Revized South Sudan NDS

Republic of South Sudan
Revised National Development

Strategy
Consolidate Peace and

Stabilize the Economy
2021–2024 » www.grss-mofep.org
Revised National Development Strategy 2021–2024: Consolidate peace and stabilize the economy
© Republic of South Sudan and United Nations Development Programme
Juba, 2021
Contents 1
CONTENTS
Figures 4
Tables 5
Abbreviations and acronyms 6
Preface 7
Foreword 9
Acknowledgements 11
Executive summary 12
Part One 18
Chapter One: Introduction 19
1.1 Purpose of the Revised National Development Strategy 20
1.2 The NDS review process 20
1.3 Organization of the R-NDS 22
Chapter Two: The development context 23

2.1 Conflict and peacebuilding initiatives 23
2.2 Humanitarian situation 25
2.3 Impact of COVID-19 and response 25
2.4 Fragility 25
2.5 Regional dynamics 27
2.6 Poverty 27
2.7 Macroeconomy 28
Chapter Three: Strategic framework 32

3.1 Introduction 32
3.2 Vision 32
3.3 Goal 32
3.4 Core objectives 32
3.5 Guiding principles 32
3.6 Approach 33
3.7 Alignment and prioritization 35
3.8 R-NDS clusters 36
2 Revised National Development Strategy
Part Two 38
Chapter Four: Governance cluster 39
4.1 Introduction 39
4.2 Key issues 40
4.3 Goal 40
4.4 Objectives 40
4.5 Description of priorities 41
4.6 Governance cluster results framework 45
Chapter Five: Economic cluster 47

5.1 Introduction 47
5.2 Key issues 47
5.3 Goal 47
5.4 Objectives 47
5.6 Economic cluster results framework 49
Chapter Six: Services cluster (social development) 51

6.1 Introduction 51
6.2 Key issues 51
6.3 Goal 51
6.4 Objectives 52
6.6 Social service cluster results framework 56
Chapter Seven: Infrastructure cluster 58

7.1 Introduction 58
7.2 Key issues 58
7.3 Goal 58
7.4 Objectives 59
7.6 Infrastructure cluster results framework 61
Chapter Eight: Gender, youth and other cross-cutting issues 63

8.1 Introduction 63
8.2 Key issues 63
8.3 Goal 63
8.4 Objectives 63
8.6 Gender mainstreaming and women’s empowerment 64
8.7 Cross-cutting cluster results framework 69
Contents 3
Part Three 70
Chapter Nine: NDS financing 71
9.1 Introduction 71
9.2 2021–2024 financing requirements for R-NDS implementation 71
9.3 Financing options and strategies 73
9.4 Conclusion 78
Chapter Ten: Implementation arrangement 79

10.1 Delivery and coordination mechanisms 79
10.2 Partnership 82
10.3 Monitoring and evaluation 84
10.4 Risks and mitigation plan 85
Chapter Eleven: Concept note – looking ahead to the 2024–2028 NDP 86

11.1 Introduction 86
11.2 Anticipating the context of the medium-term National Development Plan 86
11.3 Key underpinning assumptions for the design process 87
11.4 Other considerations for launching a full-scale medium-term plan 87
11.5 Governance of the design and implementation process 87
11.6 Background studies of major themes anticipated for National Development Plan II 88
11.7 Deepening ongoing initiatives in the R-NDS 89
11.8 Conclusion 90
Annexes 91
Annex 1: Sector working groups 91
Annex 2: A brief review of the implementation of the NDS 2018–2021 106
Annex 3: Realignment organizational structure 107
Annex 4: Expenditure scenarios for 2021–2024 109
Annex 5: Methodology to estimate R-NDS financing requirements 112
Bibliography 116
Figures
Figure 1: Humanitarian needs 24
Figure 2: Trends of humanitarian funding 25
Figure 3: Socioeconomic impact of COVID-19 26
Figure 4: Status of the PSGs in South Sudan, 2021 27
Figure 5: Comparison of fragility ratings 27
Figure 6: Poverty trends 28
Figure 7: Sectoral GDP share 29
Figure 8: Inflation trends (2012–2021) 29
Figure 9: GDP growth forecast 30
Figure 10: External sector 31
Figure 11: Prioritization of SDGs for the R-NDS 35
Figure 12: South Sudan governance indicators 2016–2019 39
Figure 13: Corruption Perception Index, 2019 43
Figure 14: Percentage of household heads and their level of education 53
Figure 15: Primary school dropouts by states and gender, 2018 53
Figure 16: Percentage of teachers per school type and training 54
Figure 17: Main corridors in South Sudan 60
Figure 18: Youth literacy in South Sudan, 2008–2018 65
Figure 19: Average monthly temperature and rainfall in South Sudan from 1901 to 2016 67
Figure 20: Overall financing needs estimates versus revenue flows (projected) 73
Figure 21: Oil and non-oil revenue, in SSP and percentage of GDP 74
Figure 22: Oil production, price development and revenue 75
Figure 23: Share of GRSS capital expenditure in central government 78
Figure 24: Path to a mutual accountability framework 82
Figure 25: Laying the groundwork for a holistic financing strategy 90
Contents 5
Tables
Table 1: Governance structures of the R-NDS 21
Table 2: Priorities from national consultations 37
Table 3: Road types 59
Table 4: Adherence to the 35 percent quota 64
Table 5: South Sudan’s emission reduction pathway 67
Table 6: Cost simulation per R-NDS cluster ($ millions, unless otherwise indicated) 71
Table 7: Results of the 2018 Global Partnership for Effective Development Cooperation monitoring exercise 77
Table 8: Simulation of financing gaps according to different revenue and financing scenarios, $ 109
Table 9: GRSS – financing the R-NDS baseline scenario (billions SSP, unless otherwise indicated) 110
Table 10: GRSS – financing the R-NDS investment scenario (billions SSP, unless otherwise indicated) 111
Table 11: Assumptions and sources per cluster 112
Abbreviations and acronyms

ARCSS Agreement on the Resolution of the Conflict in South Sudan
DFA Development Finance Assessment
FY Fiscal Year
GDP Gross Domestic Product
GHG Greenhouse Gas
GRSS Government of the Republic of South Sudan
ICT Information and Communications Technology
IMF International Monetary Fund
INFF Integrated National Financing Framework
km Kilometre
NDC(s) Nationally Determined Contribution(s)
NDS National Development Strategy
ODA Official Development Assistance
PFM Public Finance Management
PSGs Peacebuilding and Statebuilding Goals
R-ARCSS Revitalized Agreement on the Resolution of the Conflict in South Sudan
R-NDS Revised National Development Strategy
R-TGoNU Revitalized Transitional Government of National Unity
SDGs Sustainable Development Goals
SSP South Sudanese Pound
tCO2e Tonnes of Carbon Dioxide Equivalent
UNESCO United Nations Educational, Scientific and Cultural Organization
UNICEF United Nations Children’s Fund
°C Degree Celsius
$ United States Dollar
Preface 7
Preface
On that glorious day, 9 July, 2011, we raised our own flag high in the sky, as all our people and freedom-
loving peoples around the world joined in unison to celebrate the birth of a new nation. This was achieved
out of decades of struggle, death and despair. As our people gazed into the sky, observing the black, red
and green emblem interspersed with white stripes fluttering in a freedom dance with the wind, they were
teeming with hope. But since then the freedom dance has been disrupted again and again by violence
and instability, mainly orchestrated by us, members of the political elite.
In September 2018, we agreed that pursuing violent the Transitional National Legislative Assembly were all
confrontation will destroy our nation and deny our people engaged to ensure the priorities in the Revised NDS (R-NDS)
the opportunity to fully express themselves in freedom and represent their aspirations for sustainable development.
dignity. We resolved from then on to address all differences Since the R-NDS is a three-year transitional development
and pursue both individual and collective interests through framework, we cannot commit to all the recommendations
negotiation and dialogue. I am confident that the relative made during the consultations. However, we promise to
stability we have enjoyed since the signing of the Revitalized incorporate all of them in future development planning cycles.
Agreement on the Resolution of the Conflict in South In this R-NDS we focus on those priorities that will accelerate
Sudan (R-ARCSS) is testimony to our determination to fully the implementation of the R-ARCSS, lay foundations for
implement the Agreement and usher our country into a new sustained peace and stabilize our economy. Governance that
era of hope and progress. advances an inclusive and peaceful society, establishes the
The R-ARCSS mandates the Revitalized Transitional rule of law and strengthens institutions to deliver services is
Government of National Unity (R-TGoNU) to review and revise foundational to all the activities in the R-NDS. These priorities
the National Development Strategy (NDS) as an instrument are closely followed by a focus on health, education and food
for implementing the Agreement and for returning our nation security – the drivers of human capital development. Our
to its development trajectory. Under the leadership of the country’s poor performance in these sectors, as reported in
Minister of Finance and Planning, the R-TGoNU consulted global indices, is unfavourable. Confronting the challenges
extensively with the people of South Sudan in all 10 states in our health, education and food security sectors should be
and the three administrative areas. Academia, the media, our new liberation struggle. It should mobilize our collective
civil society organizations, our development partners and action, no matter one’s political persuasions.
Our nation has adopted a federal system of governance. of South Sudan look forward to the continuation of these
In this system, the delivery of development is in the hands partnerships. We count on your support to get us there.
of state and local governments. I call on governors to draw Through this R-NDS, we want to strengthen our systems
on the R-NDS to set their respective development priorities to graduate to full partnership as defined by the Busan
taking cognizance of the challenges in their states, and to Agreement on Aid Effectiveness.
monitor progress on the R-NDS. The sector working groups By launching this R-NDS, I reset the development
at national and state levels must work together to lead the agenda and call on all South Sudanese at home and abroad
R-NDS implementation. to rekindle the hope of our nation. We have pledged to build
I have instructed the Minister of Finance and Planning to a nation that is free, equal, just, peaceful and prosperous.
base all future national budgets on the R-NDS. I am happy The only path to achieving this dream lies in investing our
to note that deliberations on FY2022/23 budget planning resources, efforts and talent in sustainable development.
have fully incorporated the priorities of the R-NDS. We must
lead our own development, and this must be reflected in
government expenditure. At the same time, we equally
recognize the immense efforts and partnerships of our
humanitarian and development partners. They have been His Excellency General Salva Kiir Mayardit
with us throughout our journey. The R-TGoNU and the people President of the Republic of South Sudan
Foreword 9
Foreword
Development planning in South Sudan dates back about eight years to when the South Sudan National
Development Plan (SSNDP) 2011–2013 was first published. The SSNDP was extended to 2016, and
then eventually was succeeded by the South Sudan National Development Strategy (SSNDS) 2018–
2021, which has now been revised into this document as required by the Revitalized Agreement on the
Resolution of Conflict in South Sudan (R-ARCSS).
Cognizant of the challenges in the implementation of the peace. The R-NDS is developed on and builds on this premise,
SSNDP and the SSNDS, the Revised NDS (R-NDS) has unique noting that our economy can only thrive in a peaceful
features and expounds on opportunities to ensure effective environment. Consequently, the governance cluster will
implementation of the plan. The R-NDS: implement key provisions in the governance chapter of
the R-ARCSS, including the constitution-making exercise,
 is a tool to continue the implementation of the reconciliation and reintegration of combatants, and these will
R-ARCSS; have a positive impact on the economic cluster. Equally, the
 embodies national aspirations to slowly move from focus of the economic cluster in chapter 4 of the R-ARCSS
dependence on humanitarian aid to a development on maintaining macroeconomic stability, ensuring inclusive
trajectory; growth, providing social safety nets and social protection

and promoting economic diversification can contribute to
 includes initial steps to shift away from
a peaceful environment through a reduction in resource-
dependence on oil to a diversification of our
related conflict. The positive correlation between peace
economy; and
and security and economic development underscores
 has adopted a comprehensive implementation the importance of economic development as an enabler
framework in close collaboration with our of peace.
development partners. The R-NDS was initially planned to cover two years since
it is aligned to the implementation of the R-ARCSS. It is
The R-NDS is also unique in that it is fully costed, has a noted that this time would be too short for a development
clear implementation plan and lays out a road map for the strategy – something that had been learned from the three-
development of the future medium-term plan. year extension of the SSNDP. The government therefore
The R-NDS was prepared based on the premise that decided to extend the implementation of the R-NDS to
development can be pursued in complex emergency three years. The third year is considered a settling-down
settings if it is risk-informed and focused on building the period for the post-transition elected government, and can
resilience of people, communities and institutions. We be used to finalize implementation, conduct evaluation and
have therefore adopted the triple nexus approach to the roll out a road map for the four- to five-year medium-term
implementation of the R-NDS, to ensure that it is not derailed development plan.
or disrupted because of crisis – natural or man-made – and A realistic financing strategy for the implementation of the
that it will gradually lift our people from the prevailing dire R-NDS has been prepared and is driven by the national budget.
humanitarian conditions. In the strategy, the delivery of development in South Sudan is
A peaceful and secure environment is a prerequisite the responsibility of the state authorities. However, given that
for progress in economic development, and economic we are at a nascent stage of ensuring a fully functional federal
development can be a major contributor to sustainable system, we have proposed the delivery of the R-NDS be done
through the sectors. State and local government authorities tremendous process. I commend the contribution of the
will be gradually empowered and will play a coordination and Ebony Center for Strategic Studies for conducting the
monitoring role in the implementation of the R-NDS. countrywide consultations. I extend my sincere appreciation
The Ministry of Finance and Planning will take the lead, to the United Nations Development Programme for its valued
in collaboration with all government agencies, and provide support to the government at this difficult time.
oversight for the implementation of the R-NDS. My ministry On behalf of the government and on my own behalf, I
will set up and facilitate all structures of the implementation thank all those who contributed and provided inputs to the
of the R-NDS, as outlined in chapter 10. We will ensure that the R-NDS. I call on you all to provide your continued support
coordination mechanism, the High-Level Partnership Forum, to ensure that we fully implement the R-NDS and meet the
the quarterly government donor forum, the Interministerial objectives outlined in the document.
Appraisal Committee, sector working groups and the aid
information management system will be operationalized. In
conclusion, I thank the SSNDS Secretariat for facilitating Agak Achuil Lual
the review process of the R-NDS. I thank our development Hon. Minister of Finance and Planning
partners for their technical and financial support in this Ministry of Finance and Planning
Acknowledgements 11
Acknowledgements
The review and revision of the South Sudan National Many thanks also go to civil society organizations,
Development Strategy (SSNDS) has been possible due to faith-based organizations, youth organizations, women’s
efforts of many stakeholders. Inputs have been provided organizations/groups, organizations for people with
by many people and an extensive review process has disabilities, academia, the media and all other national
been followed. institutions for their unflinching support of this
We extend our sincere thanks to the leadership of the national effort.
Revitalized Transitional Government of National Unity, the We are grateful to the United Nations system, and all
President of the Republic of South Sudan, H. E. Gen. Salva other international actors that provided support for the
Kiir Mayardit, and the vice-presidents for their guidance and NDS review. Specifically, we want to acknowledge the
motivation in driving the revision of the NDS as required by significant contributions made by the United Nations
chapter 4 of the Revitalized Agreement on the Resolution Development Programme for providing technical, logistical
of the Conflict in South Sudan. and financial support for the process. The engagement
The Ministry of Finance and Planning is grateful to the of our development partners in the review was invaluable
government spending entities, sector working groups and and we hope this collaboration continues during the
private sector for their contributions to the review process. implementation phase.
We are indebted to various technical specialists for their time Finally, we extend gratitude to the SSNDS Secretariat,
and contributions to mainstreaming gender issues and the Hon. Ocum Genes Karlo and Hon. Angelo Deng Rehan,
Sustainable Development Goals, for the financing framework Undersecretary for Planning, who coordinated the entire
and for updating the cluster goals and results framework. process of SSNDS review.
Executive summary
Introduction  Build critical infrastructure for sustainable

development, including roads, energy, public
The National Development Strategy 2018–2021 (NDS) is
buildings and broadband capability;
South Sudan’s second development blueprint. The Revitalized
Agreement on the Resolution of the Conflict in South Sudan  Increase support to the social sector for human
(R-ARCSS) mandates the Revitalized Transitional Government capital development and protect the vulnerable
of National Unity (R-TGoNU) to review and revise the NDS population, to leave no one behind; and
to align it with the Peace Agreement. The revision extends  Mainstream gender in all development policies and
the NDS to 2024. programmes and empower women and youth as
The purpose of the review is to: drivers of growth and nation-building.
 reprioritize activities in the original NDS to support

Principles of the R-NDS
implementation of the R-ARCSS;
 reset the country on a sustainable development The pursuit of these objectives will be guided by the
path and initiate re-engagement with the country’s principles of democracy, rule of law, international relations
development partners to achieve the 2030 and environmental sustainability through a strategic
Sustainable Development Goals (SDGs) and Africa approach, the key features of which are:
Agenda 2063; and

 government leadership;
 set out a road map for the development of a
four-year comprehensive medium-term National  partnership and coordination;
Development Plan (NDP) to usher in a post-  addressing the triple nexus – i.e., the
transition democratically elected government. interconnectedness of the peace, development
and humanitarian challenges and the need for an
equally integrated response;
Goal and objectives of the R-NDS
 inclusion and spatial representation;
The Revised NDS (R-NDS) reinforces South Sudan’s Vision
2040: towards freedom, equality, justice, peace and  youth-centeredness and the importance of
prosperity for all, which remains the national vision empowerment;
towards which all national development strategies should  a focus on investment in value chain development;
contribute. In pursuit of that vision, the goal of the R-NDS and
is to consolidate peace, stabilize the economy and return
 results orientation.
to sustainable development, by achieving the following core
objectives:
The NDS review process
 Establish and/or strengthen institutions To make up for the lack of sufficient consultations during the
for transparent, accountable and inclusive 2018–2021 NDS formulation process, the review prioritized
governance; comprehensive consultations. The Ministry of Finance and
 Foster macroeconomic stability and lay Planning led the NDS review process and constituted an
foundations for the diversification of the NDS steering committee and a secretariat and reinvigorated
economy; sector working groups to produce the R-NDS.

Components of the NDS review and process

NDS national, United
Fragility assessment Nations country team
and development
partners consultations
NDS policy review
and drafting Integrating the SDGs
Financing strategy
(costing, DFA/INFF
road map, SDG Gender mainstreaming
budgeting)
The NDS review process, in addition to extensive  National dialogue, which ushered in the first truly
consultations, included undertaking a fragility assessment, national conversations since independence and
integration of the SDGs, ensuring gender mainstreaming, provided an opportunity for every South Sudanese
policy document review and costing the NDS, as well as to participate in the articulation of a vision for the
assessing financing needs, as represented in the infographic. country and contribute to establishing the actions
The main purpose of this review is to align the NDS required to put South Sudan on a sustainable path
with the R-ARCSS, in order for it to act as a key instrument to peace and development;
of R-ARCSS implementation, albeit not the only one. This  The humanitarian crisis that is still gripping the
has been across all sectors and outcomes in the results country, with 8.3 million people (4.4 million of them
frameworks. The regional and global context of South children) in need of humanitarian assistance, and
Sudan, and its commitment to international agreements 2.24 million South Sudanese being refugees in
and programmes, requires that the R-NDS is also aligned to neighbouring countries;
the SDGs and Africa Agenda 2063.
 The negative socioeconomic impact of the COVID
19 pandemic, which adds strain and poses a
Development context
threat to the peace process, as major reforms are
The review of the NDS took place against the backdrop of still outstanding;
the changes that have occurred since the launch of the
 Risks (conflict spillovers, population movement, etc.)
original NDS. These include:
of regional instability, impacting on peace, stability
and prosperity in landlocked South Sudan; and
 Internal armed conflict that has characterized the
country for many years;  Poverty: Some 82 percent of the population of
South Sudan is poor, up from 51 percent in 2011.
 Peacebuilding initiatives that took place,
South Sudan ranks 185 out of 188 countries on
culminating in the Agreement on the Resolution
the 2020 Human Development Index.
of Conflict in the South Sudan (ARCSS), which
collapsed, and new initiatives that resulted in the
R-ARCSS in 2018; The NDS review process and analysis of the context informed
the content, strategy and implementation approach of
this R-NDS.
Clusters of the R-NDS Economic cluster
The priorities that will be addressed by the R-NDS are Economic development is a key cluster that underpins all
organized in clusters to reflect the clusters in the R-ARCSS. facets of national development. Despite South Sudan’s
The five clusters are (i) governance, (ii) economic, (iii) services enormous potential, the country has regressed since
(social development), (iv) infrastructure, (v) gender and youth independence because of continued internal conflicts.
(cross-cutting). The goals and strategic objectives of the With the implementation of the Peace Agreement and the
clusters are summarized below. relative peace the country enjoys, the government will focus
on growing the economy and ensuring that the resources of
Governance cluster the country benefit current and future generations. This is
reflected in the R-NDS, which proposes addressing urgent
Several analyses of the crisis in South Sudan have referenced
economic development challenges as well as developing
challenges with governance in the country. The limited political,
the policies and strategies that will drive the economy in the
institutional and cultural governance capacity, manifested
medium to long term. Therefore, for the economic cluster, the
since 2005, has been acknowledged by both government
government will focus on the following goal and objectives.
and partners, and is widely considered as a major contributing
factor to the persistent conflict, political polarization and
Goal: Foster macroeconomic stability and lay foundations
humanitarian crises the country has had to endure. We also
for the diversification of the economy. To achieve the goal,
recognize that democratic governance creates the essential
four strategic objectives, also contained in the original NDS,
enabling environment for peace (itself a prerequisite for all
are carried forward in the R-NDS:
other reforms), political maturity and stability, economic and
social development, capacity development and equitable
1. Finalize legal and institutional frameworks for
service delivery. As a result, the government has agreed on
economic growth.
the following goal and objectives for this cluster.
2. Meet the East African Community Basel Core
Goal: Establish and/or strengthen institutions for transparent, Principles and international requirements.
accountable and inclusive governance. To achieve the 3. Enhance revenue mobilization and
governance cluster goal, four strategic objectives will be strengthen PFM.
pursued:
4. Develop basic economic infrastructure.
1. Political and legitimate governance:

Consolidation of peace, preparation of the Services cluster
permanent Constitution, rule of law and
The provision of services is critical in building and
security (National Elections Commission), and
strengthening the relationship between government and
decentralization and local governance/devolution.
the people and the social contract, and equally important for
2. Economic governance: Increase the pace building much-needed human capital for sustained economic
of implementation of the public financial development. In South Sudan, however, investment in social
management (PFM) reform agenda, intensify development remains low, due largely to the distraction of
anticorruption measures and improve natural conflict and a declining economy. This poses a risk both for
resource management. the hard-won relative peace and trust in the government’s
3. Public sector reforms: Radical reform of the ability to meet the needs of her people. With a large
civil service, develop systems and undertake population of refugees, internally displaced persons and
manpower planning and implementation. returnees (together with host communities), as well as more
than half of the country’s population in need of humanitarian
4. Information and communications technology
assistance, the provision of social safety nets is at the heart
(ICT) and e-governance: Procure broadband
of the livelihoods of many South Sudanese. This is why the
equipment and institute e-governance.
government has committed to focus on the following goal
and objectives.
Goal: Increase support to the social sector for human capital 4. Secure public-private partnerships to expand
development and protect the vulnerable population, to leave transport infrastructure to include railways, river
no one behind. To achieve this goal, the following objectives transport and airports development, including
have been identified for the service cluster: transmission networks.
5. Train and retain qualified staff for efficient and

1. Develop a comprehensive plan for human capital effective delivery of the cluster goal.
formation which entails undertaking a national
6. Initiate processes to operationalize the
capacity assessment, provision of adequate
development of the Ramciel City plan.
equipment and infrastructure, and investment in
teacher education and training curricula. 7. Expedite action for the development of oil refining
capacities through public-private partnerships.
2. Provide affordable health care by establishing
health provision hierarchy from primary health
to critical care, investing in infrastructure and Gender, youth and other cross-cutting issues
developing the health workforce. cluster
3. Expand on the provision of social safety nets to
Cross-cutting issues – gender, youth, the environment and
cover non-contributing to contributing options,
capacity development – need special attention to ensure
ensuring a shift from providing temporary relief to
that they are mainstreamed across the entire strategy,
a more sustainable response to vulnerabilities.
from planning through to impact assessment. Any project,
4. Strengthen human and institutional capacity for in whatever sector at whatever level, designed without
efficient and effective social services. taking gender and environmental implications into account
is potentially a vehicle for gender marginalization and
exacerbating risks to the environment. In the context of
Infrastructure cluster
South Sudan, where youth are the majority and bear the
South Sudan currently has inadequate basic infrastructure brunt of the crisis as fighters, victims and the biggest losers
services such as roads, sewer networks, electric power from economic, educational and employment collapse,
systems, Internet capacity and penetration, and a host of treating youth as a cross-cutting issue is vital and is a
other infrastructural requirements. Infrastructure is seen as a deliberate strategy to ensure that they are not marginalized.
catalyst for development and plays a pivotal role in the equitable This approach is applied to the environment and capacity
development of the country. These needs have informed the development for the same reasons. Cognizant of the
selection of the goal and objectives for this cluster which negative impact of gender inequality, youth marginalization,
government will prioritize in the implementation of the R-NDS. limited attention to the environment and inadequate capacity
on development, the government, for this cluster, will focus
Goal: Build critical infrastructure for sustainable on the following goal and objectives.
development, including roads, energy supply, public buildings,
and broadband capability. The infrastructure cluster will seek Goal: Mainstream gender and all-important cross-cutting
to achieve the following objectives: development objectives in development policies and
programmes, and empower women and youth as drivers of
1. Expedite action for the development of growth and nation-building.
infrastructure such as roads and bridges.
2. Support the private sector to increase 1. Ensure that the permanent Constitution
accessibility and affordability of Internet services adequately reflects the protection and
through the provision of broadband capacity with empowerment of women and youth in all spheres
reach to all states. of influence – economic, political and cultural.
3. Create the legal and regulatory environment to 2. Invest in vocational training facilities and
incentivize private companies in infrastructure resources for youth in all states to facilitate
development. employment creation and opportunities.

