of the Transition
• The aim of this process is to transition the
  management and co-ordination of the Sudan Mine
  Action Programme to national authorities in a
  systematic and gradual manner as soon as
  possible, but no later than early 2011.

Authority for TransitionNational Mine Action
Strategic Framework 2006-2011.Mine Action and
Effective Co-ordination, the UNInteragency
Policy 2005. Ministerial level GONU, GOSS and
high level UN meeting in October 2007
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• Endorsement of the Transition Plan A MOU has
  been drafted and submitted for review and
  signatures of high level GONU, GOSS and UN
  authorities to endorse the transition process and
  its implementation

Timeframe The transition plan was due to be
finalised at the end of 2006. However, due to
technical and political reasons the process
stated in Jan 2008. The transition framework and
the transition plan were developed by the end of
Nov 2008.
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Current Status of Transition

• Current (Early 2009)
• Most of the mine action functions are managed by
  the UN Mine Action Office (UNMAO) on behalf of
  the national authorities.
• Desired End State (Early 2011)
• National authorities manage all aspects of mine
  action with technical assistance from the UN as
  required and requested.

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The Transition Process

• Full time Transition Planning Officer in early
  08.
• Consultant conducted Capacity Assessment Study
  Aug 08.
• Resilience Centre, Cranfield University
  facilitated process.
• Comprehensive consultation with senior level of
  NMAA, NMAC and SSDA and UN mine action agencies.

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The Transition Process Cont..

• Workshops in Nairobi, Khartoum and Juba, Feb-Nov
  08.
• Appointed two sub committees (North and South) to
  undertake detailed transition analysis and
  determine the current national capacity level.
• Field level staff consulted through field
  missions and discussions.

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National Ownership Assessedfrom 2 perspectives

• Five Pillars of Mine Action
• MRE
• Humanitarian Demining
• Victim Assistance
• AP Stockpile destruction
• Advocacy

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General Management Elements

• Legislative and regulatory framework enabling
  environment for effective mine action.
• Appropriate policy and strategy regulates mine
  action and guides national planning processes.
• An organisational structure to support
  operational requirements.
• A comprehensive human resource policy engages
  qualified and motivated staff.

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General Management Elements..

• Regular flow of financial resources are managed
  in a responsible and effective manner.
• Co-ordination mechanisms promotes communication
  between all stake holders.
• Data management and information sharing with all
  relevant stakeholders.

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Sample of breakdown of Legislative Regulatory
Framework

• Ratification of international legal instruments
  (e.g. Ottawa Mine Ban Treaty, Anti-Personal Mine
  Ban Convention, Cluster Munitions Convention,
  Disabilities Convention, etc) to fulfil
  international obligations in mine action
• National Legislation ensures an enabling
  environment for mine action (while promoting
  sustainable development of the programme)
• National mine action standards (drafted in
  compliance with IMAS) regulate mine related
  operational activities

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Sample of breakdown of Legislative Regulatory
Framework Con.

• A system for accreditation and licensing ensures
  that mine related activities are undertaken in
  full compliance with nationally accepted
  standards
• Monitoring and quality assurance/control system
  ensures that mine related activities are
  undertaken in full compliance with nationally
  accepted standards
• Occupational health and safety standards minimise
  the level of risk to personnel engaged in mine
  related activities

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Sample of breakdown national capacity in MRE from
the perspective of five pillars of MA
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Core Functions of National Ownership
1. Plan, coordinate, monitor and oversee all
aspects of MA.
2. Prioritize, task and authorize all MA
activities.
3. Accredit mine action organizations in
accordance with National Technical Standards and
Guidelines (NTSGs) prior to authorization of mine
action activities.
4. Quality manage all mine action activities.
5. Revise and maintain NTSGs according to
in-country needs and conditions, that all
concerned are obliged to adhere to.
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Core Functions of National Ownership, Cont
6. Maintain the integrity of the Information
Management System for Mine Action (IMSMA).
7. Mobilize necessary resources from national and
international sources to achieve mine action
strategic goals.
8. Coordinate and manage the implementation of
mine risk education to communities at risk on a
priority basis
9. Coordinate and manage the implementation of
mine victims assistance.
10. Ensure that Sudan honors its obligations
under the Ottawa Mine Ban Treaty and other
relevant treaties
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Key Lessons Learnt

• The transition process should have focused on the
  broader picture from the beginning rather then
  spending time on working out the details.
• Determining and agreement on the 10 core
  functions for transition was a major step in the
  process
• A training needs assessment must be done to
  tailor the training to the requirements of the
  transition process.

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Key Lessons Learnt Continue..

• High level political commitment from the host
  government and active engagement from the
  national authorities are essential for the
  success of the process
• High level authority and endorsement are
  essential for the transition process
• State resources are crucial for the transition
  process and the sustainability of mine action
  post transition

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The Way Ahead

• All mine action management handed over to
  national authorities by early 2011.
• UNDP and UNICEF to continue to provide capacity
  development and technical assistance to national
  authorities as requested and required.
• Depending on the status of the mandate of the UN
  Mission in Sudan, UNMAS may continue to provide
  mine action support to the mission as required.
• Depending on the requirement and request from
  national authorities, UNMAS may continue to
  provide technical assistance in some fields
  beyond 2011

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The Plan for Transition ???

• MRE handed over on ...?
• VA handed over on .?
• Planning, prioritization, and overall
  coordination handed over on .?
• Quality Management handed over on ?
• Information management handed over on ?
• Transition completed
• on .?

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Implementation Progress

• NMAA, NMAC and SSDA are established by
  Presidential Decrees. They are part of their
  respective governments.
• State funding continues to be provided for mine
  action
• Detailed mine action laws developed and under
  process
• Most key positions within NMAC and SSDA are
  filled
• Most staff of the national authorities on the
  payrolls of their respective government
  ministries
• Terms of reference (TOR) for all key positions of
  NMAC and SSDA are revised and refined
• Most of staff of the NMAC and SSDA have attended
  theoretical training courses

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Implementation Progress Cont.

• Organizational structures of NMAC and SSDA
  refined and finalized with all key units and
  positions
• A detailed capacity development plan prepared for
  the Sudan Multi Year Mine Action Plan 2009-11 and
  beyond.
• On the job training plan prepared and
  implementation started with learning objectives
  for all positions, (Detailed matrixes have been
  developed to monitor the implementation of the
  transition plan) Matrix)
• A total of 12 staff members from NMAC and SSDA
  attached to UNMAO, and international NGOs in
  various fields
• NMAC and SSDA are actively engaged in the
  planning, coordination and prioritization of mine
  action activities
• Resource mobilization efforts for national
  capacity development from state budget and donor
  communityhave intensified

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Key challenges

• Different pillars of mine action are at different
  stages of transition. For instance, stockpile
  destruction complete MRE and VA functions more
  advanced compared to some other pillars.
• The complex political set up in the country makes
  planning and coordination of transition process
  challenging.
• The future political situation in the county may
  have a major influence on the implementation of
  the transition plan (Presidential Elections,
  referendum).
• Mobilizing enough resources for the
  implementation of the transition.
• World economic down turn and decreased oil prices
  may affect the transition process.

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Handover and Exit

• Strategies and plans are currently being
• Developed ..

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Thank You for your attention Questions, Comments