3. Roll out the results framework for the domestic private finance and remittances; and enhance
Nationally Determined Contributions to reverse fiscal space and public investments.
environmental degradation and mitigate the To increase fiscal space, the short-term strategy to
impact of climate change with focus on reduction finance the R-NDS 2021–2024 will focus on:
of the country’s carbon footprint and waste,
as well as address pollution management and  improving the effectiveness of tax collection
climate resilience. through a fully functional revenue authority and
4. Undertake comprehensive national capacity diversifying the fiscal base;
assessment of all public institutions to develop a  reorienting expenditure towards capital spending
national capacity-building strategy. and reducing military and wasteful spending;
 increasing oil revenues through strategic

Against the background of South Sudan’s current management of existing resources; and
socioeconomic context (intermittent internal conflicts,
 accelerating economic and financial management
extreme poverty, unstable macroeconomic situation, high
reforms (Article 4.1.7 of the R-ARCSS) and
dependence on humanitarian support, etc.), the government
attracting external financing to strategic R-NDS
recognizes the need to position the country to focus
priorities.
simultaneously on addressing the underlying causes of
conflicts, restoring peace and stability across the country
in line with the provisions in the R-ARCSS and ensuring An important strategic focus of the R-NDS is to lay the
economic recovery and the reduction of poverty. This foundation for a holistic medium- to long-term financing
will require, among other actions, the implementation of strategy. This is to ensure that our country’s financing needs
comprehensive macroeconomic reforms, including measures are matched with a resource mobilization policy, and also
to reduce inflation and address foreign exchange distortions, allows for better management and alignment of all available
and longer-term action to diversify the economy. The NDS is resources behind the agreed strategic priority actions.
regarded as the vehicle that will lay a solid foundation for the
long-term goal to put the economy on a path of sustained Implementation arrangement for the R-NDS
growth and development.
Drawing on the risk-informed development approach, R-NDS
implementation will be flexible, adapting to the country’s
Financing the R-NDS
changing context with an inclusive coordination structure
Data limitations prevented a programme-based costing that encourages the participation of all stakeholders.
of the R-NDS; instead, an order-of-magnitude estimate This involves oversight coordination and communication;
of the resources that it will take to implement the R-NDS partnership; delivery accountability mechanisms (monitoring,
during the 2021–2024 period has been established. The evaluation and reporting); data management; and a risk
implementation of the three-year R-NDS is projected at mitigation plan.
US$7.2 billion ($2.2 billion in year 1, $2.48 billion in year 2, The triple nexus approach, encouraging stronger
and $2.55 billion in year 3). collaboration and coordination among actors from the
The R-TGoNU commits to funding the R-NDS with a fields of development cooperation, humanitarian action
financing strategy that assumes that all government and peacebuilding, will provide operational guidance
policies, programmes and budgets will be based on the for the implementation of the R-NDS and endorse the
R-NDS. Therefore, all resources available to South Sudan government’s view that development work can be adapted
will be applied in accordance with the R-NDS national to crisis situations, not halted. Oversight coordination will
priorities and implementation arrangements. In addition, be overseen by the Ministry of Finance and Planning through
government will put in place mechanisms that ensure that sector working groups. Additional oversight coordination
South Sudan will be able to mobilize domestic revenue mechanisms will include a high-level partnership forum,
more effectively; manage oil revenues more strategically; an interministerial appraisal committee, a quarterly
promote the mobilization of non-oil revenue; enhance and government development partners forum and sector
systematically promote and incentivise the contribution of working groups.
These will be buttressed by a partnership strategy that Looking ahead to 2024–2028

recognizes the important role development partners and
The process of revising the NDS 2018–2021 has highlighted
other national and local partners potentially play in the
important challenges that need to be addressed for the
implementation of the R-NDS. The government subscribes
country to move forward, and which cannot be addressed
to the Busan Partnership for Effective Development
in the context of the ongoing transition and within the short
Cooperation which commits to national ownership, results
period covered by the extension of the NDS. On this basis,
orientation, broader multi-stakeholder partnership platforms,
a concept note for the future NDP II has been prepared
and transparency and accountability in the delivery and use
which anticipates the context in which the medium-term
of development support. The government recommits to
plan will be developed, identifies key assumptions and other
achieving these benchmarks through the implementation
considerations for the design of the NDP II, outlines the
cycle of the R-NDS and to gradually moving towards the use
governance of the process and highlights critical areas
of a country system by development partners in accordance
requiring the commissioning of background studies prior
with the Busan Agreement. The government envisages
to preparation of the NDP II. These will cover four strategic
the full support of development partners in its drive to
challenges:
achieving increased domestic financing of development,
demonstrated leadership in development coordination,
1. Economic diversification
institutional readiness and effective implementation of
the PFM reforms. 2. Human capital development
The R-NDS will rely on one integrated monitoring and 3. Transitioning to a green economy
evaluation system coordinated at the Ministry of Finance and
4. Population settlement
Planning with support from the National Bureau of Statistics
and sector working groups. The monitoring and evaluation
In addition, the concluding chapter proposes the deepening
framework for the R-NDS will track and assess progress on
of ongoing initiatives in the R-NDS, such as (i) deepening
activities, outputs and outcomes, as well as how these are
democratic governance, (ii) sustaining macroeconomic
contributing to achieving South Sudan’s 2040 Vision. The
management, (iii) actualizing the implementation of the
framework will also assess government’s budget allocation
triple nexus and (iv) fully developing a medium- to long-term
and expenditure on R-NDS activities.
holistic financing strategy for development in South Sudan.
Instability and natural hazards (drought, floods and locust
Studies, dialogue, consultation and consensus-seeking
invasion) disrupted full implementation of the previous
and -building will be sought during the three years of the
development plan and strategy. In addition to events such
R-NDS, in readiness for the medium-term successor NDP II.
as these, the R-NDS implementation could be derailed by
political instability; local violence and conflicts; insufficient
government ownership and leadership of the R-NDS; low
absorptive and delivery capacity; or a sharp decline in
revenue. Mitigation measures will be taken in the event of
any or all of these risks happening.
1
Introduction
The development context
Strategic framework
CHAPTER ONE:
Introduction
In 2011, on the heels of independence, the Government of the Republic of South Sudan (GRSS)
launched the three-year (2011–2013) South Sudan National Development Plan as “an overarching
initial framework for the building of a new nation, to inspire all actors to work together to deliver a
shared developmental agenda for the benefit of the South Sudanese people”.
The government also saw the National Development Plan internal displacement of the population and an exodus to
as a framework to “guide the international community in neighbouring countries.
targeting its support to the GRSS and people of the new Amid the conflict, and determined to stay the course on
Republic…” Constructed around the theme, ‘Realizing the development agenda, the GRSS and its partners designed
freedom, equality, justice, peace and prosperity for all’, the and launched the 2018–2021 National Development
plan had four interrelated focus areas – “state- and nation- Strategy (NDS) in June 2018. Recognizing the devastating
building, deepening peacebuilding, preventing conflict, humanitarian impact of the 2016/17 civil war, the NDS aimed
improving security and bringing about a process of rapid to “Consolidate peace and stabilize the economy”. It focused
economic development to reduce poverty”. The overall on four clusters: governance, economic, social service and
objective at the time was to ensure that, by 2014, South cross-cutting. At the heart of the NDS was meeting the
Sudan would be a united, peaceful nation, “building strong people of South Sudan’s aspirations to feel safe, enjoy stable
foundations for good governance, economic prosperity prices and have access to basic services. Implementation of
and enhanced quality of life for all”. In recognition of the the NDS was overshadowed by peace negotiations, which led
inherent stability of the country, the GRSS focused on to the signing of the Revitalized Agreement on the Resolution
laying foundations that would help the country to “move of the Conflict in South Sudan (R-ARCSS) in September
onto a fast-track development path”.
The hopes and aspirations that characterized the National
Development Plan were dashed when a dispute with Sudan
ensued in 2012 and led to the stoppage of oil production. Amid the conflict, and
The dispute with Sudan was followed in 2013 by a civil
determined to stay the course
war which lasted until 2015, when the Agreement on the
Resolution of the Conflict in South Sudan (ARCSS) was signed. on the development agenda,
This Agreement resulted in the creation of the Transitional
the GRSS and its partners
Government of National Unity with all the key parties
and contestants for power represented. The transitional designed and launched the
government extended the National Development Plan by
2018–2021 National Development
three years to 2016, but the challenging political environment
made implementation difficult. By the end of 2016, the fragile Strategy in June 2018.
peace again disintegrated, leading to a second civil war. The
2016/17 civil war spawned a massive humanitarian crisis,
2018. The Revitalized Transitional Government of National • Set out a road map for the development of a
Unity (R-TGoNU) defined in the R-ARCSS only came into four-year comprehensive medium-term National
force in February 2020. Several key elements, such as the Development Plan to usher in a post-transition
appointment of state governors and the Transitional National democratically elected government.
Legislative Assembly, are being finalized in 2021. These
factors have delayed and derailed implementation of the NDS.
1.2 The NDS review process
1.1 Purpose of the Revised National Developing a strategy is, of necessity, a participatory

Development Strategy process. The NDS 2018–2021 was compromised by
limited participation due to the conflict situation prevailing
Several factors have necessitated the review and relaunch of in the country at the time of its formulation. Unlike the NDS
the NDS. First, the R-ARCSS calls on the R-TGoNU to review 2018–2021, this R-NDS benefited from several consultative
and relaunch the NDS. Chapter IV of the R-ARCSS (4.3.1.1) processes. The Ministry of Finance and Planning constituted
directs the Ministry of Finance and Planning to “review and an NDS Steering Committee, a Secretariat and reinvigorated
implement the strategic development road map (National sector working groups to lead consultations and produce
Development Strategy) to accelerate progress in achieving the R-NDS. The Steering Committee endorsed a set of
a sustainable and resilient national economy”. Second, since consultation processes organized into five categories:
the signing of the R-ARCSS, there has been relative peace (i) national consultations with citizens and development
despite slow progress on achieving the milestones of this partners, (ii) fragility assessment, (iii) review of policies for
Agreement. Third, there is an air of optimism about the the integration of the SDGs in the NDS, (iv) gender analysis
economy as the oil price in the global market improves and and mainstreaming and (v) development finance assessment
economies open after restrictions due to the COVID-19 and road map for an integrated national financing framework.
pandemic. Fourth, the GRSS and people of South Sudan agree The results of these processes informed the content and
that the country cannot remain in a state of humanitarian implementation strategy of this R-NDS.
crisis. It must slowly return to a sustainable development
trajectory to meet the aspirations of the South Sudanese
1.2.1 National consultations
people, which were enthusiastically demonstrated at the
independence of the young state a decade ago. This Revised Under the leadership of the NDS Secretariat, extensive
National Development Strategy (R-NDS) represents our demographically diverse and professionally facilitated and
determination to meet this aim. Strategically, it overlaps analysed national consultations were held across the country
with the transitional period defined in the R-ARCSS, which at national and state levels. Stakeholders consulted included
allows for the implementation of outstanding activities in women, youth, farmers, traders, teachers, traditional and
the NDS, focuses on support for the implementation of the faith-based leaders and civil society organizations, among
R-ARCSS priorities and provides an opportunity for agreeing many others. The consultations ascertained the continued
on a road map for post-transition medium- and long-term relevance of the objectives and priorities of the NDS and
development planning. In summary, the following are the encouraged participants to re-prioritize the areas of support,
reasons for the review: considering the remaining transitional period of the R-ARCSS.
Following the national consultations, the NDS Secretariat
• Reprioritize activities in the original NDS to support organized a series of workshops with the sector working
implementation of the R-ARCSS. groups. The workshops focused on validating the priorities
• Reset the country on a sustainable development from the national consultations, including the feasibility
path and initiate re-engagement with the country’s for achieving them through the delivery mechanisms of
development partners to achieve the 2030 the sector institutions. The Secretariat also assessed
Sustainable Development Goals (SDGs) and Africa preliminary budgetary requirements for implementation.
Agenda 2063.
Table 1: Governance structures of the R-NDS
Structure Composition Function
NDS Steering ⚫ NDS cluster chairs The NDS Steering Committee provides oversight for the NDS
Committee ⚫ Executive Director process. The Steering Committee reviews inputs provided by the
⚫ Non-Governmental NDS Secretariat and advises accordingly.
Organization Forum
The Steering Committee is chaired by the Under-Secretary for
⚫ Vice Chair, University of Juba
Planning, Ministry of Finance and Planning, who liaises with the NDS
⚫ South Sudan Business Forum
cluster chairs on the NDS, coordinates with development partners
⚫ Peace Commission
and updates the leadership of the Ministry of Finance and Planning
⚫ National Bureau of Statistics
on the progress of the NDS.
⚫ Ministry of Cabinet Affairs
NDS Secretariat Made up of technicians from The NDS Secretariat coordinates the formulation, implementation
various units of the Ministry of and review of the NDS. The Secretariat facilitates and leads
Finance and Planning, including consultations with a broad range of stakeholders involved with
sectoral planning, macro unit, aid the NDS, including government spending entities, sector working
coordination and budget groups, development partners and civil society. The Secretariat is
also responsible for updating the Chair of the Steering Committee
and the senior management of the Ministry of Finance and Planning
on the progress of the NDS.
Sector working Chaired by the lead government Sector working groups (SWGs) are technical working forums
groups agency, with co-chairs from the designed to facilitate coordination between government and
United Nations Country Team and development partners. SWGs discuss sector and cross-sector
Head of Cooperation planning and prioritization according to strategic plans and
development programmes. SGWs provide a platform to ensure that
Members include government
service delivery is driven by agreed strategic priorities.
spending entities and
development partners involved in They promote sharing of information among sector stakeholders
the sector to facilitate the implementation of sector priorities. SWGs must
develop and regularly update a common strategic plan to respond to
identified needs and fill identified gaps.
1.2.2 Fragility assessment
As a member of the g7+ group of fragile states, South Sudan employment and improves livelihoods; and (v) Revenue and
adopted the fragility assessment framework developed by services: capacity to mobilize and manage revenue, as well
the International Dialogue on Peacebuilding and Statebuilding, as deliver services.
to assess the state of fragility and opportunities for building Through dialogues held in workshops and building on
resilience in the country. The International Dialogue for South Sudan’s 2012 and 2017 fragility assessments, the
Peacebuilding and Statebuilding fragility assessment 2021 fragility assessment exercise developed an updated
approach is a perception-based tool that aggregates the picture of South Sudanese perspectives of the country’s
opinions of citizens from across a country regarding the state state of fragility and resilience based on the PSGs. Workshops
of fragility, focusing on five key determinants of fragility and were planned in all 10 states of South Sudan to ensure
resilience, known as the Peacebuilding and Statebuilding representation and participation of key stakeholders from
Goals (PSGs). These include (i) Legitimate politics: the across the country. Unfortunately, the COVID-19 pandemic
extent to which inclusive political settlements and conflict affected the process. Instead, consultations were held with
resolution are promoted; (ii) Security: the extent to which a cross-section of citizens from the following nine states:
security is established and strengthened; (iii) Justice: the Western Bahr el Ghazal, Western Equatoria, Eastern Equatoria,
extent to which people have access to justice; (iv) Economic Central Equatoria, Lakes, Upper Nile, Jonglei, Unity and Warrap.
foundations: the extent to which the society generates Regional and international development partners were also
engaged. The results of each consultation were aggregated 1.2.5 Development financing assessment
to create a national baseline for fragility using the New Deal
Fragility Spectrum, categorizing each PSG into one of five As an expression of our commitment to the Addis Ababa
stages: Crisis (Stage 1), Rebuild and reform (Stage 2), Transition Action Agenda to ensure that domestic financing drives our
(Stage 3), Transformation (Stage 4) and Resilience (Stage 5). sustainable development agenda, the GRSS has embarked
on an assessment of the opportunities and challenges
for mobilizing domestic private and public finances to
1.2.3 Policy review and SDG integration
deliver the R-NDS and future development plans. The aim
The R-ARCSS and R-TGoNU policies and priorities that have is to produce South Sudan’s integrated national financing
emerged since the finalization of the NDS; new or emerging framework, which will build coherency across public and
development partner and United Nations policies and private financing policies and institutions. The development
strategies; and the evolving regional and global context were financing assessment process includes extensive review
analysed, reviewed and factored into this revised version of of all government public and private policies for mobilizing
the NDS. Specifically, the R-NDS Secretariat reviewed and revenue, followed by a series of multi-stakeholder dialogues
aligned the following materials to the R-NDS: with relevant government agencies, the private sector and
international financial institutions, among others.
• The R-ARCSS in South Sudan
• The 2030 Agenda for Sustainable Development 1.3 Organization of the R-NDS

• The Africa Agenda 2063
The R-NDS is organized in three parts. Part One contains three
• South Sudan’s Nationally Determined Contributions
chapters: Chapter 1 is the introduction; Chapter 2 reviews the
• South Sudan’s 2021 Humanitarian Response Plan political, social, regional, humanitarian and macroeconomic
contexts that are likely to impact on the delivery of the
1.2.4 Gender analysis and mainstreaming R-NDS; and Chapter 3 elaborates the overall framework
of the R-NDS, including its broad aims and the principles
Gender analysis and gender mainstreaming is an approach underpinning its focus and implementation strategy, as well
adopted throughout the review of the NDS. This is the case as alignment with the R-ARCSS, SDGs and Africa Agenda
for both the process of the review and the contents of the 2063. Part Two contains the five cluster chapters: Chapter
R-NDS. The review process ensured the active participation 4 on governance; Chapter 5 on economic development;
of women and women’s groups in the countrywide Chapter 6 on services (social development); Chapter 7 on
consultations. A deliberate approach of ensuring at least infrastructure; and Chapter 8 on gender, youth and other
30 percent representation of women in all consultative cross-cutting issues. Part Three contains three chapters:
workshops was adopted. In addition, a two-pronged approach Chapter 9 on budget summary and financing strategy;
to integration of gender was ensured. This entails (i) a Chapter 10 on implementation arrangement; and Chapter
standalone cluster on gender, youth and other cross-cutting 11 on looking forward.
issues for specific interventions included in the R-NDS and
(ii) mainstreaming gender in all the other four clusters of the
R-NDS, ensuring the inclusion of sex-disaggregated data,
where available.
Chapter Two:The development context 23
CHAPTER TWO:
The development context
Cognizant of the volatile development context and the history of violent conflicts with noteworthy
disruptions to previous development plans, this section reviews the historical and current
contexts which have significant bearing on progress and/or risks to implementation of sustainable
development strategies.
Paramount among the risks is the continued state of violent independence within six years. The Comprehensive Peace
conflict with only short periods of peace, as well as persistent Agreement also provided an opportunity for the people of
intercommunal violence across the country. These have South Sudan to run our own affairs for the first time, affording
“ravaged livelihoods, destroyed assets and the macroeconomy the space to lay foundations for public sector institutions,
(exchange rate depreciated, foreign currency shortfalls and to maintain the fragile peace. Despite the turbulence
and inflation increased to three digits, and oil production that characterized the implementation of the Agreement,
decreased)”. The unresolved issues on the borders and
1
the people of South Sudan galvanized around the common
disputes over oil pipeline rights threaten revenues accruing vision for independence, and stayed the course. In January
to the GRSS, revenue that is critical for employment generation 2011, South Sudanese unanimously voted in favour of full
and expansion of agriculture productivity to improve food independence from Sudan; and on 9 July 2011 the colossal
security. The COVID-19 pandemic has compounded the
2
dream was achieved.
challenges and it has not gone away. As a landlocked country Not much was done to attend to internal conflicts
that needs open trading corridors with its neighbours as a between the different ethnic populations and previously
lifeline to the economy, restrictions imposed to slow the antagonistic groups. It was assumed that the unity of
spread of COVID-19 are impacting negatively on the economy, purpose directed at independence would sustain internal
and deepening poverty among our people. These challenges unity among the South Sudanese and smooth the path
are briefly discussed in this section. to nation-building. Regrettably, as was the case for most
independent states in the African continent, once the
struggle for independence was won, internal fractures and
2.1 Conflict and peacebuilding initiatives
power struggles began to resurface, clouding the rays of
For decades, Southern Sudan was at war with the Government hope that lit every corner of the country. The long period
of the Sudan over the right to become a sovereign and of post-independence conflict began with a dispute with
independent state. The struggle resulted in the first Sudan over the border and ownership of the oil fields, leading
significant agreement with the north, the Comprehensive to hundreds of deaths and hundreds of thousands being
Peace Agreement signed in January 2005. The Agreement displaced. That conflict was resolved in September 2012
reaffirmed the autonomous status of South Sudan, and with Sudan and South Sudan agreeing on a deal to improve
provided for a permanent ceasefire and referendum on trade and security of the oil fields. In December 2013, barely
1 World Food Programme, South Sudan Integrated Context Analysis, 21 December 2018.
2 World Bank, The World Bank in South Sudan, 2 April 2021, https://www.worldbank.org/en/country/southsudan/overview#:~:text=South%20Sudan%20
is%20one%20of,less%20than%20%24200%20in%202017.
a year after the conflict with Sudan, the young state imploded Figure 1: Humanitarian needs
in a civil war.
2.1.1 The ARCSS and R-ARCSS Situation in numbers

Despite numerous efforts at brokering peace, the civil
war that began in 2013 lasted until the parties signed the
4.4
ARCSS in 2015. This Agreement provided for a permanent
ceasefire, a transitional government of national unity, a
national legislative assembly and a peace enforcement and
monitoring institution guaranteed by the United Nations, million
the African Union and the Intergovernmental Authority
on Development. Implementation of the Agreement was
disrupted by renewed conflict in 2016. That war resulted children in need of humanitarian assistance
in unspeakable misery for our people, with over 2 million
of our citizens displaced in neighbouring countries and
hundreds of thousands internally displaced, including
8.3
in United Nations protection of civilians centres. This
reality moved all parties to the conflict to renew their
commitments to sustainable peace. In September 2018,
the R-ARCSS was signed. The R-ARCSS reaffirms the million
parties’ commitment to the 2015 Agreement, including
a permanent ceasefire, reconstituted TGoNU, transitional
people in need of humanitarian assitance
national legislative assembly, reformed judiciary, effective
delivery of humanitarian assistance and reconstruction,
as well as improved economic, financial and natural
resource management. As stipulated in Chapter IV of
the R-ARCSS, the Ministry of Finance and Planning was
instructed to review the NDS and use it as a vehicle to
310,000
accelerate progress in achieving a sustainable and resilient
national economy. The R-ARCSS is, so far, the longest-held
agreement in the country’s history.
refugees and asylum seekers in need of
humanitarian assistance
2.1.2 National Dialogue for Peace and
Reconciliation
The various agreements, from the Comprehensive

Peace Agreement to the ARCSS, and its counterpart, the
R-ARCSS, were driven by political leaders. To strengthen
the people’s voices for peace, the GRSS supported a three-
year national dialogue process which began in December
2.4
million
2016 and concluded in November 2020. As the first truly
national conversations since independence, the National South Sudanese refugees in
Dialogue provided an opportunity for every South Sudanese neighbouring countries
to articulate a vision for the country and contribute to
establishing the actions required to put South Sudan on a
sustainable path to peace and development. Priorities from
Source: United Nations High Commissioner for Refugees
the National Dialogue process reaffirm the R-ARCSS and go
further to recommend a path to sustaining peace beyond 2

the implementation of the R-ARCSS. Among others, the 1.8
National Dialogue makes recommendations on the vision and
1.6
structure of the state, including the system of government;
1.4
the unification and professionalization of security forces and
institutions to guarantee the people’s safety and security; 1.2
a strong, accountable and inclusive judiciary; constitutional 1

democracy with predictable transfer of political powers 0.8
through elections; the allocation and sharing of national
0.6
resources; the resolution of border issues; and citizenship
2011 2012 2013 2014 2015 2016 2017 2018
and political participation. It also recommends accelerating
infrastructure development and the transformation of the Figure 2: Trends of humanitarian funding
economy. The National Dialogue report has informed the Source: United Nations Office for the Coordination of Humanitarian Affairs
Financial Tracking Service
design of this R-NDS.
our country out of these humanitarian conditions and return

2.2 Humanitarian situation
to a steady trajectory towards sustainable development.
There has been a steady worsening of the humanitarian

situation across the country since the crisis in 2013. 2.3 Impact of COVID-19 and response
Between 2017 and 2020 the number of people who were
estimated to need humanitarian assistance had remained at South Sudan recorded its first case of COVID-19 on 5 April
7.5 million people – nearly 61 percent of the total population of 2020. The GRSS responded swiftly by imposing measures
12.2 million. The 2021 South Sudan Humanitarian Response such as curfew, limiting movement and safeguarding social
Plan describes the humanitarian situation as “dire”, noting distancing to contain the pandemic. These measures,
that about 8.3 million South Sudanese need humanitarian coupled with regional and global responses, have had a
assistance across the country. Of this number, “A total of 7.7 significant negative socioeconomic impact. The timing of
million people is expected to need food assistance, including the pandemic could not be worse for peace. When it began,
7.24 million acutely food insecure South Sudanese in rural the R-TGoNU had only been in office for two months, facing
areas, 130,000 people in urban areas and 314,000 refugees daunting challenges in leading the post-conflict transition.
in South Sudan. An estimated 1.4 million children and 480,000 COVID-19 adds strain and poses a threat to the peace
pregnant or lactating women will be acutely malnourished process, as major reforms are still outstanding. As indicated
and in need of treatment. Some 2.2 million South Sudanese in Figure 3, the pandemic’s most direct impact was on the
refugees have fled to, and remain in, neighbouring countries economy, with constrained fiscal space as government
and 1.6 million others remain internally displaced”. resources dwindled in the face of falling global oil prices,
The drivers of this dire situation include the raging runaway inflation, depletion of government reserves and a
COVID-19 pandemic, which has severely undermined our huge gap between the official and parallel market exchange
economy; continuing intercommunal violence that prevents rates. Despite these constraints, signatories to the R-ARCSS
our people from farming and producing their own food; have held on to their commitment to peace.
and floods, drought and locust invasion in parts of the
country. The floods have rendered some parts of the
country inaccessible to humanitarian support. Amid these 2.4 Fragility
challenges, the generosity of the international community
has been tested by the protracted nature of our conflicts South Sudan was one of seven countries to pilot the
and the burdens of COVID-19; the latter has resulted in implementation of the New Deal for Engagement in Fragile
acute economic downturns for every nation on the globe. States, which was signed on 30 November 2011 in Busan,
Figure 2 shows the downward trend, for the past five years, South Korea. As part of its implementation, South Sudan
in humanitarian support. This should be a wake-up call to lift conducted a fragility assessment in 2012, which was
Government revenues took a hit as oil prices declined The authorities relied on central bank financing to cover revenue shortfalls
Oil revenues and prices BSS: Net claims on central government (SSP, billions)
90 120
Oil revenues (SSP, billions) Oil prices (US$ per barrel)
75 100
60 80
45 60
30 40
15 20
0 0
2017Q1
2017Q2
2017Q3
2017Q4
2018Q1
2018Q2
2018Q3
2018Q4
2019Q1
2019Q2
2019Q3
2019Q4
2020Q1
2020Q2
Jun-19
Jul-19
Aug-19
Sep-19
Oct-19
Nov-19
Dec-19
Jan-20
Feb-20
Mar-20
Apr-20
May-20
Jun-20
Jul-20
Aug-20
The exchange rate depreciated sharply on the parallel market… … increasing the risk of a rebound in inflation
Parallel market exchange rate (SSP per US$) Inflation

550 600
500
450 400
300
350
200
100
250
0
150 -100
Aug-20
Jan-18
Sep-18
May-19
Jan-20
Oct-20
Apr-15
Aug-15
Dec-15
Apr-16
Aug-16
Dec-16
Apr-17
Aug-17
Dec-17
Apr-18
Aug-18
Dec-18
Apr-19
Aug-19
Dec-19
Apr-20
Figure 3: Socioeconomic impact of COVID-19
Source: International Monetary Fund (IMF) staff report, 2021
updated in 2017. The 2021 South Sudan fragility assessment politics). This reflects the hope of the people that there will be
is the third nationally led and nationally owned review of continued progress with R-ARCSS implementation. It signals
the drivers of fragility across the country. The 2012 report the start of growing, yet tenuous, political rapprochement and
took the pulse of the nation a year after independence – a the politics of tolerance and compromise that should be the
period of hope and optimism about the future of South bedrock of all peaceful democracies.
Sudan. The 2017 assessment was undertaken during a On PSG 2 (Security) and PSG 3 (Justice), there is slight
time of conflict and violence, when citizens’ perception of improvement. Specifically, the ‘Justice’ rating rebounded to near
the nation was at a low. The 2021 assessment took place 2012 levels. While faith in the economy and the GRSS’s use
in the aftermath of the violence that occurred in 2016 and of revenue and delivery of services saw slight improvements
the implementation of the R-ARCSS. Armed factions have over 2017, the overall rating of PSG 4 (Economic foundations)
largely put down their arms and the country is on a path to and PSG 5 (Revenue and services) remain close to the crisis
recovery. These developments reflect how South Sudanese stage. Issues of land reform, youth employment and poverty
have assessed the state of fragility in the country. are persistent, and in some communities are deteriorating.
As illustrated in Figure 4, the 2021 fragility assessment Implementation of the R-ARCSS must be accelerated to
shows slight improvement in all five PSGs, compared to 2017. provide peace dividends to people across the country. This
The general perception is close to what was obtained in the R-NDS has prioritized these challenges and, unlike the National
2012 assessment when optimism for the future of the country Development Plan and the NDS, which could not be fully
was high. While the 2017 results indicated that the country implemented, the government and people of South Sudan
was in complete ‘Crisis’ (Stage 1), the 2021 results indicate are determined to fully implement this R-NDS, to improve the
advances have been made towards ‘Rebuild and reform’ (Stage economy, boost revenue and improve basic services across
2) on the New Deal Fragility Spectrum. The general view is that the country. Figure 3 shows the comparative scoring of the
encouraging progress has been made in PSG 1 (Legitimate five PSGs in 2012, 2017 and 2021.
PSG 1: Legitimate politics

Most
progress achieved
PSG 2: Security Moderate

PSG 3: Justice progress achieved
PSG 4: Economic foundations Limited

PSG 5: Revenue and services progress achieved
Figure 4: Status of the PSGs in South Sudan, 2021
South Sudan PSG ranking in 2012 South Sudan PSG ranking in 2017 South Sudan PSG ranking in 2021
5
3
PSG rating
2.4
2.0 2.0 2.0 2.0 1.9
2 1.8
1.4 1.5
1.0 1.0 1.0 1.0 1.0 1.0
1
0
Legitimate
politics
Security
Justice
Economic
foundation
Revenue and
sevices
Legitimate
politics
Security
Justice
Economic
foundation
Revenue and
sevices
Legitimate
politics
Security
Justice
Economic
foundation
Revenue and
sevices
Figure 5: Comparison of fragility ratings
2.5 Regional dynamics central in the R-NDS, which aims to leverage the advantages
of having many neighbours and potential trading partners, as
As South Sudan is a landlocked country, the risk of regional well as cultural and intellectual exchanges to enrich South
instability will always impact on our own stability, peace and Sudan and the region. The Africa Continental Free Trade Area,
prosperity. Most countries with which South Sudan shares of which we are members, will help remove barriers to trade
borders have had recent histories of instability. These have and thereby improve opportunities for businesswomen and
heightened the risk of spill-over of conflict and population men from South Sudan to access markets in neighbouring
movements along all borders. Additionally, with the need to countries and beyond in Africa.
export oil via at least one neighbouring state, deeply embedded
regional interests and legacies of the past, as well as national 2.6 Poverty
political implications, come to the fore. Ensuring strong
relationships with our neighbours and cohesion of cross-border Recurring conflicts since independence have undermined
communities, sustained by trade and cultural exchanges, development gains and worsened the socioeconomic
must be at the centre of all development strategies. This is conditions of the people. About 82 percent of the population
100 underlying causes of conflicts; restoring peace and stability

88% across the country in line with the provisions in the R-ARCSS;
80 82%
and ensuring economic recovery. This will require, among
others, implementation of comprehensive macroeconomic
60
reforms, including measures to reduce inflation and address
50%
40
foreign exchange distortions, as well as longer-term action to
diversify the economy. The 2011–2013 South Sudan National
20 Development Plan made similar assertions when it noted,
“Strengthening Public Financial Management systems and
0 pursuing a people-centred public investment programme will
2012 2014 2016 2018 2020
support resilience, reduce poverty, build a stock of human
Figure 6: Poverty trends capital and secure the future”.4 With support from partners, the
Source: United Nations Human Development Report
GRSS is on course with these reforms, including stabilizing the
exchange rate, regularizing salary payments and implementing
in South Sudan is poor, according to the most recent World public financial management reforms.
Bank estimates, based on the $1.90 2011 purchasing power
parity (PPP) poverty line, up from 51 percent in 2011.3 Data 2.7 Macroeconomy
from the United Nations Human Development Report 2020
records a worsening poverty trend, as illustrated in Figure 6. Steady implementation of the R-ARCSS, rising oil prices
South Sudan ranks 185 out of 188 countries on the 2020 and a resumption in oil production had put South Sudan’s
Human Development Index. The country struggles with high economy on a recovery path, registering a robust 13.2
maternal and under-five mortality rates. High income poverty percent in the 2019/20 fiscal year (FY), up from negative
is compounded by multidimensional poverty. The cost of 2.4 percent in 2017/18 5 and widely forecast to continue
essential food items has risen by 42 percent; only 28 percent, that trend in 2020/21. In addition, inflation fell sharply
34 percent and 35 percent of our people have access to from 125 percent in 2017/18 to 35 percent in 2019/20
electricity, phone and safe water supply, respectively. An and the exchange rate stabilized. However, the nascent
unacceptable number of our children (about 2.4 million) economic recovery was suddenly and brutally derailed
are out of school. Limited road infrastructure constrains in 2020 by locust invasions, floods and the COVID-19
the movement of people and thereby slows down nation- pandemic.6 The pandemic impacted the economy from
building. Government institutions are still developing and several sources. One was the sharp decline in international
have limited capacity to ensure the people of South Sudan, oil prices due to a pandemic-induced collapse in global oil
no matter where they reside in the country, experience the demand. Given the fact that the oil sector accounts for 70
presence of their government through effective and inclusive percent of gross domestic product (GDP) and more than 90
service delivery. percent of public revenues, the impact on the economy and
Notwithstanding these challenges, translating revenue was immense. Another impact was the disruption
independence into broad-based, sustained development of economic activity by government measures imposed
and prosperity remains the central objective of the GRSS. to contain the spread of COVID-19 – social distancing,
The sizable youth population – about 72 percent of South restrictions on people’s movements and a sharp reduction
Sudanese are 30 years of age and under – provides an in business operating hours disproportionately affected
energetic force for accelerated productivity, if their potential the service sector, which accounts for 6.1 percent of GDP.
is harnessed. The GRSS recognizes the need to position Meanwhile, floods and locusts had the severest impact on
the country to simultaneously focus on addressing the the agriculture sector, which accounts for 15 percent of
3 GRSS, South Sudan National Development Plan 2011–2013, Juba, 2011.

4 Ibid.
5 IMF, Country Report No. 21/70, April 2021.
6 World Bank Group, The World Bank in South Sudan, South Sudan at a Glance/Overview.
100% 40
90% 30
80% 20
70% 10
60% 0
50% -10
40% -20
30% -30
20% -40
10% -50
0% -60
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 (e) 2021(p) 2022 (p)
Agriculture, forestry and fishing Real GDP growth (right hand scale)
Mining, quarrying, electricity, gas and water
Manufacturing
Construction
Figure 7: Sectoral GDP share

Source: African Development Bank Statistics Department
GDP and employs 80 percent of the population.7 Figure 7 There have not yet been significant efforts to work towards
illustrates sectoral GDP share. economic diversification from oil dependence. Foreign direct
The country remains highly dependent on oil, which investment and local investment, including investment in
accounts for about 90 percent of government revenue, economic and social infrastructure, remain low. However, South
95 percent of total exports and more than half of the country’s Sudan’s potential for political and economic development
GDP. Outside the oil sector, livelihoods are concentrated
8
remains high, with opportunities in the non-oil sector and
in low productivity, unpaid agriculture and pastoralist work. improvements in global oil prices. While diversification from
oil dependence should be a goal, the growth surge in 2019
demonstrates the commodity’s capacity to fuel growth in the
400 meantime, when strategically exploited.
300
2.7.1 Inflation
200 The World Bank notes that supply shocks induced by flooding,
locust invasions and COVID-19 disruptions, coupled with
monetization of the government budget deficit and currency
100
depreciation, increased inflation to an estimated 31.1 percent
in 2020 from 24.5 percent in 2019. The South Sudanese pound
0
(SSP) depreciated by 10 percent in November 2020 relative
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
to the same period in 2019, to SSP 176 per US$. Falling global
oil prices have reduced government revenues by 40 percent,
Figure 8: Inflation trends (2012–2021) increasing the fiscal deficit to 4.9 percent of GDP in 2020
7 Ibid.
8 African Development Bank Group, The Political Economy of South Sudan, 2018.
15
2020f, 4.893 IMF most recent (April 2020)
10
-5
-10
2020f, -4.3
-15
-20
-25
World Bank most recent (10 June 2020)
-30
2017 2018e 2019e 2020f 2021f
IMF World Economic Outlook, October 2019

IMF World Economic Outlook, April 2020
World Bank Macro Poverty Outlook, April 2020
World Bank South Sudan Economic Update, February 2020
World Bank Global Economic Propects, June 2020
Figure 9: GDP growth forecast

Source: World Bank Group, IMF
from 2.5 percent in 2019. Reduced oil export receipts and a external borrowing expected to bridge the public financing gap.
slowdown in financial inflows, mainly remittances and foreign The current account deficit is expected to fall to 2.3 percent of
direct investment, widened the current account deficit to 4.5 GDP in 2021 because of improved global oil prices.
percent of GDP in 2020 from 2.7 percent in 2019. Banking,
which dominates the financial sector, has been affected by the 2.7.2.1 Fiscal and monetary sector
COVID-19 containment measures. Credit to the private sector, South Sudan’s debt risk rating improved from debt distress
which fell by 20 percent in 2019, dropped another 40 percent to high risk in October 2020, due to the restructuring of the
in 2020, reflecting subdued economic activity and the high country’s commercial debt with Qatar National Bank, which
cost of finance. The economic slowdown is also expected to accounts for 46 percent of external debt. Debt restructuring
aggravate poverty and unemployment, with disproportionate and the clearance of arrears owed to Sudan also helped
effects on youth and women. reduce external debt to an estimated 28.3 percent of GDP in
2020 from 38 percent in 2019.9 Commercial loans accounted
for 81 percent of the total external debt as of June 2020,
2.7.2 Positive macroeconomic outlook
followed by multilateral (8 percent) and bilateral (11 percent)
A peace dividend and the projected rebound in oil production loans. The GRSS is revamping non-oil revenue collection.
and exports will support partial economic recovery, with real The National Revenue Authority has improved systems and
GDP expected to grow by 0.1 percent in 2021 and 2.5 percent methods and this has resulted in a vastly increased rate of
in 2022. Inflation is expected to drop to 23.3 percent in 2021 collection. These more effective methods are being extended
due to the easing of containment measures, especially the to the states to improve collection nationwide.
reopening of borders with Kenya and Uganda, which will facilitate However, while this is an important development, the GRSS
the importation of food and other essentials. Public financial will expand the fiscal space by enhancing fiscal transparency,
management reforms and the recovery of global oil prices will accountability and reporting. Improving the transparency of
reduce the fiscal deficit to 1.2 percent of GDP in 2021, with resource-backed loans and building the capacity to design and
9 Ibid.
implement prudent macroeconomic policies will support debt facilitate resource mobilization, as well as to agree on the
sustainability in the medium to long term. The GRSS intends approach to increase development investments, without
to accelerate economic diversification and reduce reliance compromising humanitarian support. Additionally, the GRSS
on oil. Freeing up fiscal space while expanding social services will explore the potential for resource mobilization through
requires close examination of the structure of the budget and remittances from the diaspora and household endowments.
reviewing some of the standing but expensive votes. Given The long-term goal of the GRSS is to put the economy on a
the recent history of the country, it is no surprise that defence path of sustained growth and development. The aim of the
is one such item, at 12 percent of the total budget in 2015. R-NDS is to lay a solid foundation for the government’s long-
The defence budget and other items will be reviewed, along term goal to put the economy on a path of sustained growth
with other conflict-related expenditure, against the backdrop and development. That will require an increase in investments
of an evolving peace, with a view to this evolving into one up to prevailing levels in neighbouring countries. Increased
of the most important dividends of peace: the liberation of investments will require additional financing, for example
significant resources for expansion of priority social services through allocating part of the oil revenues to development
and for investments. purposes. The economy of South Sudan is described as one
of the most oil-dependent economies. The external sector is
2.7.2.2 External sector therefore dominated by oil accounts. This is easily observed
Development assistance in South Sudan is concentrated on in the amount of exports accounted for by oil exports. The
financing humanitarian interventions and social services. The external sector continues to show deficits in most years,
GRSS will continue to engage with development partners to as seen in Figure 10.
70 8
7.1
6
60
4
50 0.7 2
1.8
- 0.9 0
40 - 0.8 0.6
- 1.1 - 2.6
3.1 -2
30 - - 4.5 - 2.3
- 2.7 -4
- 4.5
20 -6
-7.5 -8
10 - 10.8
- 9.4 -10
0 -12
2015 2016 2017 2018 2019 2020 (e) 2021 (p) 2022 (p)
Export Current account

Import Trade balance
Figure 10: External sector

CHAPTER THREE:
Strategic framework
3.1 Introduction 3.3 Goal
The strategic framework in the 2018–2021 NDS remains The goal of the R-NDS is to consolidate peace, stabilize the
relevant to this R-NDS. We have, however, made some economy and return to sustainable development.
adjustments to inform our current realities, as well as ensure
the R-NDS primarily supports the implementation of the
3.4 Core objectives
R-ARCSS. This chapter highlights the goal, objectives, priorities
and approaches that will have a multiplier effect to stabilize
• Establish and/or strengthen institutions for
the economy and sustain our peace. A major change is that,
transparent, accountable and inclusive governance.
informed by our challenging history of development plans
• Foster macroeconomic stability and lay foundations
and strategies being hampered by conflict and instability,
for the diversification of the economy.
this R-NDS was designed by drawing on the risk-informed
development approach. This approach “takes account of • Build critical infrastructure for sustainable
multiple threats and complex risks” in the planning and development, including roads, energy, public
implementation of development strategies and plans. buildings and broadband capability.
Unlike previous practices, where development efforts were • Increase support to the social sector for human
abandoned due to shocks and crises requiring humanitarian capital development and protect the vulnerable
response, we are determined to adapt implementation of the population, to leave no one behind.
R-NDS to shocks and crises should they arise, focusing on
• Mainstream gender in all development policies and
building the resilience of our people and communities. This
programmes and empower women and youth as
chapter also reflects priorities as defined by our people through
drivers of growth and nation-building.
broad consultations and elaborates on our commitment to fully
implement the R-ARCSS, while guaranteeing R-NDS alignment
to the SDGs and Africa Agenda 2063.
3.5 Guiding principles
3.2 Vision In the design of our vision, we agreed on three principles as

the foundation for achieving sustainable development and
In 2011, through extensive consultations, the government prosperity. These include democracy, rule of law and building
and the people of South Sudan agreed on a national vision, relations with our neighbours and the rest of the world. As we
“Vision 2040: towards freedom, equality, justice, peace are increasingly confronted by the existential threats posed by
and prosperity for all”. To achieve this vision we will build a climate change, we have added environmental sustainability
nation that is educated and informed; prosperous, productive, as a fourth guiding principle for the implementation of this
and innovative; free, just and peaceful; democratic and R-NDS and future development plans.
accountable; safe and secure; united and proud; and
compassionate and tolerant.
Chapter Three:Strategic framework 33
3.5.1 Democracy
3.6 Approach
• Democracy and political pluralism;
• Inclusiveness to celebrate ethnic diversity; To achieve these objectives, the GRSS has
• Respect for democratic institutions and collective adopted the following strategic approaches
responsibility; in the design, as well as implementation of
• Devolution of power, decentralization and self-governance; the R-NDS:
and
• Unity of the people of South Sudan based on their free will, Government leadership: South
expressed through the democratic process. Sudan is a nascent state that
has been engulfed in crises, and
3.5.2 Rule of law public institutions are developing
gradually. The evident capacity
• Supremacy of the rule of law and separation of powers; gap has necessitated the use of third-party
• Human rights and fundamental freedoms as stipulated in modalities for several of our development projects.
the Constitution of the Republic of South Sudan, as well as The R-NDS will begin the process of reinvigorating
international and regional covenants; development led by the public sector. The GRSS will
• Justice and equality for all, irrespective of ethnicity, lead the financing of the R-NDS through budgetary
religion, gender, state of origin or social status; allocations, and all national budgets in the period of
• Accountability, transparency and good governance; and the R-NDS will be aligned to it. We will also invest in
• S afeguarding the rights of children, youths, widows, strengthening public sector institutions, particularly
orphans, wounded heroes/heroines and war veterans. those in the social sector, so they gradually assume
the implementation role. Public sector institutions,
3.5.3 International relations through the sector working groups, will lead in
reporting on the implementation of the R-NDS. All
• Balanced foreign policy and international relations based local government institutions will have coordination
on national and mutual interests, respect among nations and monitoring capacity to ensure the results of the
and preservation of global peace and stability; R-NDS are achieved.
• Regional integration and cordial relations with neighbours;
• Public–private partnership and foreign direct investment Partnership and coordination:
for sustainable development; and South Sudan is a fragile and
• Promotion of diplomatic relations to further the interests conflict-affected nation, and
of the people of South Sudan. recognizes the critical role being
played by development partners.
3.5.4 Environmental sustainability Strong partnerships and effective development
cooperation are essential to mobilize the resources
• Raising of awareness on the diverse and rich vegetation required to achieve expected development
zones of South Sudan and sustainably harness the outcomes elaborated on in the R-NDS. The GRSS
resources; will strengthen its partnership and engagement
• Reforestation and afforestation, regenerate pastures for strategy to ensure that various stakeholders,
pastoralists, and invest in alternative energy sources for including government, the private sector, civil
cooking; and society and development partners, combine
• Consistent environmental impact assessments and their resources and competencies to deliver the
regular environmental audits as prerequisites for all oil, gas R-NDS. All government coordination structures
and mining activities. at local, state and national levels will be activated
and strengthened to coordinate efforts and forge
partnerships at their respective levels.
Triple nexus: South Sudan is grappling Youth-centred and empowered:

with a multitude of different crises At the heart of the R-NDS
and shocks. Protracted conflict has implementation will be our top
reversed developmental gains and development resource – the more
regular weather disasters like droughts than 70 percent youth population
and floods have been compounded in recent times by of our young state. The youth, with their energy and
invasion of desert locusts and the COVID-19 pandemic. adventurous attitudes, if empowered, will accelerate
These crises have resulted in a significant humanitarian the development of South Sudan. The GRSS, in
footprint. We acknowledge the great support and collaboration with our development partners, will
relief these humanitarian investments continue to establish vocational training centres in every state
bring to our people. At the same time, the GRSS, to make them accessible to our young women and
with support from the United Nations, African Union men. We will also partner with the private sector and
and Intergovernmental Authority on Development, is other partners to expand employment opportunities
investing in peacemaking and stabilizing security. This for youth and invest in home-grown entrepreneurial
situation demonstrates the interconnectedness of initiatives through a dedicated Youth Enterprise
the peace, development and humanitarian challenges Development Fund.
and the need for an equally integrated response.
We therefore adopt the ‘triple nexus’ approach to Invest in value chain development:
the implementation of the R-NDS. The triple nexus Although historically Africa has
approach, endorsed at the World Humanitarian Summit, predominantly been an exporter of
facilitates stronger collaboration and coordination raw materials, we will promote value
among actors from the development cooperation, chain development and small-scale
humanitarian action and peacebuilding fields. It also
10
manufacturing. The phenomenal advancement of
focuses on a path for risk-informed development. efficient technology and the blossoming innovation
among our young population is an impetus for
Inclusion and spatial advancing this approach. Similarly, the endorsement of
representation: In the Declaration the Local Content Policy will propel endogenous small-
of the 2030 Agenda for Sustainable scale manufacturing. Through the R-NDS, the GRSS
Development, we joined other will lay the foundation for value-chain development
world leaders in committing to leaving not a single through support for small-scale processing and
member of our society behind in the eradication of manufacturing in the agricultural, oil and gas, and
poverty and achieving prosperity. We acknowledge mining sectors.
that exclusion and discrimination in development
investment violate the basic rights of the affected Results orientation: All GRSS and
individuals and communities. They are also drivers partners’ development activities
of conflict and polarization. In the implementation will be aligned to and monitored
of the R-NDS we will focus, in the first instance, on against the R-NDS to ensure results.
investing in remote and long-neglected communities. The GRSS will work to remove all
The Aid Coordination Unit in the Ministry of Finance institutional barriers and constraints that could
and Planning will be resourced to develop a geo- hamper implementation. State and local government
map of all our counties and payams to keep track of institutions will be empowered and capacitated to
development investments. Through this platform we monitor all development activities in their areas and
will prioritize neglected communities and promote report on them to a central body that will be established
proportionality of development investment across all in the Ministry of Finance and Planning.
states, counties and payams.
10 Organisation for Economic Co-operation and Development, 2019.

3.7 Alignment and prioritization 17: Partnership for the Goals
The success of the R-NDS will in part depend on the extent 16: Peace, justice and strong
to which it is aligned to the R-ARCSS, Africa Agenda 2063 institutions
and the 2030 Agenda for Sustainable Development. This
section elaborates the alignment to these national, regional 15: Life on land
and global development instruments.
14: Life below water

3.7.1 Alignment with priorities in the R-ARCSS
The first mandate of the R-TGoNU is to “Implement this

13: Climate action
Agreement and restore permanent and sustainable peace,
security and stability in the country.” One of the instruments
for that is the NDS. The R-ARCSS requires the Ministry of 12: Responsible consumption and production
Finance and Planning to “review and implement” the “National
Development Plan”, with a view, clearly, to aligning it to
the requirements of the implementation of the R-ARCSS. 11: Sustainable cities and communities
However, the 2018–2021 NDS was finalized before the

R-ARCSS was signed.
10: Reduced inequalities
This review is intended to realize the alignment of the
R-ARCSS to the NDS. While the R-NDS is critical to the
implementation of the Peace Agreement, it is not the only 9: Industry, innovation, infrastructure
instrument for implementing the strategic goals outlined in
the Agreement. As a sustainable development framework, the
8: Decent work and economic growth
R-NDS will contribute to some of the economic governance
and social development provisions in the R-ARCSS.
7: Affordable and clean energy
3.7.2 Africa Agenda 2063 and the Sustainable

Development Goals 6: Clean water and
sanitation
The NDS draws inspiration from the Africa Agenda 2063. The
Agenda envisions an integrated, prosperous and peaceful
5: Gender equality
Africa, driven by its own citizens and representing a dynamic
force in the international arena. A key aspiration of the Africa
Agenda 2063 that provides inspiration for the R-NDS is a 4: Quality education
peaceful and secure Africa. Notably, it has been established
that the congruity between the 2030 Agenda for Sustainable
3: Good health
Development and Africa Agenda 2063 is about 90 percent11
and thus analysis of the alignment of Agenda 2030 with the
R-NDS is largely applicable for Agenda 2063. 2: Zero hunger
South Sudan is a signatory to the 2030 Agenda for
Sustainable Development, which was unanimously adopted
at the 2015 United Nations General Assembly by Member 1: No poverty
States. The 17 Goals and 169 Targets of the Agenda aim at
0 50 100 250 200
advancing development that safeguards planetary boundaries
Male Female Total
11 United Nations Development Programme, Africa Policy Brief, vol. 1, Figure 11: Prioritization of SDGs for the R-NDS
no. 1, January 2017.
while leaving no one behind in meeting the needs of all peoples 3.8 R-NDS clusters
and sustaining local and global peace. The NDS 2018–2021
was informed by the report on the SDG consultations held The national consultations, fragility assessment and
in 2017. This R-NDS has benefited from the MyWorld 2030 consultations with development partners and other
survey carried out during the national consultations and
12
institutions brought out many issues that stakeholders
fragility assessment workshops that took place to design considered as development priorities. Table 2 outlines
the strategy. We are heartened by the level of awareness of priorities as identified during the national consultations.
the Goals among our population. Despite years of instability Many of the priorities resonate with those identified in 2017
and preoccupation with dire humanitarian crises, 55 percent during the development of the 2018–2021 NDS and formed
of respondents, many of whom were from the states and its four clusters. The repeat of these challenges is evident of
counties, demonstrated full knowledge of the 2030 Agenda. the slow pace, and in most instances, the derailment of our
Although all the Goals resonate with South Sudan’s development drive due to persistent instability and cyclical
national Vision, in 2017 and 2021 a consensus emerged disasters since the development of the 2011 South Sudan
that SDG 16: Peace, Justice and Strong Institutions should National Development Plan and the NDS that succeeded it.
be the priority SDG for the country. SDG 16 was again The R-NDS adds a fifth cluster to those defined in the
selected as the enabling goal among participants during the NDS. The fifth cluster includes gender and youth, which
2021 consultations. Considering our turbulent history, the would normally fall under ‘cross-cutting’ issues. The
population have rightly recognized the building of an inclusive operationalization will reflect their cross-cutting essence.
and peaceful society, administered by strong institutions, as Environment has been added to the cross-cutting chapter. At
the foundational development task for our young republic. In the activities level, the R-NDS meets current exigencies while
the area of social development, participants wanted the R-NDS noting the time constraints of the 2021–2024 R-NDS. The
to focus on SDG 3: Good Health, SDG 4: Quality Education, remaining priorities will be carried over in our next medium-
SDG 6: Clean Water and Sanitation, SDG 5: Gender Equality, term National Development Plan, which will be developed at
SDG 1: No Poverty and SDG 2: No Hunger. the end of the transition, anticipated in 2023.
The priorities are organized in clusters and the clusters
are organized to reflect the clusters in the R-ARCSS. Some
of the clusters do not quite fit in the development planning
Although all the Goals nomenclature. These are either explained in parentheses
or made clearer by the breakdown into their lower order
resonate with South Sudan’s components. The five clusters that will be delivered through
national Vision, in 2017 and this R-NDS include (i) governance, (ii) economic development,
(iii) services (social development), (iv) infrastructure and (v)
2021 a consensus emerged gender and youth (cross-cutting). These also reflect the
that SDG 16: Peace, Justice and core objectives of the R-NDS described in section 3.3 of
this chapter. The cross-cutting cluster also accounts for
Strong Institutions should be environmental sustainability and climate change, focusing on
the priority SDG for the country. the implementation of our Nationally Determined Contributions
(NDCs) framework.
12 The MyWorld 2030 survey brings people’s voices into the process of shaping and advancing the 2030 Agenda for Sustainable Development in their
home countries and across the world. It is one of the mechanisms through which disaggregated data is collected to monitor progress towards the
SDGs. The 2021 survey had 240 respondents (143 men and 94 women – three respondents did not indicate gender) and covered all 10 states of the
country. Groups nominated participants from the GRSS, women, youth, persons with disabilities, political parties, armed forces, faith-based organiza-
tions, civil society organizations and private sector representatives.
Table 2: Priorities from national consultations
Priorities
Constitution, rule of law, security and peace Macroeconomic stability
⚫ Develop a permanent Constitution. ⚫ Strengthen public financial management.

⚫ Strengthen security institutions and personnel. ⚫ Manage natural resources.
⚫ Build more courts to improve access to justice. ⚫ Manage consumption, savings and investment.
⚫ Focus on implementing the Peace Agreement. ⚫ Promote inclusive growth.
⚫ Diversify the economy.
Economic and social development Governance
⚫ Develop a hierarchy of social safety nets. ⚫ Strengthen local governments and devolve powers.
⚫ Support education and vocational training. ⚫ Support anticorruption institutions.
⚫ Train and support teachers. ⚫ Reform the public sector.
⚫ Establish clinics and health centres across the country. ⚫ Set up and support national elections bodies.
⚫ Ensure quality and safety of the basic package of health and ⚫ Develop information and communications technology (ICT) and
nutrition services. e-governance.
⚫ Build national, state and local health systems. ⚫ Promote women’s participation in governance.
⚫ Poverty index and targeted support to reduce poverty.
⚫ Focus on gender and women’s issues.
⚫ Create jobs.
Infrastructure Environment and climate
⚫ Upgrade and build new public buildings. ⚫ Develop policy, institutions and resources for disaster
⚫ Build and rehabilitate roads. prevention and response in vulnerable communities.
⚫ Invest in broadband. ⚫ Manage the environment.
⚫ Develop grid and off-grid energy. ⚫ Reduce the carbon footprint.
⚫ Address climate vulnerability.
2
CLUSTER CHAPTERS
Governance cluster
Economic cluster
Services cluster (social development)
Gender, youth and other cross-cutting issues
CHAPTER FOUR:
Governance cluster
4.1 Introduction people have recognized SDG 16 as central to our future, the

GRSS is of the view that inclusive democratic governance will
Democratic governance was at the centre of the quest for create the essential enabling environment for peace, political
independence for South Sudan. It was a major priority in maturity and stability; economic and social development;
the 2011–2013 National Development Plan and it is the and equitable service delivery. Accountable and transparent
first cluster in the R-ARCSS. Democratic governance is governance, the hallmark of democratic governance, mitigates
widely regarded as an important prerequisite for peace. The the risks of corruption and wastage of public resources –
limited political, institutional and cultural governance capacity resources required to address security, food security, health and
manifested since 2005 has been acknowledged by both the education needs of our people. The Mo Ibrahim Governance
the GRSS and partners as a major contributing factor to the Index in Figure 12 illustrates the health of governance in our
persistent conflict, political polarization and humanitarian country and the challenges we face in establishing effective,
crises the country has had to endure. Therefore, just as our inclusive and accountable governance.
Mo Ibrahim governance indicators, scores out of 100 (2016–2019)

development
South Sudan
Human
Africa
for economic
Foundations
opportunity
South Sudan
Africa
Participation,
South Sudan
rights and
inclusion
African
Security and
South Sudan
rule of law
Africa
South Sudan
governance
Overall
Africa
0 10 20 30 40 50 60
2019
2016
Figure 12: South Sudan governance indicators 2016–2019

While acknowledging that more needs to be done to 4.3 Goal

consolidate inclusive democratic governance, we also
celebrate the steps our young state has already taken. Establish and/or strengthen institutions for transparent,
We have localized the United Nations Security Council accountable and inclusive governance.
Resolution 1325 on women, peace and security and the
Convention on the Elimination of all Forms of Discrimination
Against Women. Some progress has been made towards 4.4 Objectives
the provision for 35 percent representation by women in
the R-TGoNU. We now have our first female speaker in the
To achieve the goal, four strategic objectives,
Transitional National Legislative Assembly. The international
also in the original NDS, are carried forward in
community has recognized our efforts towards public finance
the R-NDS:
management (PFM) reforms. Through this R-NDS we will build
on these gains and begin to address areas where there are 1. Political and legitimate governance:
still considerable challenges, including expanding access Consolidation of peace, preparation of the
to justice, strengthening the presence of rule of law in all permanent Constitution, rule of law and
our communities, and mitigating the risks of corruption security, and decentralization and local
by strengthening institutions and digitalizing most of our governance/devolution.
governance transactions. 2. Economic governance: Increase the pace of
implementation of the PFM reform agenda,
intensify anticorruption measures and
4.2 Key issues improve natural resource management.
3. Public sector reforms: Radical reform of the
civil service, develop systems, institute an
Cluster deliberations identified numerous
independent national electoral commission
issues that must be addressed to establish
and undertake manpower planning and
an environment for sustainable peace and
implementation.
development in the country. However, the
4. ICT and e-governance: Procure broadband
Cluster reached a consensus on the following
equipment, appreciation and institute
five key issues to be addressed during the
e-governance.
NDS period.
1. Insufficient legislative framework and lack

of implementation of existing laws.
2. High levels of corruption and lack of
transparency in South Sudan. Governance cluster alignment with SDGs
3. Insufficient physical infrastructure and

inadequate staff capacity.
4. (i) High proliferation of illegal arms
and delay in the implementation
of security sector reform and the
disarmament, demobilization and
reintegration programme.
(ii) Contamination of areas with unexploded
explosive ordnance and explosive remnants
of war, which affects farming, grazing and
human settlement.
5. National election and political
system reform.
4.5 Description of priorities
and reconciliation of our society and increase the peace
dividend through economic and livelihood opportunities for
As indicated in Table 2 in Chapter 3 (page 37), participants
young men and women across the country.
identified several priorities for achieving inclusive democratic
governance. We recognize all the priorities are critical for
4.5.1.2 The Constitution (R-ARCSS 1.2.5)
South Sudan, but considering resource and time constraints,
The Peace Agreement requires that a new permanent
sector working groups have identified the key priorities that
Constitution be developed during the transition. South Sudan
should be addressed through the R-NDS. The decision was
aspires to be a democratic constitutional republic, where
informed by commitments to implementing the R-ARCSS
everyone is equal under the law and the Constitution is the
and the basic prerequisites for establishing an enabling
supreme law of the land to which all other laws must conform.
environment for long-term investment in sustainable
Such a constitution needs to be widely acceptable to the
development. The priorities that are briefly described in
population. The permanent Constitution will therefore be
this section include:
drafted through a participatory process, which will support its
• permanent constitution-making; foundation in the rule of law. The GRSS has already proposed a
process that will be debated and endorsed by the Transitional
• transition to elected government;
National Legislative Assembly. As part of the R-NDS, the
• rule of law, security and access to justice;
GRSS commits to investing in an extensively consulted
• public finance management reforms;
constitution-making process.
• strengthening anticorruption activities;
• functional reviews and strengthening of
4.5.1.3 Rule of law and security
institutions; and
The R-ARCSS mandates the R-TGoNU to produce a permanent
• digitization and e-governance.
Constitution and undertake transitional justice measures,
as well as judicial and security sector reforms. Through
The priorities are organized and discussed in three categories
the R-NDS, measures will be taken to establish victim-
outlined in the R-ARCSS: political and legitimate governance,
centred, gender-sensitive and just, transitional justice
economic governance and public sector reforms.
mechanisms and processes that provide redress for past
4.5.1 Political and legitimate governance abuses, encourage societal healing and help guarantee non-
reoccurrence of violations. Key policy, legal and regulatory
The implementation of the Peace Agreement, drafting of frameworks for effective governance, based on the rule of
a permanent Constitution, instituting the rule of law and law, will be developed and aligned with international human
guaranteeing security, as well as democratic elections rights instruments, and offer legal protection to all South
(free and fair), implementation of devolution and political Sudanese, without discrimination. Judicial and security
inclusion are critical aspects to be addressed in ensuring sector reforms are also at the forefront of the government’s
political governance. work to ensure an independent and effective judiciary that is
capable of promoting accountability, and a unified, inclusive
4.5.1.1 Consolidate the peace (R-ARCSS 1.2.2) and accountable security force.
Consolidation of peace in South Sudan is a prerequisite South Sudan will continue its cooperation with the
for long-term sustainable development. It will significantly international community, as well as non-governmental and
reduce the humanitarian footprint and allow our young state civil society organizations, to address the evolving needs
to flourish. The core mandate of the R-TGoNU is to implement of its justice and security sectors. Priority will be given to
the R-ARCSS. The R-NDS is one of the important instruments promoting a people-centred approach in delivering fair and
for achieving this aim. Critical to realizing the aims of the accessible justice, introducing reviewed security measures
Peace Agreement and sustaining peace is constituting a and empowering citizens to exercise their human rights. This
unified force (a defence force integrated from the various will be achieved through the capacity-building of justice and
armed groups who signed the Peace Agreement) and law enforcement institutions at both national and state levels
demobilizing and reintegrating the many men and women to increase their ability to provide effective and equitable
who devoted their lives to our liberation but may not become services to the population and improve coordination
part of the unified force. We will also invest in the healing and reciprocity. National and state-level strategies that
support the presence, reach and responsiveness of these to be followed by state and local government elections. The
institutions to people’s needs will be implemented alongside legitimacy of any election depends on the credibility of the
measures that ensure that women; children; survivors of electoral management bodies. This is especially true for
conflict-related sexual violence and sexual and gender- South Sudan after such a protracted conflict. The Electoral
based violence; internally displaced people and returnees; Commission will be key: how it is instituted; how it works;
people living with HIV and AIDS; persons with disabilities; how it relates to the political system; how it manages to
and other vulnerable populations are able to access justice instil confidence in the population, political contenders,
and secure their rights. Law enforcement agencies will be international community and other stakeholders; and its
strengthened to regain the trust of the population through ability to carry out a free, fair and credible election. The
improved police–community relationships. The reduction and electoral acts that will protect the electoral management
prevention of violence, crime and disputes, and promotion of bodies and define their mandates need to be reviewed and
safety in hotspot areas and borders will be further supported strengthened. The role of civil society organizations to
by stronger community security mechanisms. promote citizens’ participation and monitor the integrity of
the elections needs to be developed. We also need to prepare
4.5.1.4 Capacity development for effective devolution the security forces, especially the police, to safeguard the
The South Sudan governance system comprises national elections. The readiness of all relevant institutions for
(federal), state and local governments. Local government inclusive, peaceful, free and fair elections will be achieved
comprises counties, urban municipalities, payams and bomas, through the R-NDS.
creating a hybrid of formal state structures and traditional
authorities. Two main constraints have been affecting
4.5.2 Economic governance
the smooth functioning of all spheres of government, in
addition to the conflict – lack of clarity of the extent of The benefits of effective economic governance – a stronger
devolution and limited resources. The R-ARCSS (4.1.5 and economy, increased investment, more job opportunities for
4.1.6) makes clear the principles governing devolution – youth and women and poverty reduction, among others – will
commitment to the devolution of power and to equitable be a preoccupation of the governance cluster. We will focus
sharing of wealth. In section 4.11, the R-ARCSS outlines the on (i) the PFM reform agenda, (ii) anticorruption, (iii) natural
revenue-sharing commitment and approach, gives timelines resource management and (iv) institutional reforms.
for agreeing on the revenue-sharing ratios and instructs the
constitutionalizing of the agreements, once reached. These 4.5.2.1 Public finance management (R-ARCSS 4.14)
provisions will include fiscal, political and administrative Since the onset of the COVID-19 pandemic, the GRSS has
devolution and entrench gender equity in the devolved started implementing much-needed PFM reforms. This is
system. As the country moves towards full devolution, important, given the weakness of PFM systems and their
which will be entrenched in the permanent Constitution, consequent impact on perception of the utilization of public
the multi-layered system will need to be infused with fiscal resources and the donor credibility gap. The government’s
and administrative capacities to effectively deliver on the commitment, through the careful identification of 11
mandate. The R-NDS will focus on building state and local priorities13 for PFM and the formation and functioning of
government capacities. Areas of focus will include skills PFM structures, is a notable step. Through the R-NDS, the
development and the provision of resources for planning, GRSS will implement the priorities of PFM reforms, including
monitoring, coordination, partnership and consensus- strengthening gender-responsive budgeting.
building.
4.5.2.2 Anticorruption (R-ARCSS 4.4.1)
4.5.1.5 The National Electoral Commission (R-ARCSS South Sudan has faced significant challenges with corruption
1.2.13) and leakages in public institutions. The country has
The R-TGoNU is mandated, before the end of the transition, consistently ranked poorly on major international corruption
to conduct general elections (presidential and legislative) indices, as illustrated in Figure 13. The mismanagement of
13 Some of these include strengthening the macrofiscal framework and budget process, starting the implementation of the treasury single account,
improving cash management practices, establishing a public procurement and asset disposal authority, and strengthening the Anticorruption
Commission and Audit Chamber.
public resources is evident in poor service delivery in the

country, with serious implications for eradicating poverty
and improving the human development conditions of our
citizens. During consultations for the R-NDS design, many
of our citizens singled out corruption as the most important
challenge to be resolved to actualize effective economic
governance. The GRSS agrees with this view. We recognize
that achieving the nation’s Vision 2040 impels us to take
bold and courageous steps to address corruption. The
Anticorruption Commission will be strengthened through
review of its Act and provided with operational resources to
elevate its role in the fight against corruption; government
services will gradually be digitalized through our commitment
to e-governance; and the National Audit Chamber will be
empowered by strengthening its laws and providing adequate
resources to enable it to conduct regular audits. The GRSS
will take the implementation of all audit recommendations
Score: Country/territory
seriously. In addition, the GRSS will support periodic public
66 Seychelles 29 Togo
61 Botswana 29 Mali expenditure reviews of key ministries, departments and
58 Cabo Verde 29 Guinea agencies, especially those that will lead the implementation
53 Rwanda 28 Uganda of the R-NDS.
52 Namibia 28 Mauritania
52 Mauritius 28 Liberia
46 Sao Tome and 28 Kenya 4.5.2.3 Natural resource management (R-ARCSS 4.8.1–3)
Principe 26 Nigeria The key natural resource mandates in the R-ARCSS are
45 Senegal 26 Mozambique
focused on oil extraction, but other resources like minerals,
44 South Africa 26 Angola
41 Ghana 25 Comoros
fisheries and timber are included. Through the R-NDS, the
41 Benin 25 Central African Republic GRSS will update the acts governing the oil sector with a
41 Lesotho 25 Cameroon view to enhancing transparency, equity and sustainability.
40 Burkina Faso 24 Zimbabwe
In addition, and as part of efforts to diversify our economy,
37 Tanzania 24 Madagascar
37 Gambia 23 Eritrea the GRSS will support the development of an economic
37 Ethiopia 20 Chad diversification strategy; strengthen laws regarding access
35 Côte d’Ivoire 19 Congo to and use of land for agriculture; and prudently invest in
34 Zambia 17 Burundi
the exploration of other minerals. The Nile River is a highly
34 Eswatini 16 Guinea Bissau
33 Sierra Leone 18 Democratic Republic governed and internationally contested resource, but it has
32 Niger of the Congo great potential for our economy. We will join other riparian
31 Malawi 16 Sudan
states in developing our strategy for optimum use of the
31 Gabon 16 Equatorial Guinea
30 Djibouti 12 South Sudan
Nile’s resources.
9 Somalia
4.5.3 Public sector reform (R-ARCSS 1.2.10)

SUB-SAHARAN AFRICA
AVERAGE SCORE 32/100 The R-ARCSS directs the R-TGoNU to “restructure, rehabilitate
and ensure radical reform of the civil service”. Such radical
Highly Very reform cannot happen in isolation. It requires that the
corrupt clean
entire public sector at national, state and local levels; state
No data
0–9
10–19
20–29
30–39
40–49
50–59
60–69
70–79
80–89
90–100
SCORE
Figure 13: Corruption Perception Index, 2019
enterprises; and other public entities be reformed, to achieve so with ICT. At this time, ICT usage in the country is patchy,
a holistic government approach to public sector reforms. characterized by limited broadband capacity, inadequate or
Through the R-NDS, we will undertake functional reviews of aging equipment and limited appreciation of the benefits and
public entities critical to R-NDS implementation and to the easy accessibility of ICT. We are determined to transition
strengthening of our government. The reviews will be followed to e-governance. To achieve this, we must put in place the
by gradual development of the systems and institutions as appropriate infrastructure, systems and culture. Through
elaborated in the capacity-building strategy in this R-NDS. this R-NDS, the GRSS seeks to achieve the following
foundational steps.
4.5.3.1 Functional reviews
An important goal we seek to achieve through the R-NDS 4.5.4.1 Broadband and equipment
is a more effective public service. The GRSS will carry out a Broadband is the capacity available to providers to supply
functional review of ministries, departments and agencies to Internet connectivity to their users. It affects both
help them achieve a level of institutional clarity. The review coverage of users and speed of use. When there is limited
will determine the number of ministries, departments and or unreliable connectivity, it is difficult to computerize
agencies with strategic plans that articulate their visions, important functions because they could be inaccessible
missions and core activities; organizational structures when they are needed. The key to ‘come from behind’ in
that streamline functions that overlap and minimize the ICT is to invest in sufficient broadband with spare capacity
underutilization of human resources; and engagement to accommodate future growth while considering future
strategies for relating to the public and other institutions technological innovations. We will invest in a stronger and
in government. bigger broadband capacity for public institutions. Over
time, and during the R-NDS implementation period, the
4.5.3.2 Systems development GRSS will invest in equipping government institutions to
We recognize that there is much to be done to optimize the gradually transition to e-governance. This will include Internet
performance of public service institutions. Some institutions capability; communication equipment, including computers;
and systems work well, while others are hindering their own and technical expertise to service ICT systems.
missions and roles. Building a strong public service includes
the development of systems, improving human resource 4.5.4.2 E-governance
capacities, improving conditions of workplaces and benefits, In this rapidly advancing digital age, it is imperative that
and promoting a culture of service. The GRSS has taken bold some aspects of our public services transition to using
steps to improve salaries. Equipping offices with tools and e-government tools to reach more of our people with
equipment will be a continual effort during the R-NDS cycle. speed and accelerate sustainable development. Under the
In addition, through the leadership of the Ministry of Public leadership of the Ministry of Information, Communication,
Service and Human Resource Development, the GRSS will Technology and Postal Services, the GRSS will support
review and improve the acts of ministries, departments and the development of a national strategy on e-government;
agencies (where required); ensure all ministries, departments create an enabling legal environment that includes data
and agencies have strategic plans that are aligned with protection law; and build the necessary infrastructure,
the R-NDS and the broader development agenda of the including broadband, Internet capability in key ministries,
GRSS; and build strong human resource capacity through departments and agencies, and a data centre to store and
continued learning. protect government data. We are confident that digital
transformation of the GRSS will contribute to transparency
and accountability; make GRSS services more efficient; and
4.5.4 Information and communications technology
enhance the reach and engagement of the GRSS with our
South Sudan has an opportunity to ‘leapfrog’ technological citizens. The transformation will also create employment
development by accessing the latest technology. While opportunities for our young people, who are breaking new
this is true of every field and every sector, it is even more ground in innovation and technology.
4.6 Governance cluster results framework
Three-year
Outcomes Measures (indicator) Baseline targets Means of verification
Comprehensive disarmament Percentage of civilian population 40% 30% Small arms survey
of ex-combatants, demobilizing with firearms and/or light
and reintegrating them into weapons
civilian life, and disarmament of
civilians with illegal arms
Ensure that legal frameworks Percentage of government 50% 70% Matrix of policy
are reviewed, reformed, passed, institutions with updated number instruments
enacted, assented to and of legal frameworks
implemented accordingly
Enhance communication and Percentage of public service 30% 45% Labour force survey
strengthen coordination and employees that perceived
institutional relations communication, coordination and
relations as being good or very
good
Ensure the resettlement and Percentage of the displaced 10% 55% Reconstruction
reintegration of returnees repatriated and resettled and Development
and refugees and provision of Commission reports
reconstruction and recovery
services
Ensure and enhance Percentage of civil servants with 35% 55% Labour force survey
institutional and human capacities required to function
resource development optimally
Formulation of the permanent The permanent Constitution is Not started 100% Approved and adopted
Constitution of South Sudan finalized and approved Constitution
Governance cluster results framework 2021–2024
Rule of law Citizens feel they have access to Strong belief 60% of Polls and surveys
justice before the law that access people feel
to justice they have
and redress equal access
by the law to justice
depends on
one’s status
Citizens feel they are treated Strong belief 60% of Polls and surveys
equally before the law that access people feel
to redress they have
by the law equal access
depends on to justice
one’s status
Three-year
Outcomes Measures (indicator) Baseline targets Means of verification
PFM Number of public sector Awareness 50% of PFM Secretariat

institutions adopting PFM has been ministries, reports
systems raised and departments
ministries, and agencies
departments fully PFM-
and compliant
agencies are
supported to
adopt PFM
Anti-corruption Institutional set-up The Commission Institutional

Commission and staff assessment
has not been appointed
set up and systems
are being
developed
Functional reviews Percentage of ministries, Many have 60% of Reports of the

departments and agencies strategic ministries, responsible authority
reviewed plans but departments (Public Service
they have and agencies Commission,
not been reviewed President’s Office.)
reviewed
E-governance Percentage of government Very little 10% of Institutional

functions computerized in some ministries, assessments
departments departments
and agencies
have
computerized
about 10%
of their core
service
functions
Elections A functioning national electoral No formally Fully Report on

commission reconstituted functioning preparedness for
electoral elections elections
commission by commission
R-TGoNU Report on free, fair and
credible elections
Constitution Finalization of a new permanent Transitional Permanent Report on the extent

Constitution developed through a Constitution Constitution of consultation for
participatory process 2011; of South constitution-making
amended Sudan process
2015
Natural resource management Number of legal frameworks Petroleum Update Completed acts
governing natural resource Act 2012; all three
management updated Petroleum related acts
Revenue for natural
Management resource
Act 2013; management
Mining Act
2012
CHAPTER FIVE:
Economic cluster
Despite the enormous economic potential of our country, we Foster macroeconomic stability and lay foundations for the
have suffered ebbs and flows in economic growth. With peace diversification of the economy.
now at hand, the GRSS will focus on growing the economy
and ensuring that the resources of the country benefit not
only current generations but future ones as well. This will 5.4 Objectives
require a well thought-out strategy for ushering in an era of
economic, social and political development. The R-ARCSS
To achieve the goal, four strategic objectives
tasks the R-TGoNU to do all it can to rebuild the economy,
will be achieved:
not only to revive and sustain livelihoods but to achieve long-
term and steady growth. Signatories of the Peace Agreement 1. Finalize legal and institutional frameworks
and the government are unequivocal in their belief that the for economic growth.
success of the Peace Agreement hinges on the success 2. Meet the East African Community
of the economy. The R-NDS will address urgent economic Basel Core Principles and international
development challenges, as well as lay solid foundations for requirements.
medium- to long-term economic development. Some of these 3. Enhance revenue mobilization and
foundations include policies and strategies (the small-scale strengthen PFM.
industrialization strategy, mining policy and strategy, private 5. Develop basic economic infrastructure.
sector development strategy) and the strengthening of the
informal sector, where many of our women operate.
5.2 Key issues
Economic cluster alignment with the SDGs
Cluster deliberations identified numerous

issues that must be addressed to establish
an environment for economic growth. Primary 5.5 Description of priorities
among the issues were the following, which
Numerous priorities were identified for the economic
must be addressed in the period of the R-NDS:
cluster during the consultations for the R-NDS. These
1. Inadequate macroeconomic data. were reprioritized by the sector working groups and cluster
2. Over-dependence on oil with no clear working groups to ensure they are feasible and achievable
strategy for diversification. in the three-year timeline of the R-NDS. The priorities
3. Very narrow private sector base and addressed include:
negligible presence and influence of South
Sudanese in the private sector. • macroeconomic stability;
4. Instability and uncertainties in the • strengthening the Stabilization Fund;
macroeconomic landscape. • developing an investment strategy;
• inclusive growth;
• social safety net and social protection; and 5.5.2 Inclusive growth

• economic diversification.
5.5.2.1 Income policy
Most developing countries do not pay attention to the
5.5.1 Macroeconomic stability
structure of incomes and what it means for ensuring inclusive
5.5.1.1 Stabilization Fund growth. Paying employees adequately and maintaining high
levels of employment is the quickest way to reduce poverty.
The oil sector accounts for 90 percent of South Sudan’s
When both the public and private sector are doing well and
exports. A change in the oil price on world markets exposes
expanding their businesses and services, the people they
South Sudan to severe shocks. Recently, COVID-19 reduced
employ must also derive benefit through their incomes. One
global consumption and the price of oil, adversely impacting
of the most effective ways of achieving this is through the
South Sudan’s foreign earnings and government revenue.
institution of minimum wages. If the minimum wage is above
The GRSS will ensure that when the income from oil is
the poverty level in the country, none of those who are working
high, surplus revenue will be put in the Stabilization Fund
can be poor. An equitable income policy, whether the income
established in the Petroleum Act of 2012 to protect our
is derived from employment, assets or social protection
economy from global oil price volatility. In order to meet the
programmes, is one of the best ways of ensuring that, as
mandate for the Stabilization Fund over time, the R-TGoNU will
the economy grows, no one is left behind. Besides income,
review the Act in a bid to strengthen it, create mechanisms
however, the most important instrument for a government to
for monitoring the transfer of funds to the account and
ensure inclusive growth is taxation. A progressive tax system
regularly report on the fund through the PFM mechanism.
that enables people and business entities to pay in line with
their financial situation and heavy public investment in social
5.5.1.2 Consumption, savings and investment strategy
services like education, health and social protection will ensure
Citizens’ savings and investments are critical to the health
equitable economic growth in the long run.
of the economy, but saving and investment by our citizens
An adequate compensation package for public service
has been a negligible factor in the economy. Several factors
employees not only improves morale, which has an impact
account for this. The public sector is the largest employer
on the quality of delivery of services and the facilitation
in South Sudan but salaries have been low, not enough to
of private sector productivity, but also has an impact on
eke out a living and save at the same time. The private
consumer demand and thus helps to grow the economy.
sector’s growth is inhibited by a poor business environment,
When complemented with progressive business development
macroeconomic instability, conflict, lack of financial access
support policies and a robust national income policy, supportive
and lack of entrepreneurial capacities. Non-governmental
of inclusive development, a sound foundation will be provided
organizations, though they pay well, do not employ large
for national savings and investment culture and practice. The
numbers of people. Structuring public sector employees’
R-TGoNU will focus on improving the policy environment to
pay and benefits improves national consumer capability
grow incomes for the benefit of our working citizens.
and improves access to social services that enhance
human capital productivity. A well-remunerated public
5.5.2.2 Social safety nets
sector, private sector-oriented development policies and
This topic is cross-referenced here for emphasis. It is
local content-oriented employment and business policies
discussed fully under the services cluster.
will boost overall savings and investment gains in South
Sudan. Through the R-NDS, the R-TGoNU will plan for and
make public sector investments that contribute to the 5.5.3 Economic diversification
creation of the national capital stock. Investments, such
5.5.3.1 Short term – diversification from petroleum to
as in infrastructure, human capacity, health, water, energy
agriculture
and other developmental initiatives that realise value over
Diversifying the economy is vital for sustainable economic
the long term will be prioritized. With improved services
growth. As long-term discussion on diversification unfolds
and improved remuneration, our citizens will have sufficient
over the next few years, diversification to agriculture is
income to save and invest in their futures.
a low-hanging fruit that can be achieved quickly. It can
create employment for many of our young people, who are
now vulnerable to the fuelling of conflicts because of their is fully aware of the vast potential of tourism to grow the
lack of income and sources of livelihood. Through the ‘oil economy, exposing our people to a range of possibilities. We
for roads’ project, the R-TGoNU will target road networks recognize the importance of controlling recurrent flooding by
that connect agricultural production areas to ease market directing the river channels in the country and constructing
access, and grow and mobilize the financial sector to invest in water reservoirs. This, in turn, makes possible the systematic
agriculture and agribusinesses. We will promote and protect removal of aquatic weeds to enhance tourism, and protect
innovation and support research to drive agroeconomic wildlife and livelihoods.
bankable projects at micro and macro levels.
5.5.3.4 Long term – balanced economy: primary,
5.3.3.2 Medium term – diversify within petroleum, manufacturing and service sector (internal and external)
agriculture and mining sectors As stated above, South Sudan produces raw materials in the
South Sudan currently produces substantial volumes agriculture and oil industries, and while the mining sector is
of oil and unprocessed minerals for export. Increased beset by illegal mining activities, this industry, too, has huge
beneficiation would help the country to diversify from the potential. The creation of legal frameworks and enforcement
export of primary products to value-added exports, thereby in the oil and mining sectors is critical to laying a foundation
cushioning the country from instability of commodity prices for economic diversification. Adding value to these products,
and demand, while at the same time realizing more value supplying both external and internal markets, would form
and boosting revenue. We will invest in agroprocessing the basis for long-term economic stability and sustainable
production, refining oil and gas, and producing downstream development. Developing policies and strategies for long-
manufacturers to set our country on an agriculture- term diversification will be one of the key priorities of the
oriented manufacturing path, and lay the foundation for R-NDS in the next three years.
industrialization in the long term. Investing in water as the blue gold economy is paramount
for economic recovery and economic diversification.
5.5.3.3 Medium term – service sector, in particular Domestic and foreign direct investment in the water sector
tourism will foster diversified revenue for our municipalities and rural
To jumpstart the tourism sector requires a stable security communities and enhance dignified standards of living and
environment. The full implementation of the Peace livelihoods. Unleashing the hydropower potential of all rivers
Agreement, to which the R-NDS contributes, will help create and tributaries in the country will stimulate economic growth.
a peaceful environment for tourism to thrive. We are rich in Moreover, the United Nations Human Development Index
biodiversity and culture, both of which are potential tourist (HDI) identifies water storage per capita as a key measure
attractions. Drawing lessons from our neighbours, the GRSS of economic growth of a nation.
5.6 Economic cluster results framework
Outcomes Measures (indicator) Baseline Three-year targets Means of verification
Economic cluster
Build a diversified Ratio of non-oil GDP 3% 7.5% Consumer Price Index,

economy annual GDP report
Reorient expenditure Share of capital 5% 10% National annual budget

to expand the expenditure as a out-turn
productive base percentage of total
government expenditure
Net cereal production 40% 60% Crop and food security

assessment mission
Expedite economic Feeder roads 750 km 1,000 km Ministry of Transport

infrastructure rehabilitated or
development constructed
Construction of a major 250 km 500 km Survey and assessment

highway of roads
Food reserve depots 0 3 (40,000 metric tons Ministry of Agriculture

built each) and Food Security
Mobile phone 6% 17.5% Ministry of Information,

penetration Communication,
Technology and Postal
Services
Number of developed or 0 6 Water information

rehabilitated irrigation management system
schemes
Water and sanitation 30% 40% Water information

facilities management system
Maintenance of airports 3 airports 7 airports Ministry of Transport

and control of airspace
Fast-track Number of legal 1 25 Policy instrument

development of frameworks revised and tracking matrix
legal, regulatory submitted
and institutional
frameworks
Intensify revenue Oil revenue as TBC TBC Ministry of Finance and

mobilization percentage of GDP Planning
Non-oil revenue as
percentage of GDP
Economic cluster results framework 2021–2024
Macroeconomic Stabilization Fund The Act exists The Fund is Ministry of Finance and
stability systematically Planning
implemented
Inclusive growth No income policy Income policy is made, Ministry of Finance and
finalized and adopted Planning
Economic Diversify to agriculture There is an agricultural A deliberate strategy Ministry of Agriculture

diversification base to grow agriculture as and Food Security
employment creation
is in place and being
implemented
CHAPTER SIX:
Services cluster (social development)
6.1 Introduction
After over two decades of the independence war and over

six years of civil and internal conflict, social services in South 6.2 Key issues
Sudan have been battered, with severe consequences for
the population. Education and health facilities lie derelict
1. Limited coverage and access to quality
at a time when there is the greatest need for them. Social
social services.
protection that guarantees the welfare and dignity of the
2. Inadequate financial and human resource
most vulnerable among us barely exists. A country’s greatest
capacity.
resource is its people, but the impact on human capital of
3. Poor infrastructure for social services.
these decades of conflict is incalculable. Investing in the
4. Inadequate commodities, equipment and
education, training and health of the people is the way to
supplies for social services.
ensure optimum value of human capital. Equally important is
5. Inadequate enabling frameworks for
protecting the people from falling into poverty due to shocks
management, coordination, monitoring and
that impact their livelihoods. National budget allocation to
evaluation of social services.
the health and education sectors has been very low over
the years and often amounts to less than 2 percent and
5 percent, respectively, of the budget. Consequently, an
estimated 90 percent of health and education services in the
6.3 Goal
country is provided by non-governmental organizations. With
Increase support to the social sector for human capital
a large population of refugees, internally displaced people,
development and protect the vulnerable population, to leave
returnees and host communities, and more than half of the
no one behind.
country’s population in need of humanitarian assistance,
the provision of social safety nets is at the heart of the
livelihoods of many South Sudanese.
The government is fully aware of the imperative of
human capital and social development to improve the well-
The government will strengthen
being of our citizens. Efficient public spending is critical for the relevant institutions at
health, education and other social sectors. The government
has begun to increase investments in these sectors, as
national, state and local levels
evidenced by the allocations in the FY2021/22 budget – to improve the sectors and
the budget is fully aligned to the R-NDS. The government
will strengthen the relevant institutions at national, state
provide social safety net support
and local levels to improve the sectors and provide social to our vulnerable population.
safety net support to our vulnerable population. Investment
in these sectors will continue to grow if we sustain the peace.
6.4 Objectives
Priorities in the services cluster are numerous. After
extensive consultations, it was agreed that during the period
To achieve this goal, four objectives have
of the R-NDS the government and its partners will focus on
been identified for the services cluster. These
key priorities that will accelerate recovery in the sectors
include the following:
while addressing the dire needs of many of our citizens. We
1. Develop a comprehensive plan for human will focus on the following:
capital formation which entails undertaking
a national capacity assessment, provision For education
of adequate equipment and infrastructure, • National capacity assessment and surveys
and investment in teacher education and • Infrastructure and equipment
training curricula. • Teachers’ education and training curricula
2. Provide affordable health care by
establishing health provision hierarchy from For health
primary health to critical care, investing • Strengthening of health systems and access to
in infrastructure and developing the quality care
health workforce. • Repairing and upgrading health infrastructure
3. Expand on the provision of social safety (hospitals and primary health care units)
nets to cover non-contributing to • Increased access to health resources
contributing options, ensuring a shift
from providing temporary relief to a more For social protection (social safety nets)
sustainable response to vulnerabilities. • Establishment of hierarchy of social safety nets

4. Strengthen human and institutional • Disaster response for the vulnerable
capacity for efficient and effective • Multidimensional poverty index
social services. • Social security funds
• Pension fund
• Future generation fund
6.5.1 Education
Services cluster alignment with the SDGs
Comprehensive, high quality, equitable access to education
and other training opportunities is the foundation of adequate
human capital. As the United Nations Children’s Fund (UNICEF)
eloquently puts it, “A child born to an educated mother has
a 50 per cent higher chance of survival. The risk of child
marriage and early pregnancy is lower if girls stay in school.
Educated parents are more likely to send their children to
school”.14 Figure 14 shows the percentage distribution of
household heads’ educational level.
Parents with low levels of education combined with
instability, displacement due to war and violence and natural
hazards are keeping our children out of school. An estimated
2.8 million of our children who should be in school are not,
14 UNICEF.
71.7 putting their futures and the future of the country at risk.15
No formal education 28.3
Most of them want to be in school, and their parents also
14.1
wish that they were, but for various reasons they cannot
attend. South Sudan has the world’s highest proportion of
64.2
out-of-school children. Due to the 2016/17 war, at least one
Primary level 35.8
in three schools has been damaged, destroyed, occupied or
23.6
closed, according to UNICEF.16 Figure 15 illustrates primary
school dropouts in 2018.
47.9
Secondary school level To benefit from our demographic dividend as a country
52.1
31.2 with a youthful population (about 54 percent under 18 years
and 73.6 percent under 30 years) we must invest in education
at all levels. Many aspects of the 2018–2021 education
14.5
Technical school level 85.5 sector plan are incorporated in the R-NDS for continued
7.3 implementation. We have also significantly increased the
allocation to education to implement the priorities in the
24.3 R-NDS. The focus will be to undertake a comprehensive
University level 75.7 capacity assessment of the education sector, upgrade
23.8 and increase infrastructure, equipment and supplies and
train more teachers.
47.1
Total 52.9 6.5.1.1 National capacity assessment
100
Both education and training are designed to meet national
0% 20% 40% 60% 80% 100%
human capital priorities. One of the most common explanations
Females for non-implementation of programmes in South Sudan
Males
is insufficient capacity. However, there has never been a
Total
systematic assessment of capacity needs and availability
Figure 14: Percentage of household heads and their level of education in South Sudan for the education sector, nor of capacity
Source: Juba University needs for the broader economy. A comprehensive capacity
5,000
5,018
4,762
4,621
4,000
4,081
3,849
3,410
3,000
3,151
3,090
3,075
2,871
2,760
2,622
2,552
2,393
2,000
2,272
2,220
2,165
1,964
1,723
1,504
1,000
0
Central Eastern Jonglei Lakes Northern Unity Upper Warrap Western Western
Equatoria Equatoria Bahr el Nile Bahr el Equatoria
Ghazal Ghazal
Female
Male
Figure 15: Primary school dropouts by states and gender, 2018
15 Out-of-School Children, 2020.

16 UNICEF report, January 2018.
100%
19 6
18 8
4
29
80%
47
60
60%
100
97
75
74
71
40%
20%
49
40
0%
Alternative Pre-primary Primary Secondary Teacher Technical University
education (early training and
systems childhood institution vocational
development) education
and
training
Untrained
Trained
Unknown
Figure 16: Percentage of teachers per school type and training
assessment will give the country a baseline to guide the learning responds directly to the human resource needs of
building of both a responsive education system and manpower the country. The revised curricula will be used to embark
development objectives. During the R-NDS period, the Ministry on extensive teacher training, including a programme for
of Public Service and Human Resource Development and continual learning.
the two ministries of education will collaborate to conduct
a comprehensive capacity assessment for the education
6.5.2 Health sector
sector. Similar assessments will be conducted for the other
social sectors, including health. The health sector in South Sudan continues to face enormous
challenges with alarming consequences. With maternal
6.5.1.2 Infrastructure and equipment mortality of 789 per 100,000 live births, neonatal mortality
Most educational infrastructure, particularly in the rural areas, of 39 per 1,000 live births and an under-five mortality rate of
was destroyed during the various conflicts and the war. It 91 per 1,000 live births, the task to reverse these conditions
is a priority to rehabilitate educational infrastructure and is urgent. In 2016, close to 71 percent of the population lived
build anew. Emphasis in our investments in the educational more than 5 kilometres (km) from the nearest public health
sector will be on schools in the rural areas, particularly in facility.17 Access is further compromised because 13 percent
communities that have been left behind. of existing primary care facilities are not functional. The
general health service readiness to deliver basic health care
6.5.1.3 Teacher education and training curricula services is estimated at 37 percent of international minimum
The quality and capacity of teachers need improvement. standards.18 Determined efforts are needed to improve
Currently, only 37 per cent of our teachers are fully trained health service delivery and for improved management of
and qualified to teach. South Sudan’s education policy health system resources and partnerships.
emphasizes training, deployment and retention of teachers. In 2016, the GRSS prepared and published the National
Figure 16 shows the state of the capacity of our teachers. Health Policy 2016–2026. The policy has three objectives:
To become competitive in the region and to meet our vision (i) strengthen health service organization and infrastructure
of ‘an educated and innovative society’ we must invest in development for effective and equitable delivery of the
the training of our teachers. The two ministries of education basic package of health and nutrition services and universal
will lead the overhaul of our school curricula to ensure that health coverage, (ii) strengthen leadership and management
17 Macharia, Peter, et al., ‘Spatial Accessibility to Basic Public Health Services in South Sudan’, Geospatial Health, vol. 12, no. 510, May 2017, pp 106–113.
18 United Nations Mission in the Republic of South Sudan and Office of the High Commissioner for Human Rights, Access to Health for Survivors of
Conﬂict-Related Sexual Violence in South Sudan, May 2020, https://unmiss.unmissions.org/sites/default/files/access_to_health_for_survivors_of_
conflict-related_sexual_violence_in_south_sudan.pdf.
of the health system and increase health system resources

for improved health sector performance and (iii) strengthen
partnerships for health care delivery and health systems Through this R-NDS, the GRSS
development. Due to instability, not much of the policy has
been implemented yet. In the R-NDS period, the R-TGoNU
will increase its support and
will prioritize implementation of the policy, with focus on leadership in meeting the needs
the resuscitation and strengthening of the health system;
investment in the repair and upgrade of health infrastructure;
of our most vulnerable people
and development and improvement of access to health by reviving the implementation
system resources.
of the social protection policy.
6.5.2.1 Establish or update health provision system and
clarify access to care continuum from primary to critical
care to ensure quality and safety of a basic package of
health and nutrition services R-NDS, the GRSS will increase its support and leadership in
The GRSS will support the development of a comprehensive meeting the needs of our most vulnerable people by reviving
health system with a hierarchy that starts with community- the implementation of the social protection policy. Given
based care, all the way to acute care, and a system of the lag in implementation of the policy and the fact that
referrals. Investment will be made in prevention. there is very little coordination among those providing social
protection and social safety net programmes, the GRSS will
6.5.2.2 Invest in the repair, upgrade and building of new review and improve policy implementation. The approach will
infrastructure to ensure quality and safety of care focus on the establishment of a hierarchy of social safety
It is estimated that across the country only about 40 nets to support people made vulnerable by disasters such
percent of health facilities are still functional, the rest as floods, drought, locust invasion, and shift to poverty
having been destroyed. In the R-NDS period, we will prioritize indexed or poverty reduction safety nets.
the rehabilitation of destroyed health facilities and the
construction of new ones, especially in communities that 6.5.3.1 Establish a hierarchy of social safety nets from
hitherto have been left behind. non-contributing to contributing
Although we have a policy and have made some efforts
6.5.2.3 Develop and strengthen health systems in implementing social protection programmes, these
resources programmes are still in their infancy. Through the R-NDS,
The main priority in terms of health system resources will be a comprehensive study will be conducted to explore
to equip health system personnel with the skills and tools whether South Sudan can establish a mixed model of social
they need to provide quality care, safely and competently. protection that will include non-contributory and contributory
programmes. We will also extend non-contributory support
to the most vulnerable in neglected communities and those
6.5.3 Social protection (social safety nets)
hard hit by disasters. The Ministry of Labour will lead the
In 2015, the GRSS approved the National Social Protection exploration into the feasibility of introducing contributory
Policy Framework, which envisages a national social social protection and social security programmes.
protection system with strong coordination and a range
of social protection programmes for the most vulnerable. 6.5.3.2 From temporary responses to disasters to
The GRSS also committed to allocating 1 percent of the permanent strategies for structural vulnerabilities
annual budget to finance the National Social Protection Policy Most of our social protection and social safety net programmes
Framework through the Ministry of Gender, Child and Social have focused on responding to those affected by disasters.
Welfare. The 2016 conflict affected delivery of the policy Since the hazards that cause disasters are seasonal, these
and the planned allocation. Despite this, in partnership with programmes also tend to operate seasonally. While the
our development partners, some social protection and social support brings short-term relief, it is important to address
safety net programmes are being carried out. Through this the structural factors that make disaster-prone communities
for tracking how the programmes are helping to lift people

out of poverty. The eligibility criteria will be set through the
We are aware that many life cycle – for children, the elderly or life circumstances
like health-related incapacitation. The social protection
partners are implementing social working group will be strengthened and quarterly reports
protection and social safety net on social protection and social safety net programmes will
be produced.
programmes across the country.
6.5.3.4 Enterprise development funds (R-ARCSS
4.15.1–10)
vulnerable. This will help enable resilience and not perpetuate The micro, small and medium enterprise (MSME) mandates
vulnerability. The Ministry of Humanitarian Affairs and Disaster in the R-ARCSS are focused on the Womens’ Enterprise
Management will lead in assessing the drivers of vulnerability Development Fund and Youth Enterprise Development
in disaster-prone communities and work with state and Fund to be established based on recommendations of the
local governments to strengthen early warning systems Private Sector Development Strategy and disbursed through
and develop community preparedness programmes. Other microfinance institutions. The purpose is to avail subsidized
areas of structural vulnerability, including minimal sources credit and build the entrepreneurship capacity of South
of livelihood, exposure to floods, and lack of community Sudanese women and youth through skills and technology
cohesion and organization will also be addressed. The GRSS transfer, especially for the disadvantaged.
will strengthen coordination and provide the resources for the
relevant institutions to support overall resilience-building in 6.5.3.5 Future Generations Fund (R-ARCSS 4.8.1.11)
disaster-prone communities. As a key component of the oil revenue funds stipulated
in the R-ARCSS, the Future Generations’ Fund (FGF) will
6.5.3.3 From income maintenance to data-informed enable the government to invest in a diversified portfolio
poverty-reduction safety nets of growth assets consistent with the country’s economic
We are aware that many partners are implementing social diversification agenda.
protection and social safety net programmes across the This will provide future generations of South Sudanese
country. These are laudable efforts. However, the GRSS will with a solid savings base for a time when the hydrocarbon
work to create an inclusive, transparent and accountable reserves in South Sudan are exhausted. Prudent management
system to better coordinate these activities and ensure that of the FGF in accordance with applicable legislation, in
those who are qualified are benefiting. The GRSS will work particular the revised Petroleum Act and the revised Public
with all partners to review and agree on common national Finance Management and Accountability Act, will contribute
standards for eligibility to these programmes and indicators to a better future for the nation’s young people.
6.6 Social service cluster results framework
Provide adequate Percentage of population 44% 60% Education Management

coverage and inclusive accessing inclusive and Information System,
access to quality quality social services District Health
social services Information System,
South Sudan Household
Health Survey
Percentage of human 13.5% 27% Education Management

resources capacitated Information System,
District Health
Information System,
South Sudan Household
Health Survey
Outcomes Measures (indicator) Baseline Two-year target Means of verification
Strengthen Percentage of national 5% 15% Analysis of the national

social services budget allocated to and state budget out-
leadership and policy social services turns
environment
Number of policies 75% 100% Tracking matrix of key
promulgated, policies
implemented, monitored
and evaluated
Social development cluster results framework 2021–2024
National capacity Design/procure capacity 0% Tool(s) procured and Report on progress

assessment assessment tool(s) used
Carry out assessment 0% Assessment completed Report on progress
Analyse and report 0% Report completed Report circulated

results
Social protection A study of typologies of A paper mapping existing A complete typological Report
policy social protection models strategies exists analysis
A policy paper with A policy on social An expanded policy Report

recommendations of protection exists options paper
preferred model
Policy decision and No policy/choice based A comprehensive policy Policy and strategy
implementation strategy on comparative analysis position and strategy
agreed
Establish a social
security fund
Revise the National

Pension Fund Act
Invest in the repair, Set standards for health TBD 100% Assessment
upgrade and building service infrastructure
of new infrastructure to support delivery of
to ensure quality and quality health services
safety of care
Ensure commitment 2% of national budget Global standard (15%) National budget
of funds to develop
health infrastructure
that supports delivery of
quality and safe health
services
Rehabilitate and upgrade +- 40% operational 100% Assessment

damaged facilities
Micro, small and Empower women and No fund available Establish Women’s Bank of South Sudan and
medium enterprises youth with skills and specifically for women Enterprise Development microfinance institutions
technology transfer and youth Fund and Youth
Enterprise Development
Fund
CHAPTER SEVEN:
7.1 Introduction nation-building. Without roads, Internet capability and water

and sewerage systems, eradicating preventable diseases will
The infrastructure network of South Sudan makes it difficult continue to pose challenges. Roads also facilitate security
for our economy to compete with those of our neighbours and safety, especially of our women and girls, allowing rule-of-
and for our people to have expanded opportunities. Roads, law institutions to respond quickly to safety and security calls.
sewerage systems, electric power systems and Internet The enabling and catalytic power of infrastructure justifies the
capacity and penetration are very limited. Infrastructure is government’s decision to concentrate investment in this area,
a catalyst for accelerated growth, and it is pivotal in nation- as evidenced by the leap from a 3 percent budget allocation
building. R-ARCSS section 1.2.12 mandates the R-TGoNU in FY2018/19 to 55 percent in 2019/20. The R-NDS will
to “Rebuild and recover destroyed physical infrastructure continue to focus on infrastructure development in phases.
and give special attention to prioritizing the rebuilding of The relocation of the nation’s capital city from Juba to a
livelihoods of those affected by the conflict.” Infrastructure proposed site in Ramciel remains on the government’s radar.
development is therefore a central pillar to implementing Discussions will continue to operationalize the memorandum
the R-ARCSS and achieving sustainable peace. Through the of understanding for this process.
R-NDS, the GRSS will continue to invest in infrastructure
development with an emphasis on roads and energy. In
addition, as indicated in the governance chapter, we will 7.2 Key issues
build broadband capability during this period as a foundation
for the transition to e-government.
1. Limited, unreliable, unsafe infrastructure.
Some have argued that our investment in infrastructure
2. Inadequate staff capacity to ensure regular
development undermines efforts to increase support for
maintenance of infrastructure.
social development. In our young country, infrastructure
3. Low Internet penetration, bandwidth and
development is an integral part of social development. Roads
digital usage in the country.
will facilitate access to health facilities and schools. Bridges
4. Poor road network that cannot be driven on
will connect riverine communities to the rest of their state
throughout the year. Large tracks of road are
and counties and foster social cohesion and mobility. Roads
not tarred and bridges have been damaged,
will also open up our country and encourage tourism and
impeding socioeconomic activity.
5. Inadequate power supply to communities
across the country.
Without roads, Internet capability,
water and sewerage systems,
7.3 Goal
eradicating preventable diseases
Build critical infrastructure for sustainable development,
will continue to pose challenges.
including roads, energy, public buildings and broadband
capability.
and strengthen the institutions responsible for maintaining

7.4 Objectives public infrastructure at national, state and local levels. The
R-NDS infrastructure development priorities are:
The R-NDS will continue our efforts to • roads, railways, river transport and airports
modernize the infrastructure network, with • energy
a focus on roads and energy. It will seek to • broadband
achieve the following five objectives: • Ramciel City
1. Expedite action for the development of
infrastructure such as roads and bridges.
7.5.1 Build and rehabilitate roads
2. Support the private sector to increase
accessibility and affordability of Internet South Sudan has three modes of transport that are functional
services through the provision of to a certain extent: river, road and air. The railway line from
broadband capacity with reach to all states. Aweil to Wau was repaired through the United Nations
3. Create the legal and regulatory Multi-Donor Trust Fund in 2005 but recurring conflicts
environment to incentivize private have left it unusable. As a result, road is the primary
companies in infrastructure development. means for transportation of goods across the country.
4. Secure public-private partnerships to Road rehabilitation programmes in South Sudan started
expand transport infrastructure to include in 2005 with the initial aim of opening road corridors for
railways, river transport and airports distribution of food supplies and later to import materials
development, including transmission for development projects. The existing road network can
networks. be classified according to road type: interstate (including
5. Train and retain qualified staff for efficient international roads), primary, secondary and feeder road
and effective delivery of the cluster goal. networks. Table 3 shows the length of these road types in
6. Initiate processes to operationalize the the country.
development of the Ramciel City plan.
7. Expedite action for the development of oil Table 3: Road types
refining capacities through public-private
Road type Length (km)
partnerships.
Interstate network 6,400
Primary network 1,451

Infrastructure
cluster alignment Secondary network 3,822
with the SDGs
Feeder network 7,400
Total 19,073
Investment in the infrastructure sector plays a central role in
supporting coordinated action to deliver on many other goals To help put the challenge of our road network into perspective,
in the R-NDS, including those regarding education, health, the map in Figure 17 depicts the main road corridors that are
security, job creation and the environment. Therefore, the in need of reconstruction. The R-NDS will focus on roads
R-NDS will continue the focus on infrastructure development. that connect communities to services. This focus will be
It will restore and maintain basic roads and bridges that complemented by ongoing major investment in interstate
connect communities to services; expand and enhance roads and bridges that are supported by the ‘oil for road’ fund.
telecommunication services internally and between South In addition to roads, the R-NDS will also explore opportunities
Sudan and other countries; work towards the provision of and initiate action to develop various transport infrastructure,
affordable and sustainable power supply in all 10 states; including river transport, railways and airports.
create the legal, regulatory and enabling environment for
private sector investment in infrastructure development;
International boundary Country capital

State boundary State capital Manyo
Renk
County boundary Administrative centre
Renk
Undetermined boundary Primary road
Abyei region Secondary road SUDAN
Main road corridors proposed Tertiary road
for reconstruction Kaka
Melut
Melut
Maban
Fashoda
Riangnhom
Abyei region Pariang Oriny UPPER NILE Bunj
Panyikang Malakal
Abiemnhom Tonga Malakal Baliet
Aweil East Abiemnom Rubkona
Aweil North Guit Baliet Dajo
Atar 2
Gok-Machar War-Awar Twic Mayom Longochuk
Mayom
Bentiu Guit
Old Fangak
Aweil West Turalei Canal/Pigi
Malual-kon Gogrial East
Aweil Gogrial Fangak Luakpiny/
Koch Nasir Maiwut
Aweil West Yomding
Raga NORTHERN South Gogrial Nasir
BAHR EL UNITY Nyirol
Ulang
Maiwut
Raja
Kuajok WARRAP Leer
GHAZAL Lunyaker Tonj North
Ayod
Adok Ayod Waat
Aweil Centre
Mayendit Leer
Warrap
Uror
ETHIOPIA
Tonj East
Akobo
WESTERN BAHR Nyal Duk Fadiat
JONGLEI
Wau Maper Panyijiar
EL GHAZAL Rumbek North
Duk Akobo
Kuajiena
Wau
Jur River
Tonj
Cueibet S O U T H S U D A N Pochalla
Pochala
Tonj Rumbek Kongor
South Cueibet Centre Twic East
Yirol East
Rumbek Adior Pibor
CENTRAL Rumbek East
Yirol Bor South
Nagero Wullu Akot
AFRICAN Yirol West
REPUBLIC
Tambura Nagero LAKES Awerial Pibor
Bor Boma
Wulu Mvolo Awerial
Mvolo
Terekeka
Tambura
Kapoeta
WESTERN Lui
Terekeka
North
Lafon
EQUATORIA Mundri Mundri Mogos
East Kapoeta East
Ezo Maridi
Ezo
Ibba
Mundri
Lafon
EASTERN
Yambio Maridi West EQUATORIA
Nzara Juba Juba Kapoeta
Nzara Yambio Ibba
CENTRAL Kapoeta
South
Lainya EQUATORIA Budi
Narus
Lainya Torit
Yei Torit
Yei
Magwi Chukudum
KENYA
DEMOCRATIC Kajo-keji
Ikotos
Ikotos
REPUBLIC OF Morobo Kajo-keji Magwi
THE CONGO Morobo Nimule
UGANDA
0 50 100 km
Figure 17: Main corridors in South Sudan
7.5.2 Investment in broadband There are 2.61 million mobile connections in South Sudan,
equivalent to 23.1 percent of the total population, as per
The development of broadband in a country plays a January 2021 data. This means there was a 17 percent
pivotal role in the enhancement of communication, trade increase in users between January 2020 and January
and commerce. South Sudan has therefore joined other 2021. Progress on connectivity has linked South Sudan
countries in rolling out various forms of Internet services to the broader East Africa Community and has expanded
to ensure human development in the country. Currently, opportunities for trade, investment and exchange among our
the country is building capacity and is providing the people and the rest of the Community. In the R-NDS period,
following services: (i) wireless broadband, (ii) satellite, (iii) we will build on these gains by improving the investment
GPS tracking and (iv) network and information technology environment for Internet and mobile companies, support
services. We established the first phase of fibre backbone the extension of 4G to other states and communities, and
connection in January 2020. The 200-km fibre backbone ensure government connectivity.
connects the border of Uganda through Nimule to Juba. In
the same year, we completed the connection of multiple
7.5.3 Energy development
metropolitan clusters in Juba.
We have made some progress in connectivity. As of Our country does not yet have universal electricity
January 2021, there were 900,700 Internet users in South coverage. Most homes, offices and businesses rely
Sudan, of which 13,000 (more than 1.5 percent) had been on individual power generation using generators. Only a
added between 2020 and 2021. Internet penetration in few cities, notably Juba, enjoy power supply through the
South Sudan stood at 8 percent in January 2021. The national grid. Without energy we will not attract private
country is in a position to roll out G4/LTE services in Juba. sector investment in local manufacturing and thereby provide
jobs for our people. Without energy we will not cultivate megawatts of power on completion. This will go a long way
the innovation of our young people. Energy shortages to addressing the electricity needs of most of our states.
also exacerbate multidimensional poverty. We now have We will also invest in transmission infrastructure to expand
some support through the upgraded project to improve our the distribution of electricity across the country, and in
energy facilities. In addition, we will invest in renewable and order to add value to crude oil production, we will expedite
hydro energy sources. In the R-NDS period, we will invest action for the development of oil refining capacities through
in the Fula hydropower project, which will generate 1,080 public-private partnerships.
7.6 Infrastructure cluster results framework
Priority action Measure Baseline Target and time frame Means of verification
Infrastructure
Expedite economic Feeder roads 750 km 1,000 km Ministry of Transport

infrastructure rehabilitated or
development constructed
Construction of a major 250 km 500 km Survey and assessment

highway of roads
Food reserve depots 0 3 (40,000 each) Ministry of Agriculture

built and Food Security
Mobile phone 5 16 Ministry of Water

penetration Resources and Irrigation
Number of developed or 0 3,000 Water information

rehabilitated irrigation management system
schemes
Construction and 80 150 Ministry of Housing and

rehabilitation of buildings Urban Development
Construction and 30 70 Ministry of Water

rehabilitation of urban Resource and Irrigation,
water and sanitation South Sudan Urban
facilities Water Corporation
Maintenance of airports 30 50 South Sudan Civil

and control of airspace Aviation Authority,
Ministry of Transport,
South Sudan Roads
Authority
Infrastructure cluster results framework 2021–2024
Build and rehabilitate Feeder roads 0 km 200 km; 2 years Ministry of Transport
roads rehabilitated or
constructed
Construction of a major Juba–Terekeka–Yirol– Juba–Torit–Kapeota– Survey and assessment

highway Rumbek, 392 km Nadapal, 346 km of roads
Juba–Bor, 212 km Juba–Yei–Kaya, 245 km
Juba–Nimule, 193 km 2 years

Priority action Measure Baseline Target and time frame Means of verification
Build and rehabilitate Invest in policy, planning 0 km Two bills passed (Road Parliamentary Gazette,
roads (cont.) and funding for a modern Safety and Traffic Bill and Ministry of Justice and
road network in South Road Fund Bill); 2 years Constitutional Affairs
Sudan
Maintenance of airports 2 years South Sudan Civil

and control of airspace Aviation Authority,
Ministry of Transport
Expand transmission Complete the Fula Planning and resource 1,080 megawatts Ministry of Energy and
infrastructure hydropower project mobilization stage Dams, Ministry of Energy
and Dams reports
Plan power generation Dependent on Fully approved and Ministry of Energy and
for Juba city and raise generators funded plan Dams reports
funds
Digital transformation Legal framework to 0 1 Ministry of Justice and

(broadband) regulate and promote Constitutional Affairs
broadband services
Capacity-building Build institutional 30% 70% Ministry of Public

for infrastructure capacity Service and Human
development Resource Development,
institutional annual
reports
Train and retain staff 30% 70% disaggregated by Ministry of Public Service
gender and Human Resource
Development, training
reports
CHAPTER EIGHT:
Gender, youth and other
cross-cutting issues
The four cross-cutting issues – gender, youth, the environment Mainstream gender and all-important cross-cutting
and capacity development – are critical for sustainable development objectives in development policies and
development, human rights and development effectiveness. programmes, and empower women and youth as drivers of
The broad nature of these issues means that they cannot growth and nation-building.
be categorized into any of the other clusters. The R-NDS
recognizes the importance placed on gender and youth by
the R-ARCSS, simultaneously with their importance as cross- 8.4 Objectives
cutting issues in this strategy, along with environment and
capacity development. Every cluster and sector in this NDS will
To achieve this goal, the NDS has identified
mainstream these cross-cutting issues and will ensure that
objectives for each of the four cross-cutting
their monitoring and evaluation will reflect their importance.
issues that must be factored into the results
chains of all the NDS strategic objectives.
These are:
8.2 Key issues
1. Ensure that the permanent Constitution
adequately reflects the protection and
1. Lack of gender-sensitive policies and
empowerment of women and youth in all
programmes in public institutions.
spheres of influence – economic, political
2. Inadequate staff capacity to ensure regular
and cultural.
maintenance of infrastructure.
2. Invest in vocational training facilities and
3. Limited or no integration of protection
resources for youth in all states to facilitate
of women, children, youth and other
employment creation and opportunities.
vulnerable groups in public and private
3. Roll out the results framework for the NDCs
institutions and services.
to reverse environmental degradation and
4. Limited enabling environment for women’s
mitigate the impact of climate change
empowerment in social, economic, political
with focus on reduction of the country’s
and cultural activities and in decision-making.
carbon footprint and waste, as well as
5. Environmental pollution.
address pollution management and climate
6. Limited capacities and limited diversified
resilience.
employment opportunities for women and
4. Undertake comprehensive national
youth.
capacity assessment of all public
7. Limited capacities at the subnational level
institutions to develop a national capacity-
(financial and human resource) for local
building strategy.
service delivery, particularly for women and
youth to address issues of reproductive
health, among others.
Gender, youth and other cross-

cutting issues cluster alignment with
the SDGs
Note: Gender has an entire SDG dedicated to it in addition to being a target in many other SDGs; there are 20 youth-specific targets in six SDGs (2, 4, 5, 8, 10 and
13); and environment is relevant to four of the 17 SDGs.
Table 4: Adherence to the 35 percent quota For gender

• Incorporate gender, and especially women’s
No.
issues, in the constitution-making process and the
Parties seats 35% Gap
Constitution.
TGoNU 20 7 ministers 2 • Empower women economically and politically
so they can participate in electoral processes,
In opposition 9 3 ministers 0 beginning with the forthcoming elections.
South Sudan Opposition 3 1 minister 0 For youth

Alliance • Improve and expand vocational training
opportunities.
Former detainees 2 1 minister 1
• Promote employment creation.
Other political parties 1 0 0
For capacity development
Total 35 12 3 • Conduct national capacity assessment across all
Source: Embassy of Norway, June 2020
public sectors.
For environment
8.5 Description of priorities • Implement policies and plans for sustainable
development and management of natural resources.
This chapter addresses four of the fundamental issues • Implement some of the adaptation to climate
change measures in the recently developed
– women, youth, environment and capacity – that are Nationally Determined Contribution report.
critical to the existence of South Sudan and the health of
its inhabitants. Combining them in a single chapter should
8.6 Gender mainstreaming and women’s
in no way diminish their significance. Youth constitutes
empowerment
about 73.6 percent of our population and more than half
of the population are women. We are witnessing the rapid South Sudan’s total population was 11.2 million in 2020, some
erosion of the ozone layer and the warming of the earth. 50 percent of which are women.19 Most people (8,860,863)
In addition to having limited response capacity to deal live in rural areas, and there is a small urban population of
with climate-induced disasters, our country is among 2,201,250.20 It is estimated that only around 8 percent
those most vulnerable to the adverse effects of the of women are literate, possibly one of the lowest female
earth’s changing climate. We must reverse the fast erosion literacy rates in the world.21 The society is described as highly
of our forests and replenish the lost trees. With regard patriarchal with women and girls playing little role in decision-
to capacity, as a young country we are still developing making and formal processes. To address this challenge,
our institutions. Building on previous and ongoing the R-ARCSS includes a provision of a 35 percent quota for
institution-strengthening initiatives, including those by women’s participation in state institutions, but no institution
our development partners, we must be deliberate about is known to have met this requirement, as illustrated in Table 4.
capacity development through a clear strategy informed As a country with one of the highest maternal mortality
by a thorough assessment of the drivers of effective rates in the world, high prevalence of child marriage and
institutions. For the period of the R-NDS we will prioritize unacceptable levels of sexual and gender-based violence,
the following under these four cross-cutting areas: the empowerment of women to ensure their voices are
fully represented in policymaking and governance should
19 World Data Atlas, https://knoema.com/atlas/South-Sudan/Population, accessed 10 June 2021.

20 World Bank, South Sudan data, https://data.worldbank.org/indicator/SP.RUR.TOTL.ZS?locations=SS, accessed 12 December 2020.
21 United States Agency for International Development, Education in South Sudan, 2012, accessed 10 December 2020.
be considered existential. Women are not passive players
79
in this dynamic. They are active in the economy, especially
69
66
in the informal sector; they drive agriculture; and give life to 60
our society. The R-NDS will be used to elevate the concerns
52
of women and empower them to engage and participate in
48
40
governance at local, state and national levels. In addition
37
35
to ongoing economic empowerment and protection
27
programmes, the R-NDS will support women’s engagement 20
with the constitution-making process as well as with the
general elections.
0
Youth, Adult, Youth, Adult,
8.6.1.1 Ensure gender concerns and strategies are 2008 2008 2018 2018
catered for in the new constitution-making process

South Sudan
The most important strategic focus will be to ensure that the
Region average
fundamental provisions that can guarantee gender equality in
South Sudan are provided for in the permanent Constitution. Figure 18: Youth literacy in South Sudan, 2008–2018
This is possible only through an inclusive process ensuring
participation of all women, youth and vulnerable groups at 8.6.2 Youth empowerment
all levels, including those that are at the grassroots, in the
constitution-making process. South Sudan already has a Young people in South Sudan face enormous and unique
gender policy that was the result of wide consultation and challenges, including violent conflict and its consequences
therefore represents the wishes and concerns of women such as migration, displacement and associated physical and
in South Sudan. It is fortuitous that the new Constitution mental health, as well as lost educational opportunities.22
is being drafted during the term of this R-NDS, and with key They are also a target for recruitment to train and fight in
documents such as the women’s policy and agenda in place. the armed groups and gangs that have dominated national
The GRSS will support women’s organizations in mobilizing life for decades. Twice as many girls as boys did not have
the participation of women throughout the constitution- the opportunity to obtain a secondary education, and the
making process, including strong women’s representation proportion of girls who were not in secondary school in rural
in the constitution-making council that will be established. areas was twice as high as their peers in urban areas.23
While the population of females aged 15–24 is roughly 50
8.6.1.2 Ensure women have an opportunity and are percent, their participation rate in the labour force was about
enabled to participate in the electoral process at the 6 percent in 2014, against that of males in the same age
end of the transition period group of 15 percent. More than 50 percent of this population
The R-ARCSS provides for an election at the end of the group is unemployed. Youth unemployment is exacerbated
transition, following the finalization and adoption of a new by low levels of education, limited skills and an unstable and
Constitution. This will be the most crucial event in the history stagnant economy. In the R-NDS period, we will invest in skills
of this young country, and the participation of women, both development and the expansion of employment opportunities.
as part of the electorate and as candidates, is going to
be crucial for the deepening of democracy in our country. 8.6.2.1 Vocational training
Measures that we will prioritize through the R-NDS include Few of our young men and women complete secondary
ensuring that women and youth have access to information school. They need skills to participate in the labour market
through sensitization, including a country-wide information and thereby help support their families. Building their
campaign about the electoral process; producing a conducive capacity will also contribute to economic growth for the
environment that will encourage women to participate, for country. Our local content policy has provided the legal
instance by enhancing the safety and security of the political enabling environment for our youth, but companies need
environment; and affirmative action. skilled workers. We must ensure we equip our youth with the
22 World Bank Group, Youth Education in South Sudan: Current opportunities and challenges, draft, 23 June 2019.
23 Ibid.
requisite skills that companies will need to do business. We In response to the negative impacts of climate change,
will support the establishment of state-of-the-art vocational the government has developed its NAP, first NAP and second
training centres in all 10 states, assess the labour market to NDC report, aimed at addressing climate actions, including
identify skills that are most needed and, based on the data, both mitigation and adaptation, strategies and plans. These
revise vocational training curricula. will contribute to ambitious international long-term goals
of limiting global warming and building resilience to climate
8.6.2.2 Employment creation impacts in the context of sustainable development. In
The Ministry of Labour and Ministry of Youth and Sport will addition, South Sudan has developed strategies to mobilize
lead in the development of a national youth employment resources to help achieve the climate-change actions and
strategy in the first six months of R-NDS implementation. strategies identified under the NAP, first NAP and NDCs.
The strategy will draw on a capacity assessment of the The NDCs are being mainstreamed in the development
labour market and experience accumulated over the years. planning process across different government sectors to
ensure climate-centric development for long-term resilience
and to interrupt the poverty cycle.
8.6.3 Environment
Balancing the need to grow the economy to combat the
Climate change is another challenge facing South Sudan. high poverty rate with the need for minimizing the negative
In 2020, the country experienced multiple crises, including impact on the environment is one of the biggest challenges
COVID-19, invasion of desert locusts and severe flooding in facing South Sudan, as indeed for other countries in the
parts of the country. According to the 2021 NDC report, the 24
region. The R-NDS will be a vehicle for the implementation of
country is facing an increasingly warmer and drier climate with the NDCs. It will focus on establishing strong environmental
an erratic rainfall pattern, which is resulting in the degradation governance, reduction of our carbon footprint, addressing
of ecosystems and decreased agricultural productivity. climate-induced vulnerabilities and creating a comprehensive
South Sudan is home to a wide variety of animal and plant waste management system.
species and important ecosystems, but several wildlife Additionally, effort will be made to expand access to basic
species have reduced significantly, and many wetlands water supply services (WASH in general) and avail water for
have started degrading. Climate variability with increased improved livelihoods through identification of durable solutions.
deforestation is likely to increase the negative impacts It is important also to institute integrated water resources
on biodiversity, wildlife and wetlands. A lack of alternative management (IWRM) for climate adaptation. Such measures
livelihoods can drive unsustainable use of resources, for should include structural and non-structural measures such
instance, illegal logging and poor management of hazardous as construction and rehabilitation of flood management
petroleum waste. Against this depressing environmental infrastructure and flood forecasting, early warning and disaster
picture is juxtaposed a country with vast natural resources. preparedness respectively, and strengthen institutional sector
An abundance of water, including a long stretch of the Nile policy, mainstream conflict-sensitive approaches and enhance
River, forest and vast mineral resources are the dominant human development capacities.
features of our natural resource endowment.
Over 70 percent of the population is said to be 8.6.3.1 Environmental governance and management
dependent on environment-sensitive sectors, such as South Sudan has established various polices and plans
agriculture, fishing, pastoralism and forest products, to ensure sustainable development and management of
for their livelihoods and energy requirements. There is its natural resources. These policies include the National
a correlation between population growth and pressure Environment Policy, Environmental Protection Bill, National
on the environment. According to the 2021 NDC report, Action Plan for Adaptation, the Gender Policy, South Sudan
the rising population in South Sudan is increasing the use National Electricity Policy and Forest Policy, among others.
of materials, carbon emissions, diesel power generation, The Ministry of Environment and Forestry, Ministry of Energy
cattle emissions and land-use intensity. Also, economic and Dams, Ministry of Water Resources and Irrigation,
growth depends significantly on primary materials such as Ministry of Transport, Ministry of Finance and Planning,
biomass, fossil fuel, metal ores and non-metallic minerals. Ministry of Gender, Child and Social Welfare, Ministry of
24 GRSS, South Sudan’s Updated Nationally Determined Contribution, Juba, 2021.

Table 5: South Sudan’s emission reduction pathway
Potential emission Potential emission

reduction (million sequestration
Sector Emission reduction pathway (till 2030) tCO2e) (million tCO2e)
Agriculture, livestock and 18% reduction in GHG emissions as compared to 2017 75.08 –
fisheries level
Infrastructure (construction Procurement of green cement 9.50 –

and buildings)
Forests 70% reduction in deforested area – 45.06
Electricity Installation of 2,729.5 megawatts of renewable energy- 11.90 –

based power plants (including hydropower)
Waste 30% reduction in GHG emissions as compared to baseline 10.94 –
Tourism and recreation 66% reduction in hotel- and restaurant-related GHG 0.02 –
emissions as compared to baseline
Mining and quarrying – – –
Transport 44% reduction in GHG emissions as compared to baseline 2.43 –
Industries – – –
Petroleum, chemical and – – –

non-metallic mineral
products
Source: South Sudan’s Updated NDC Report, 2021
Youth and Sport, and Ministry of Humanitarian Affairs and 33 240

Disaster Management are key government bodies that play a
lead role in implementing climate change and environmental
policies in South Sudan. They are critical to environmental
33 160
Temperature (˚C)
governance. A strong coordination mechanism that includes
Rainfall (mm)
development partners and civil society organizations, as well
as the state governments, will be established to oversee
environmental management. The capacity of relevant 27 80
ministries, departments and agencies for management of

the environment will be assessed and developed to improve
governance and management across the country.
24 0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
8.6.3.2 Reduction of South Sudan’s carbon footprint
Greenhouse gas (GHG) emissions in South Sudan have Rainfall
gradually increased over the years from both a domestic Temperature
production and resource consumption perspective at a rate

of 1.22 percent and 1.14 percent per annum, respectively. Figure 19: Average monthly temperature and rainfall in South
Sudan from 1901 to 2016
The slow rise in GHG emissions over the years mirrors Source: World Bank 2020
South Sudan’s slow economic growth. GHG emissions from
domestic production are mostly from the agriculture and
livestock sector, followed by the petroleum and service
sectors. Industry, hotels and restaurants and other service
sectors account for the highest amount of GHG emissions
in terms of resource consumption. Having different players
contributing to resource consumption means we need to water availability and reliability. South Sudan also has an
ensure that all interventions are inclusive, and all people underdeveloped waste management system. Most of the
in society, including women and youth, participate in waste that is generated is either illegally dumped or burned
these efforts. in the open. There is a growing informal waste recycling
South Sudan’s pathway to decarbonization, as outlined market in the country with informal waste pickers collecting
in the 2021 NDC report, is compatible with the Paris recyclable materials that they sell to private companies. Due
Agreement’s goal of keeping the global temperature rise to a growing population, lack of infrastructure and inefficient
to well below 2 degrees Celsius (°C), with efforts to limit the policies, waste management in South Sudan is becoming a
temperature rise to 1.5°C above pre-industrial levels. Table serious environmental concern. The waste sector is also one
5 summarizes South Sudan’s emission reduction pathway of the highest contributors to GHG emissions.
and estimated potential of emission reduction for each of
the 10 mitigation sectors. In total, by implementing these
8.6.4 Capacity development
strategies, South Sudan can reduce an estimated 109.87
million tonnes of carbon dioxide equivalent (tCO 2e) and The erosion of human and institutional capacities is a post-
sequester 45.06 million tCO 2e by 2030. The monitoring conflict feature and is prevalent in our country. This has
system will be strengthened to keep track of progress. created long-standing challenges for public service delivery
and efficiencies of government functionaries. It is apparent
8.6.3.3 Address climate vulnerability that the challenges of human and institutional capacities
In the last 30 years, South Sudan has been among the cut across all government institutions and all clusters in the
most rapidly warming countries globally, with an increase in R-NDS. Laws, policies, resources and strategies that facilitate
temperature of as much as 0.4°C per decade. The country functionality and efficiency need to be strengthened and/
has a high rainfall season, followed by a drier season. The or developed. We also need to equip public institutions
single, long, rainy season extends from March to November, and improve incentives in the civil service. The GRSS is
with peak rainfall from May to September leading to seasonal committed to developing a well-trained, motivated and well-
flooding. South Sudan is vulnerable to many natural disasters, resourced civil service. We will undertake a comprehensive
the most common being weather-related disasters such capacity assessment of all public institutions, beginning with
as floods, droughts, heatwaves, outbreaks of disease and the social development sectors. Dedicated support will be
earthquakes. In recent years, all these threats have been allocated to capacity development in all government and
exacerbated by climate change, increasing in terms of development partner projects.
severity, frequency and complexity, leaving behind trails
of infrastructure destruction, human suffering and loss of 8.6.4.1 National capacity assessment across public
livelihoods.25 These climate-related vulnerabilities affect and private sectors
women disproportionately, e.g., the effects from floods One of the most common explanations for non-
and droughts increase their suffering, particularly during implementation of programmes in South Sudan is lack
displacements. of capacity. However, there has not been a systematic
assessment of capacity needs and capacity availability
8.6.3.4 Creation of comprehensive waste and pollution in South Sudan. A comprehensive gender-responsive
management systems capacity assessment will give the country a baseline from
South Sudan does not have efficient water supply systems which to build both a responsive education system and
and wastewater management infrastructure, or proper manpower development objectives. Notwithstanding the
sanitation facilities. This increases vulnerability to water- right to education, a thorough knowledge of the manpower
borne diseases and negative health impacts and also needs of the country helps in the orientation of educational
increases the risk of violence for women and girls who systems and allows female and male students, including
must travel long and dangerous routes to fetch water. those with physical and intellectual disabilities, to make
Climate change will only make things worse, impacting informed choices.
25 Reliefweb, Building Capacity in Disaster Risks in South Sudan, 2017, accessed 12 December 2020.
8.7 Cross-cutting cluster results framework
Outcomes Measures (indicator) Baseline Two-year targets Means of verification
Ensure gender Update National Gender An old version exists Updated National Gender Existence of policy
concerns and Policy Policy
strategies are
catered for in the new Engagement with Process not started Full recognition of Assessment
constitutional process constitution-making policy advocates in the
process constitution-making
process
Gender provisions None now New Constitution with Assess the

incorporated in the fundamental gender constitutional provisions
Constitution provisions
National capacity Design and procure 0% Tool(s) procured and Report on progress
assessment across capacity assessment used
public and private tool(s)
sectors
Carry out assessment 0% Assessment completed Report on progress
Analyse and report 0% Report completed Report circulated

results
Vocational training Number of institutions TBD TBD Assessment

offering vocational
training
Percentage of potential TBD TBD Assessment

students actually
enrolled
Percentage of students TBD 50% of students of Assessment

actually graduating from school leaving age
vocational training
Employment creation Policy on urgent None Urgent youth Assessment

employment creation employment policy
Number of positions TBD 100% of those Assessment

created in various graduating from
institutions vocational training
Percentage of new jobs TBD 50% of students of Assessment

created for youth school leaving age
Women’s Established number of TBD At least two financial Assessment

empowerment financial institutions that institutions
give loans to women
Improved service Service mapping that Low service delivery At least 50% population Assessment
delivery will particularly look at coverage for service
accessibility, quality delivery
and affordability (health,
inclusive of child and
maternal health, and
education)
3
CLUSTER CHAPTERS
NDS financing
Implementation arrangement
Concept note – looking ahead to the
2024–2028 NDP
CHAPTER NINE:
NDS financing
9.1 Introduction 9.2 2021–2024 financing requirements for

R-NDS implementation
In the absence of data to establish programme-based costing
in line with the sector-based results frameworks, this chapter As illustrated in Table 6, we have prepared both high-
provides an order-of-magnitude estimate of the resources and low-cost estimates for implementing the R-NDS,
it will take to achieve basic coverage of priority services following the SDG financing guide. Table 6 includes high-
and investments during the 2021–2024 implementation and low-cost estimates for the five NDS clusters as per
period of the R-NDS. After the launch of the R-NDS, each the methodology described in Box 1 and Annex 5. Large
sector will develop detailed sector budgets within the differences between the high and low estimates show that
parameters set in the budget estimates. We recognize that there is some space to prioritize programmes and targets
implementation of the R-NDS will take place in a highly fiscally within each sector as the economy improves. Given the
constrained environment. Despite considerable efforts and less optimistic financing environment, we have applied the
improvements in the collection of non-oil revenues since low-cost estimates to the implementation of the R-NDS.
2018, domestic revenue has remained too low to allow The implementation of the three-year R-NDS is projected
for significant investments. We have therefore provided a at $7.2 billion ($2.2 billion in year 1, $2.48 in year 2 and
range of financing options with the estimates. The options $2.55 in year 3). Each of the yearly projections exceeds the
are derived from an ongoing effort to develop South Sudan’s FY2020/21 and 2021/22 budgets by significant margins.
Integrated Financing Framework, as part of our commitment However, with a thorough analysis of financing options,
to delivering development through a national SDG financing the variance should be manageable. Subsequent sections
strategy. The Integrated Financing Framework will inform our discuss the various options and strategies for financing
second medium-term National Development Plan (NDP II), the R-NDS.
which will succeed the R-NDS.
Table 6: Cost simulation per R-NDS cluster ($ millions, unless otherwise indicated)
Percentage of
Cluster Total 2021/22 2022/23 2023/24 total
High Low High Low High Low High Low High Low
Governance 1,897 1,453 618 474 626 478 653 501 13 20
Economic
development 1,545 1,284 501 319 515 328 529 337 10 14
Social development
(education,* health,
social protection) 6,770 3,453 2,204 1,225 2,257 1,251 2,309 1,277 45 52
Infrastructure* 2,754 828 642 109 1,053 357 1,059 362 18 11

Percentage of
Cluster Total 2021/22 2022/23 2023/24 total
High Low High Low High Low High Low High Low
Cross-cutting/
environment, youth* 2,025 204 675 68 675 68 675 68 14 3
Total (all clusters) 14,991 7,222 4,640 2,195 5,126 2,482 5,225 2,545
Further optional If required by budget constraints, the following priorities will be launched in year 2:
reductions and ⚫ Irrigation schemes (accounted for under economic development)
assumptions ⚫ Major highways and feeder roads (accounted for under infrastructure)**
⚫ Fula hydropower project (accounted for under infrastructure)***
Total with
postponements 14,528 7,125 4,177 2,098 5,126 2,482 5,225 2,545
* Highlighted estimates stem from national strategies; all other estimates stem from international proxies.
** In the ordinary low range, investments increase gradually, but start in year 1 with 20 percent of total requirements.
*** Only applicable to high-range estimates. Costs for this item were not included in year 1 low-range estimates.
Box 1: Methodology and assumptions to

estimate NDS financing requirements
Information on programmes foreseen to achieve cluster-specific targets is still scarce. Therefore,
the priorities of each cluster were associated with national sector-specific estimates or international
average annual per capita costs for low-income developing countries. Estimates build on the
following assumptions:
High range: Basic minimum/low quality, but universal coverage for international proxies and high
national estimates (education, road construction and the environment). To avoid double-counting, big
hydropower projects, accounted for in the infrastructure sector, were deduced from existing national
estimates for the environment sector. In view of the significant needs and cross-cutting importance
of agriculture, international proxies and coverage have been kept identical for both ranges of cost
estimates in this area.
Low range: In line with the NDS three-year targets, international proxies for governance, social
sectors, water, sanitation and hygiene, and infrastructure were adjusted to 50 percent coverage.
Big infrastructure needs were slowly scaled up or – as illustrated under ‘Total with postponements’ –
fully deferred to year 2 of the R-NDS. Modest estimates, assuming lower replacement of unqualified
teachers and less classroom construction, were applied to the education sector, while financing
requirements for the environmental sector are limited to adaptation and key mitigation projects.
Estimates for humanitarian relief were not included in the R-NDS cost simulation as they should
gradually be channelled to support the institutional development of social sectors.
16
14
12
10
8
$ billion
0
Total (proj.) 2021/22 (proj.) 2022/23 (proj.) 2023/24 (proj.)
Financing needs estimates (high) ODA (country programmable aid) (proj.) Potential resources
(investment scenario DRM + ODA/CPA)
Financing needs estimates (low) Financing (baseline scenario)
Potential resources
Domestic revenue (investment scenario) Remittances (baseline scenario DRM + ODA/CPA)
Domestic revenue (baseline scenario)
Figure 20: Overall financing needs estimates versus revenue flows (projected)*
* See Annex 4 for information on the baseline and investment scenario for domestic revenue.
Source: Author’s calculation and data from IMF staff reports (South Sudanese authorities and IMF)
Figure 20 illustrates how high and low financing needs It should also be noted that at the outset of this NDS
estimates relate to different types of available resources. about 65 percent of government revenue is still directed
An optimistic projection for FY2021/22 to 2023/2426 places towards the payment of arrears and other obligations.29
domestic revenue at 74 percent of the required resources
for the low-financing requirement estimates. In line with 9.3 Financing options and strategies
the projections detailed in Annex 4 (page 109), this would
A glance at the order-of-magnitude estimates of resources
require efficient management of resources combined with
required to finance the R-NDS could lead one to easily slip
more than double the FY2020/21 revenue in SSP terms in
into pessimism, considering the constrained financing
2023/24 (a 50–60 percent increase in dollar terms).
environment and prospects for our economy. But a deeper
The exclusive channelling of country programmable aid27
look at the choices available to us makes us optimistic that
and domestic revenue to NDS priorities and programmes
the R-NDS will be adequately financed if we stay the course on
would already make up a significant share of the low-range
peace and garner the political will to enforce fiscal prudence.
financing needs estimate. Furthermore, the GRSS would
International bodies engaged in SDG financing call for more
endeavour to mobilize additional sources of finance for the
globally coordinated taxation, including wealth taxes, a fight
remaining total (three-year) gap of $390 million (domestic
against illicit financial flows, effective targeting of ODA30 and
revenue as per the investment scenario plus official
broader financing options for sustainable development. In
development assistance (ODA) and country programmable
addition, modalities to align private investments behind the
aid, or $1.7 billion (domestic revenue as per the baseline
SDGs are growing. But just as with an increase of domestic
scenario plus ODA and country programmable aid).28 Trends
revenue, they can only benefit a country if there is fiscal
and opportunities related to different revenue streams are
discipline and innovation to harness these resources.
discussed in section 9.3.
26 IMF, Country Report No. 21/70, April 2021. Estimates are detailed under the investment scenario in chapter 18.5.
27 Discussed below under section 9.3.2.3, country programmable aid to South Sudan stood at $461 million in 2019.
28 As illustrated in Annex 4, the three-year financing gap between domestic revenue (investment scenario) and low-range financing needs estimates
without ODA contribution is $1.9 billion. For domestic revenue (baseline scenario) and low-range financing needs estimates without ODA contribution
it could be as high as $3.2 billion.
29 For details, see United Nations Development Programme, Socio-Economic Assessment of the Impacts and Implications of COVID-19 in South Sudan,
2020, and Mawejje, Joseph and Finn, Arden, South Sudan Economic Update: Poverty and Vulnerability in a Fragile Environment, World Bank Group, 2020.
30 SDSN, SDG Costing and Financing for Low-Income Developing Countries, 2019.
• Sustainable peace attracts foreign direct

9.3.1 Key assumptions
investment: Positive results were observed on
We base our sense of optimism that the financing requirements the consolidation of peace efforts to stimulate
for this R-NDS will be met on the following assumptions: the national economy since the signing of the
R-ARCSS, especially in non-oil revenue collection.
• Creation of fiscal space: Creating fiscal space for
This gives hope that the private sector will
the expansion of social services, infrastructure and
continue to grow during the R-NDS cycle if we stay
other growth-enhancing expenditures remains the
the course on peace.
highest priority in the implementation of the R-NDS.
The financing strategy assumes that all GRSS
policies, programmes and budgets will be based on 9.3.2 Options and strategies
the R-NDS and applied to its implementation. We
As we emphasize and commit to increasing domestic
will pursue efficiency gains through the effective
resources for implementation of the R-NDS, we will embark
implementation of PFM reforms. This should help
on measures such as mobilizing domestic revenue more
reduce leakages that could be repurposed to R-NDS
effectively (strategic management of oil revenue and
implementation. We will explore options to establish
mobilizing non-oil revenue); promoting domestic private
the funds mentioned in the R-ARCSS, (Enterprise
finance and remittances; reorienting external financing to
Development Fund, Special Reconstruction Fund,
the R-NDS and enhancing fiscal space and public investment.
Youth Enterprise Development Fund).
These measures are explained below.
• Mobilizing domestic revenue: Domestic
revenue will remain the primary source of 9.3.2.1 Mobilize domestic revenue more effectively
finance for the R-NDS. While ongoing efforts Domestic resources remain the primary source for financing
to involve development partners and align their the R-NDS. We depend highly on oil revenue and are gradually
contributions31 should yield initial results towards growing non-oil revenue, but the latter is still very low. As
the end of the R-NDS implementation period, the Figure 21 shows, South Sudan has an above-average share
immediate focus for FY2021/22 and 2022/23 will of total revenue as percentage of GDP compared to other oil-
be on enhancing the mobilization and efficient exporting countries, but one of the lowest shares of non-oil
management of oil and non-oil revenues.
300 40
35
250
30
200
25
SSP billion
150 20
15
100
10
50
5
0 0
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
(est.) (proj.)
Non-oil tax revenue (SSP) Total revenue ($ billion) Non-oil tax revenue (% of GDP)
Oil revenue (SSP) Total revenue (% of GDP) Oil exporting countries, average (revenue % of GDP)
Figure 21: Oil and non-oil revenue, in SSP and percentage of GDP
31 Between $1.6 and 2.2 billion per year, close to or above domestic revenue, have been mobilized by Organisation for Economic Co-operation and
development donors over the 2014–2019 period. ODA funds remain off-budget and do not use any country systems (see section 9.3.2.3).
3,500 200
183
170 170 180
3,000 165
160
145
2,500 135 140
115 119
120
2,000
$ millions
100
1,500
80
1,000 60
40
500
20
0 0
2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
(proj.)
South Sudan's oil price ($/bbl) Total oil revenue ($)
Oil production (1,000 bbl/day)
Figure 22: Oil production, price development and revenue

Source: Data from IMF Staff Reports (South Sudanese authorities and IMF)
tax revenue in the sub-Saharan Africa region.32 Calculated than 50,000 barrels per day in the 2030s and gradually
in current US$ terms, both oil and non-oil revenues have disappear if there are no new discoveries or enhanced oil
strongly declined between 2014/15 and 2015/16 and only recovery techniques.33 This is backed up by recent IMF
fluctuated since then. The efforts of the National Revenue estimates34 which project that even a very optimistic scenario
Authority to increase the non-oil revenue tax base were will allow oil production to peak at close to pre-independence
beginning to pay off from 2018. Despite the negative impact levels of only 350,000 barrels per day towards the end of
of COVID-19-related restrictions on the national economy in the 2020s. Independent of the pace of consumption of oil
2020, non-oil revenue collection has only suffered moderate reserves, global demand – despite a post-pandemic rise – is
setbacks, suggesting there is promise in investing in non-oil likely to shift in line with changing energy consumption.
domestic revenue mobilization. Oil and non-oil sources are In the meantime, we commit to leverage the oil sector’s
further discussed below. full potential to consolidate peace and support strategic
investments that diversify the economy. During the R-NDS
Managing oil revenues more strategically: With oil revenues implementation period, we will set up the policies and
accounting for 85–90 percent of total revenue over the regulations needed to ensure revenue collection across
past decade, expenditure has been closely aligned to actual all service companies. In addition, we will reintroduce and
income, creating a high risk of instability and undermining long-
term development. Figure 22 illustrates the high volatility of
oil revenue, often disconnected from the actual production Calculated in current US$ terms,
rate. This has not only created inflationary pressures when
the oil price was high, but the GRSS had to resort to budget both oil and non-oil revenues
tightening when the oil price and/or global demand was low. have strongly declined between
Even with the enhanced support of advanced technologies
or the discovery of new oil fields, oil production is projected to 2014/15 and 2015/16 and
level off over the next two decades. The Ministry of Petroleum only fluctuated since then.
expects that existing production blocks will decline to less
32 According to the IMF, World Economic Outlook, 2020, with less than 4 percent of GDP, South Sudan ranked last after Nigeria and the Union of Comoros
(IMF, Country Report No. 21/70, 2021, p. 11).
33 Ministry of Petroleum, Petroleum Report, vol. 7, 2020.
34 IMF, Country Report No. 19/153, 2019, p. 8.
systematically implement the Stabilization Fund, which opportunities in the non-oil sector, e.g., by increasing
shelters fiscal policies from swings in the oil price and investment in priority infrastructure, non-oil natural resources
production, and channel parts of revenue into a sovereign and the agricultural sector.
investment fund that can generate permanent income
independently of actual oil production. These funds have been 9.3.2.2 Domestic private finance and remittances
introduced as part of the Petroleum Revenue Management The role of South Sudan’s private sector should not be
Act (2013) but have so far not been operationalized. dismissed but it needs to be strengthened considerably.
Close to 90 percent of all 13,184 businesses mapped in
Promoting the mobilization of non-oil revenue: Domestic a 2019 integrated business and enterprise survey 39 are
revenue mobilization holds great promise. Developing this micro or small businesses which, respectively, employ up
source of revenue was highly recommended throughout the to 3 or 4–5 workers. They are characterized by low levels of
extensive consultations to design the R-NDS. The National organization and mainly operate in the informal economy.
Revenue Authority (created by the National Revenue Authority Factors like price instability, credit accessibility, security
Act of 2016), which is in charge of the administration of all conditions and displacement due to conflict and flooding
collected revenues in a single treasury account, has achieved continue to drive citizens away from the creation of formal
important results in some recent fiscal years. Since 2018/19, businesses. Going forward, the GRSS will endeavour to
non-oil revenue budget projections have been achieved by further resolve these bottlenecks to create meaningful
the third quarter and have even exceeded revenue forecasts ways to include South Sudan’s private sector in a holistic
by close to 12 percent, mainly due to good performance in financing strategy for the medium and long term.
the collection of sales, excise and business profit taxes. 35
A variety of other innovative options to mobilize
Total non-oil revenue increased from 2–3 percent in 2008 contributions from citizens and the diaspora to national
to 14 percent in 2019/20 and the medium-term objective is development priorities exist and will be explored. As a first
to increase it to more than 20 percent of total resources.36 step to explore the potential of remittances, the Ministry of
Following the COVID-19 economic crisis, the 2020/21 budget Foreign Affairs and International Cooperation will systematize
reduced oil revenue projections by 40 percent but maintained its dialogue with representatives from the diaspora. Several
non-oil revenue on a growing path. This has proven adequate: possibilities exist to engage diaspora entrepreneurs and
budgetary reviews show that both revenue streams had investors in large-scale or community projects. With the
reached out-turns of close to 80 percent by the second implementation of the R-ARCSS we hope to re-establish
quarter of the 2020/21 budget.37 As such, non-oil revenue trust and jointly assess which opportunities have the
made up one third of available resources by December 2020. highest prospects to attract remittances and household
To grow non-oil revenue in the R-NDS period we will focus endowments to strategic priority projects. The financing
on two items. First, the effectiveness of tax collection and dialogues that will be held in the framework of the ongoing
administration through a fully functional revenue authority. development finance assessment will be an important
This work stream will focus on further strengthening the opportunity to explore further the role of the diaspora in
National Revenue Authority and implementing the PFM development financing.
reforms in line with the PFM reform concept note approved
by the Council of Ministers. It also involves implementing 9.3.2.3 Reorient external financing to the R-NDS
revenue-enhancing measures and improving coordination of Based on the orientations laid out in the macroeconomic
national- and state-level tax authorities, e.g., by reaching an outlook above (Chapter 2 – Development context) the
agreement on the contested collection of personal income GRSS will endeavour to reduce expensive foreign borrowing,
tax.38 Second, we will identify and leverage other untapped limit concessional loans to priority strategic investments
35 GRSS, Approved Budget Book, FY2019/20, 2021.

36 GRSS, Budget Speech, FY2019/20, 2021.
37 Ministry of Finance and Planning, final draft Quarterly Economic Budgetary Review First and Second Quarter, FY2020/2021, 2021.
38 Lack of clarity on tax jurisdiction and responsibilities between the national and state revenue authorities has led to confusion on the responsible
authority for collection of some of the non-oil revenue sources. This is the case for personal income taxes for private companies operating at the
state level. This situation has created diverging interpretations of the responsible managing authority for collecting such taxes, and in the recent past
has negatively affected the level of non-oil revenue tax collection.
39 Carried out by the National Bureau of Statistics.
Table 7: Results of the 2018 Global Partnership for Effective The Aid Coordination Unit at the Ministry of Finance and
Development Cooperation monitoring exercise
Planning has limited information on development partners’
Indicator South Sudan African average programmes and the last country-based survey of the Global
Partnership for Effective Development Cooperation confirms
1a 10% 79.7% that ODA remains off-budget and hardly aligned to national
institutions and priorities. According to the 2018 survey, only
9b 0% 28.1%
10 percent of new interventions from development partners
Source: Global Partnership for Effective Development Cooperation Monitoring use the NDS and sector strategies to identify their objectives
Dashboard (Indicator 1a) and none of them uses South Sudan’s public
financial management systems (Indicator 9b) (Table 7).
and develop a strategy to attract additional grant-based The consolidation of peace, implementation of the PFM
contributions to bridge the public financing gap. Possibilities reform agenda and this R-NDS present a new window of
for external financing in South Sudan primarily exist in official opportunity to step out of the emergency mode that has
development assistance (ODA) and foreign direct investment. driven interventions over the past years. While humanitarian
Both are discussed here. needs remain considerable, there is renewed space for
dialogue and coordination throughout the national planning
Official development assistance: South Sudan attracts and budgeting process. In line with the key variables of the
significant ODA, some $170 per capita in 2019.40 This R-NDS partnership strategy, the GRSS will ask spending
is above the sub-Saharan Africa region average, which agencies and development partners to fully engage in the
was $50 per capita in the same year. It must, however, coordination mechanisms that will guide the implementation
be noted that most of the ODA has gone to humanitarian of projects, especially through regular and continual
assistance. While humanitarian assistance remains high, engagement with the sector working groups. The Ministry
there is a decreasing trend. According to the Organisation for of Finance and Planning will reactivate the aid information
Economic Co-operation and Development, the share of ODA management system and encourage development partners
that went to humanitarian aid in South Sudan decreased from to share information on development programme support.
69 percent in 2016/17 to 55 percent in 2018/19. There has
been no observable increase in assistance for development Foreign direct investment: Foreign direct investment
as humanitarian assistance declined. The part of ODA that continues to stagnate at less than 1 percent of GDP 44 and
is programmable at country level (country programmable is primarily channelled to the oil sector. Despite the focus of
aid) 41 has fluctuated at around $500 million since 2016 42 the 2011 National Development Plan on diversified private
and could make a significant contribution to fill the financing sector-led economic growth and the 2013 South Sudan
gap of the R-NDS. Most social protection and education Investment Conference, years of conflict and instability have
activities are already paid for with donor contributions, but 43
deterred substantive investments to other sectors. Foreign
are yet to constitute a coherent social safety net in line with investors in South Sudan’s five oil production consortia
national policies. Through the R-NDS, such coordination and are mainly from a few countries,45 and therefore there is
accounting will be pursued. great potential to attract a more diverse range of foreign
Overall, there is no consolidated information about the investors in the petroleum sector, including in refinery
amounts that are received in the country, nor regarding the activities.46 The GRSS has recently launched its first oil
programmes and projects through which they are spent. licensing auction, offering five blocks to attract interest
40 World Bank, World Development Indicator Database, based on Organisation for Economic Co-operation and Development official statistics, 2020.
41 According to the Organisation for Economic Co-operation and Development, “Country programmable aid (CPA) is the portion of aid that providers can
programme for individual countries or regions, and over which partner countries could have a significant say. Developed in 2007, CPA is a closer proxy
of aid that goes to partner countries than the concept of official development assistance (ODA)”.
42 Roughly one third of ODA to South Sudan reported at global level (2018: $1.6 billion; 2019: $1.9 billion).
43 UNICEF, Social Protection Briefing Note, 2021.
44 Compared to an average 1.8 percent (2019) for sub-Saharan Africa. The 2018/19 all-time high of $60 million net inflows to South Sudan was followed
by negative transactions (-$231,000) (World Bank, World Development Indicator Database, 2020).
45 International – US Energy Information Administration (EIA), https://www.eia.gov/international/analysis/country/SDN.
46 Ministry of Petroleum, Petroleum Report, vol. 7, 2020.
60% 9.3.2.4 Enhance fiscal space and public investment
50% Budget expenditures over the past years have been closely
aligned to fluctuating oil revenues and immediate needs
40% related to the protracted conflict, leaving hardly any space for
substantive investments in priority services, infrastructure
30%
and economic diversification. Increased investments are
20% oriented through the fiscal budget and can be financed
through domestic savings or external financing. In the
10% immediate future, the reduction of military spending and
the end of the Transitional Financing Arrangement with
0%
2009 2010 2011 2012 2013 >> FY FY FY FY
Sudan – foreseen for the end of 2021 – provide significant
17/18 18/19 19/20 20/21 opportunities to orient higher shares of the budget to
Budgeted
Actual expenditure
investments in the extension of priority services and
critical infrastructure.
The share of capital expenditure in the overall budget
Figure 23: Share of GRSS capital expenditure* in central
government has been reduced continually since 2008. Notably,
*Share of capital expenditure in total expenditure on salaries, operations, following the introduction of austerity measures in 2012
capital and transfers to states (2018–2013: estimates by JMEC Secretariat;
17/18–20/21: budgeted amounts and Ministry of Finance and Planning fiscal and 2013, capital expenditures were among the first to be
data). cut. While this could make sense if the need for austerity
was temporary, this strategy over the medium term has
from a diverse group of foreign investors. Nevertheless,
undermined development. Figure 23 illustrates that there
global foreign direct investment flows are likely to remain
have been promising moves to scale up capital expenditure
negatively impacted by the COVID-19 pandemic during the
allocations with an almost fourfold increase to 57 percent
implementation period of this R-NDS and are not expected
(55 percent to infrastructure) in 2019/20. This indicates
to contribute to optimistic forecasts for major investments
a significant shift of priorities following the conclusion of
in the oil and non-oil sectors.47
the R-ARCSS. However, these targets should be used with
While it is unlikely that R-NDS priority projects can attract
caution. Actual capital expenditures have remained far
substantive new investments in the short term, we will
below the planned allocations and were mainly sourced from
increase our focus on improving the enabling environment
allocation cuts in public administration and social sectors
to prepare the ground for new investments and partnerships
like health and education.
with the private sector. The development of appropriate legal
and regulatory frameworks and strengthening of relevant
9.4 Conclusion
units in the ministries and the South Sudan Investment
Authority will be fast-tracked. These components are This chapter has elaborated a range of financing options and
a crucial prerequisite to negotiating favourable terms strategies available to us to finance the R-NDS. It will require
and ensuring the development contribution of foreign the political will of the GRSS to put in place the enabling
investments. In addition, the international investment environment and enforce the necessary fiscal discipline.
conference that will be staged under this R-NDS will be an There is also a need to continue to inspire confidence in
important milestone to showcase promising opportunities our peace to attract our citizens in the diaspora and foreign
for investments in the mineral, gold and agricultural sectors investors to invest in our economy and thereby contribute
and initiate new partnerships. to the R-NDS and future development plans.
47 World Bank, Socio-Economic Impacts of COVID-19, 2020; United Nations Development Programme, Socio-Economic Assessment of the Impacts and
Implications of COVID-19 in South Sudan, 2020.
CHAPTER TEN:
Implementation arrangement
Drawing on the risk-informed development approach, the R-NDS implementation will be flexible, adapting
to the changing context with an inclusive coordination structure that encourages the participation of all
stakeholders.
This chapter elaborates on the delivery and coordination covenants and protocols of humanitarian operations where
mechanisms (the approach, oversight coordination and humanitarian work extends to reducing vulnerability and
communication); partnership (delivery accountability building resilience, this will need to take place alongside
mechanisms); monitoring and evaluation (reporting, development actors. Similarly, the work of peace and security
communication and data management); and risks and paves the way for development as it reduces vulnerability to
mitigation plan. conflicts and violence. Taking arms away from civilians must
include providing alternatives to the use of arms through
10.1 Delivery and coordination mechanisms livelihood support or other forms of economic empowerment.
At the 2016 World Humanitarian Summit, South
10.1.1 Triple nexus
Sudan joined world leaders in endorsing the ‘new ways
A multitude of protracted crises and recurrent shocks of working’ approach that should be adopted in complex
in our country since independence have resulted in a emergencies such as ours, where protracted humanitarian
significant humanitarian footprint. We are aware that dire challenges coexist with peace, security and development
humanitarian crises have forced some of our development challenges. Since then, the new ways of working approach
partners to repurpose resources meant for development has been dubbed the triple nexus approach. The triple
to address humanitarian concerns. We also acknowledge nexus approach refers to the interaction between peace,
that in many parts of our country where there are dire needs,
government institutions are either not sufficiently resourced
to respond or are yet to be fully established. In situations
where government presence is limited, we recognize In situations where government
that many of our partners are drawing on the services of
non-governmental organizations to deliver much-needed
presence is limited, we recognize
support. This fluid situation indicates that any notion of a that many of our partners are
linear transition that calls for humanitarian interventions
and the full establishment of peace as preconditions to
drawing on the services of non-
development is not only unrealistic, but could also result in governmental organizations to
perpetuating humanitarian conditions. To the contrary, it has
become increasingly obvious that humanitarian, development
deliver much-needed support.
and peace actors must collaborate to achieve sustainable
results. While the GRSS is committed to honouring the
good example, where the triple nexus partners engaged and

exchanged notes on collective outcomes. The Partnership
The Partnership for for Recovery and Resilience confirms the government’s view
Recovery and Resilience that development work can be adapted to crisis situations,
not halted. The GRSS has drawn lessons from that model
confirms the government’s and builds on the United Nations triple nexus framework in
view that development work proposing the following as the modality for operationalizing
the triple nexus in the implementation of the R-NDS and
can be adapted to crisis achieving risk-informed development:
situations, not halted. • Joint triple nexus assessment: The United
Nations Humanitarian Response Plan and a
series of assessments conducted by the United
Nations Mission in South Sudan recognize
development and the humanitarian response. It calls for
that the current context is not homogeneous.
defining and committing to ‘collective outcomes’ where
Some parts of the country are in the peace
and when humanitarian–peace–development operations
and development domain, others are purely
intersect. The United Nations defines collective outcomes
humanitarian and insecurity zones. However, there
as “commonly agreed quantifiable and measurable results or
are other parts of the country where elements
impact in reducing people’s needs, risks and vulnerabilities
of humanitarian imperatives are slowly moving
and increasing their resilience [achieved through combined
towards early recovery and some semblance of
efforts from humanitarian, development, and peace actors]”.
security. The Humanitarian Response Plan also
Reducing vulnerability and building resilience is essentially
reflects considerable support aimed at reducing
about bolstering capacity, especially at the local level where
vulnerability and building resilience, including
collective outcomes are being pursued. This was echoed by
injecting resources for local capacity-building.
the United Nations Secretary-General at the 2016 World
Without infringing on humanitarian principles
Humanitarian Summit when he said, “We must bring the
of independence and neutrality, the Ministry
humanitarian and development spheres closer together
of Finance and Planning and the Ministry of
from the very beginning of a crisis to support affected
Humanitarian Affairs will lead joint assessments
communities, address structural and economic impacts
in collaboration with development partners
and help prevent a new spiral of fragility and instability”.
to map the country in terms of development
Garry Conille, Under-Secretary-General of the International
and humanitarian, peace and nexus zones. The
Federation of Red Cross and Red Crescent Societies, put
assessments would inform all stakeholders where
it even more starkly at the Summit when he said “… it
nexus programming is feasible.
is not about how many parcels of food [humanitarian
actors] delivered, but rather how many less people need • Triple nexus programming: In contexts where
[humanitarian help in protracted or recurrent situations the three actors would be required to operate,
over time]”.48 The 2021 Humanitarian Response Plan is a the assessments would be followed by joint
telling example of how more people, not fewer, still need planning to define the indicators for collective
humanitarian support, despite years of interventions and outcomes, harness comparative advantages and
investments in the country. gradually build local coordination and leadership
The GRSS intends to roll out the R-NDS using a risk- capacities. We recognize that humanitarians may
informed approach. This means we will do everything to be reluctant to co-mingle their resources and
adapt, rather than disrupt, the implementation of the R-NDS projects with development actors since the issues
to changing conditions, including in situations of crisis. The of independence, neutrality and accountability
triple nexus provides operational guidance to this approach. could arise. However, exchange of information,
The Partnership for Recovery and Resilience platform is a demarcation of responsibility and tracking
48 Outcome of the World Humanitarian Summit, Report of the Secretary-General (A/71/353).

progress will be encouraged. The GRSS believes The GRSS will activate the following oversight coordination
that, as per the principles agreed at the World mechanisms for the implementation of the R-NDS:
Humanitarian Summit on the operationalization of
• The High-Level Partnership Forum will be an
the nexus, it is possible to achieve at least shared
annual meeting between the GRSS and the
or linked programming if joint programming would
development partners and be chaired by His
undermine humanitarian principles.
Excellency the President. The meeting will
• Financing: While the principle of collective discuss strategic development policy issues. The
outcomes is well received and appreciated, we first meeting will launch the R-NDS and commit
are aware that financing architecture is not yet to its implementation with the full support of
in synch. For the implementation of the R-NDS, development partners.
the GRSS is not seeking humanitarian and peace
• The Interministerial Appraisal Committee is the
actors to work through MDAs or co-mingle their
government mechanism mandated to manage all
resources with development finance. The GRSS
government budgetary and financial issues. During
is only keen to have a sense of the resources
the period of the R-NDS, the appraisal committee
being invested in quasi-humanitarian activities so
will review the flow of government resources to
they can be captured as contributions to R-NDS
MDAs for the implementation of the R-NDS and
financing. Details of how this will be done will
sector implementation plans. It will also receive
be agreed in the first triple nexus coordination
and discuss sector progress reports from MDAs.
meeting after the R-NDS is launched.
The appraisal committee will prepare the GRSS for
• Triple nexus coordination: The Ministry of Finance the quarterly Government–Development Partners
and Planning and the Ministry of Humanitarian Forum.
Affairs will chair the triple nexus coordination
• The quarterly Government–Development Partners
mechanism. Development partners, through the
Forum will serve as the central mechanism
United Nations system, will have a co-chairing
for coordination and information exchange on
role. The coordination mechanism will keep track
the implementation of the R-NDS. It will review
of progress made on nexus programmes, review
financing, delivery efforts and bottlenecks, and
updated assessments on new areas with nexus
endorse the delivery plan for the subsequent
programming opportunities, and accountability
quarter. This meeting will review the extent of
for results. In collaboration with development
alignment of development partners’ development
partners, the GRSS will produce terms of reference
priorities and programmes to the R-NDS.
for the triple nexus coordination mechanism after
the launch of the R-NDS. • Sector working groups are the main forum
for sector-level planning, budgeting, delivery,
monitoring and reporting on the R-NDS. The sector
10.1.2 Oversight coordination
working groups will include MDAs, United Nations
The Ministry of Finance and Planning will oversee the agencies, bilateral organizations, international
R-NDS implementation through sector working groups and financial institutions, non-governmental
corresponding MDAs. The Aid Coordination Unit in the Ministry organizations and civil society organizations. Each
of Finance and Planning will operate the aid information sector working group will be co-chaired by a lead
management system. This system will collect and analyse MDA and a lead development partner.
development data from all partners and ensure they are
linked to the R-NDS. Direct on-the-ground implementation
10.1.3 Communication
of the R-NDS will take place at state, county and payam
levels. The GRSS will support state and local government The success of the R-NDS will depend on broad stakeholder
authorities to set up coordination and monitoring structures participation. The citizens of South Sudan and partners need
that will provide real-time data on the quality and progress of to be well-informed about the R-NDS, its implementation
R-NDS projects, including those of development partners. and progress on anticipated results. They also need to
have a platform for communication with the respective state and local government levels. The R-ARCSS, in section
implementing agencies to provide feedback on the quality and 4.3.1.1, specifically exhorts the R-TGoNU to coordinate
timeliness of implementation. After the launch of the R-NDS, “where appropriate, with development partners” in the
the Ministry of Finance and Planning will collaborate with the review and implementation of the R-NDS. The GRSS is
Ministry of Information to develop a communication strategy committed to the promotion of inclusive partnerships for
for the R-NDS to provide continual awareness of the R-NDS the elaboration and implementation of the R-NDS. Given the
and strengthen the development communication capacities fluid situation and the state of government institutions, the
of the MDAs and authorities at state and local levels. At the GRSS acknowledges that partnership for development is not
same time, the Ministry of Finance will collaborate with the at an optimal level. As discussed in subsequent sections, the
Ministry of Information, sector working groups and state R-NDS will be used as a vehicle to strengthen partnerships
governments to carry out the following: as defined in the Busan Agreement for Aid Effectiveness.
• Establish a development communication group

10.2.1 Towards a mutual accountability framework
in each sector working group. The development
communication group will develop sector-specific The 2011 Busan Partnership for Effective Development
communication plans. Cooperation commits to national ownership, results
• Sector working groups and MDAs will develop fact orientation, broader multi-stakeholder partnership platforms
sheets on areas of focus, planned implementation and transparency and accountability in the delivery and use
areas and anticipated results. These will be of development support. South Sudan subscribes to these
disseminated widely across the country in the core principles. We are, however, aware that to benefit from
official languages. the quality partnership defined in the Busan Agreement,

South Sudan must create a ‘good enough’ institutional
• Conduct awareness in all states on the R-NDS to
environment, political will and leadership. South Sudan’s
promote national ownership of the strategy and
2011–2013 National Development Plan lays out a road map
call on citizens to monitor its implementation.
with benchmarks that the GRSS must achieve to create a
• Organize quarterly public feedback dialogue conducive environment for a return to a mutual accountability
forums in each state with representation framework as defined in the Busan Agreement. The GRSS
from the sector working groups to engage foresees this phase of a mutual accountability framework
citizens and factor their concerns into the arrangement as being part of the medium-term National
implementation process. Development Plan that will succeed the R-NDS.
Foremost, the GRSS commits to working on the
implementation of the R-ARCSS to create a predictable,
10.2 Partnership
stable environment for development. Specifically, and as
Partners are key stakeholders in the development of illustrated in Figure 24 and elaborated below, the GRSS
South Sudan and are expected to play a vital role in the recommits to achieving the benchmarks through the
implementation of the R-NDS. It is critical that partnerships implementation cycle of the R-NDS to move towards the use
in South Sudan are driven by the priorities of the people of of country system by development partners in accordance
South Sudan as expressed in this strategy, and as will be with the Busan Agreement. The GRSS envisages the full
further elaborated in the results frameworks at sectoral, support of development partners in its drive to achieving
Mutual
Increased Ph. 3:
Leadership
Strengthened Accountability
development andFinancing PFM reforms
institutions Framework
finance dialogues
ownership
(2024 & beyond)
Figure 24: Path to a mutual accountability framework

the following benchmarks: will set-up a Special Capacity Development

Fund that will focus on transforming the GRSS’s
• Increased domestic financing of development:
institutions to effectively deliver development
The GRSS is fully committed to the Addis Ababa
results. Indicators for assessing capacity
Action Agenda, which calls for domestic finances
readiness in the relevant MDA will be part of
to be the basis for achieving the SDGs. In the
the monitoring and evaluation plan of all R-NDS
determination of their respective expenditure
delivery projects and in the roll-out of the Special
ceilings for the FY2021/22 budget planning
Capacity Development Fund. Once considerable
process, MDAs took on board the priorities in the
progress has been made on capacity readiness,
R-NDS. In the same vein, the GRSS will engage
gradual transfer of delivery responsibility will
development partners to align their respective
be started.
support to the R-NDS, so that these can be
accounted for in GRSS national budget reports. • Effective implementation of PFM reforms: The
The GRSS commits to the progressive increase GRSS will strengthen its commitment to the
in development financing through its national implementation of PFM reforms for effective
budget. The budget will therefore be the source for expenditure management and internal financial
monitoring progress on this benchmark. control in all MDAs, and empower the Audit
Chamber to institute periodic sector audits.
• Demonstrated leadership in development
coordination: The GRSS will work with all
development partners to reinvigorate the aid 10.2.2 Support requested from development
coordination architecture, including the Aid partners
Coordination Unit in the Ministry of Finance and The GRSS cannot achieve these benchmarks without the
Planning and the aid information monitoring support of development partners. We request commitments
system. The sector working groups will be from development partners in support of achievement of
strengthened to deliver and report on the the benchmarks, as follows:
implementation of the R-NDS. A state-level
coordination mechanism will also be set up to • The GRSS is aware that most of the development
monitor implementation progress. Their reports assistance to South Sudan currently addresses
will feed into national-level coordination. At humanitarian needs. To the extent possible, we
the highest level, the GRSS will reactivate and will work with humanitarian partners to capture
regularize development dialogue at the High- data in the aid information management system.
level Partnership Forum and the Inter-Ministerial A separate humanitarian aid tracking platform
Appraisal Committee to provide oversight and will be set up in the system for this purpose. In
political leadership. addition, we encourage development partners to

develop a strategy for transitioning to recovery
• Institutional readiness: In the interim, during
and development. Incremental support to nexus
the implementation of the R-NDS, the GRSS
programming is a concrete way to commit to a
and its partners will continue to use a range of
transition strategy.
delivery modalities, which include development
support being managed directly by the partners • Through the sector working groups, the GRSS
and/or transferred to third parties, including encourages development partners to ensure
United Nations agencies and non-governmental coordination of development assistance to avoid
organizations. The GRSS and development fragmentation and duplication of development
partners agree these are temporary measures and support. This is to further our shared commitment
that the goal is to use country systems. Therefore, to ‘leave no one behind’. The GRSS will ensure the
all such projects will have capacity development aid information management system has an active
components for the relevant government MDA map of the geography of development assistance
that will inherit that responsibility. Additionally, the which will be reviewed at all sector working group
GRSS, in collaboration with development partners, meetings to make sure development assistance
is not disproportionately skewed to a few parts of year lifespan of the R-NDS, a summative evaluation will be
the country. conducted. The summative evaluation will recommend a road
• We note with appreciation the decision of the map for the next medium-term National Development Plan,
World Bank Group to begin to use the country drawing lessons from the R-NDS implementation.
system in the roll-out of its next Country
Engagement Note. Our performance in terms 10.3.2 Data generation and use
of the bank’s engagement will demonstrate Tracking performance of the R-NDS will require continual
our readiness, and thereby encourage other generation of data. The GRSS has also committed to
development partners to begin to invest in the use reporting on its progress on the implementation of Agenda
of country systems. 2030 for Sustainable Development and Africa Agenda
2063. The additional responsibility makes the task of
data production in the country more complex and requires
10.3 Monitoring and evaluation
expanded infrastructure that can access all parts of the
The R-NDS will rely on one integrated monitoring and country. However, the infrastructure to produce statistics
evaluation system coordinated by the Ministry of Finance and in South Sudan is currently poorly resourced, resulting in
Planning with support from the National Bureau of Statistics weak capacity, outdated and/or non-existent data, high
and sector working groups. The monitoring and evaluation staff turnover and a poor culture for data use. Coordination
framework for the R-NDS will track and assess progress of data production is also weak. Development partners, the
on activities, outputs and outcomes and how these are private sector and civil society organizations are generating
contributing to achieving South Sudan’s Vision 2040. The their own development data with no or limited government
framework will also assess the GRSS’s budget allocation engagement and regulation. Policies and laws on the
and expenditure on R-NDS activities. generation, production and use of data need to be updated.
As part of the implementation of the R-NDS, the GRSS,
10.3.1 Monitoring mechanisms in collaboration with development partners, will invest in
strengthening the National Bureau of Statistics to lead on
The NDS results framework is articulated at the national level
the revitalization of the national statistics landscape. Focus
by cluster strategic objectives, outcomes and outputs. The
will be on the following:
next stage of the operationalization of the results framework
will be at sectoral, state and local levels and will be designed • Working with all sector working groups and MDAs
as part of the R-NDS implementation. The capacity of state to develop and update baseline indicators in the
and local authorities will be strengthened to conduct routine R-NDS results framework and link the R-NDS
monitoring and coordinate delivery of projects and activities. results matrix with the relevant SDGs and Africa
The sector working groups will develop monitoring and Agenda 2063 indicators.
evaluation plans that set out the objectives and targets • Conducting a mapping exercise of the range of
for each agency along with well-defined and quantifiable statistics systems in the country, including those
indicators. Sector working groups will meet on a quarterly of the United Nations, bilateral partners, the
basis and will be tasked with providing a short progress report private sector and civil society organizations, to
that uses as its basis the indicators and targets specified in build a national statistics ecosystem and set up a
the sector matrices. The sector working groups will need to national mechanism for coordination of statistics.
carry out regular, in-depth and independent assessments
• Strengthening ICT infrastructure to transition from
of member agencies to evaluate progress against stated
a paper-based to a digital statistics system.
indicators and to ensure that activities are being undertaken
as planned. • Convening data forums twice a year to raise
After the first 18 months of the R-NDS implementation, awareness among policymakers, civil society
the Ministry of Finance and Planning will organize a mid-term organizations and the private sector on the vital
review to assess progress, note implementation bottlenecks role of statistics in sustainable development.
and recommend to the GRSS and its development partners
ways to address the bottlenecks. At the end of the three-
10.4 Risks and mitigation plan on reports from the system and, under the leadership of the
state and local authorities, design coordinated responses
Judging by South Sudan’s recent history, the R-NDS is not
to address conflict-related risks.
without internal and external risks. Instability and natural
hazards (drought, floods and locust invasion) disrupted full
Government ownership and leadership of the R-NDS: The
implementation of the two previous development plans and
success of the R-NDS will depend largely on whole-of-
strategies. Aside from the risks of instability and natural
government ownership and leadership. Without the support
hazards, there are other important political and economic
of political leaders, starting with His Excellency the President,
risks that could undermine the quality and timely delivery of
the R-NDS will not get traction and commitment from MDAs.
the R-NDS. This section highlights the critical and probable
At the beginning of the R-NDS, the President will officially
risks to R-NDS implementation and results.
launch the process and instruct the cabinet to regularly
review progress at cabinet meetings. The High-Level
Political instability: The R-ARCSS defines the commitment of
Partnership Forum will help reinforce national ownership and
all national stakeholders to establishing and consolidating
leadership. The Ministry of Finance and Planning will lead in
peace. Derailment from the implementation of the Peace
monitoring ownership and leadership, starting with tracking
Agreement and internal fracturing of structures of its
R-NDS implementation allocations in the budgets of MDAs.
guarantors could severely undermine the delivery of the
R-NDS. The sustained commitment so far, which has resulted
Low absorptive and delivery capacity: Capacity constraint
in the enjoyment of stability at the national level since
is a significant risk to the effective implementation of
September 2018, gives us hope that the country is on a
the strategy. There will be continuing use of well-targeted
steady path to sustainable peace. Notwithstanding this, we
technical assistance to fill gaps where local expertise is
are aware of the fragility of the Agreement. The GRSS will
currently lacking. Steps will be taken to provide support and
encourage the national and regional monitoring mechanisms
training for MDAs through the sector working groups. The
for the R-ARCSS to incorporate the implementation of the
GRSS will use a range of implementation modalities, including
R-NDS. Early warning mechanisms will be included in the
third-party arrangements, to implement the R-NDS while it
monitoring and evaluation framework of the R-NDS to keep
strengthens GRSS delivery institutions.
track of areas of volatility.
Sharp decline in revenue: Government revenue is heavily

Local violence and conflicts: While national-level instability
dependent on earnings from oil. For the foreseeable future,
could derail the entire R-NDS, local-level violence and
oil is likely to account for most of the country’s revenue.
intercommunal hostility could impede implementation of
While the price of oil on international markets is currently
projects and activities in the R-NDS. The presence and
surging, there is a high risk of a price slump, as witnessed
use of light weapons, especially by unemployed and at-risk
in the COVID-19 pandemic. This could severely undermine
youth, have resulted in serious safety and security risks in
our efforts to finance the R-NDS. Measures will be taken to
many of our communities. The GRSS will combine rule of law,
establish a special development fund, taking advantage of
economic dividends and community peacebuilding to address
increased oil prices. The fund will be drawn upon to continue
this challenge. The Ministry of Peacebuilding, with support
R-NDS activities in the event of price shocks. In addition,
from our development partners, has set up an early warning
we will continue to boost domestic revenue mobilization
system that will collect real-time data on intercommunal
from non-oil sectors to diversify development financing
violence, sexual and gender-based violence, and floods
sources. Other sources of financing that will be explored
and drought. This system will be incorporated in the local-,
are discussed in Chapter 9.
state- and national-level R-NDS monitoring and evaluation
mechanism. Sector working groups will regularly deliberate
CHAPTER ELEVEN:
Concept note – looking ahead to
the 2024–2028 NDP
11.1 Introduction We can, however, make some assumptions about the

context in which the next plan will be developed. This context
Increased momentum on the concept and process of
will form an important background and provide a basis for
planning has been observed in developing countries in the
guiding the national development planning process in the
past two decades. Typically, such plans are based on a 5–25-
future. Some of the assumptions include the following:
year horizon that defines desired development outcomes to
be achieved. The process also entails consensus-building on • The R-NDS will have been implemented and,
the challenges and opportunities that should be addressed pursuant to the commitment to hold elections
and explored for achieving the outcomes, and defines the contained in this R-NDS, an elected government
role of different stakeholders. South Sudan, like many other will be in place.
countries in Africa, is building a track record and committing • As a result of the commitment to implement the
to a consistent system of national development planning, provisions of the Peace Agreement, especially
starting with the elaboration of its first National Development regarding the security sector, the country will have
Plan in 2012 and the current NDS 2018–2021. a unified force in charge of security.
The process of revising the original NDS 2018–2021 for
• The enabling environment for governance reforms
the transition period has highlighted important challenges
will have improved through the formulation
that need to be addressed for the country to move forward.
of key legal instruments, including having the
However, they cannot be addressed in the context of
permanent Constitution in place, that will clarify
the ongoing transition and within the period covered by
the federal system.
the extension of the NDS. As a result, this chapter of
the NDS articulates a concept for a 4–5-year National • Following the full implementation of the Peace
Development Plan for South Sudan to be considered after Agreement, the country will be enjoying peace with
the implementation of the R-NDS. This concept note lays out reduced humanitarian needs.
the issues that need to be addressed in the next NDP and • A rebound of the global economy is expected,
suggests that one of the key strategic objectives of this giving a positive outlook for our economy, but with
current R-NDS is preparation for the 2025–2028 medium- a possible decline in carbon-intensive economies
term National Development Plan by carrying out strategic and the accompanying urgent need to focus on
thinking for framing that plan. the green economy.
• There will be a reduced time period for meeting our

11.2 Anticipating the context of the medium-
commitment to the global development agenda
term National Development Plan
with only seven years left for the implementation
The preparation of the medium-term National Development of the SDGs.
Plan requires careful thought, cogent analysis and a long-
• As a result of the appointment of governors and
term strategy. We are aware of the possibility of a changing
other government officials at the state level, local
context that may influence the priorities and needs of the
government will be in place and slowly actualizing a
country in the future. We therefore present the contents
decentralized system of governance in the country.
of this chapter with considerable caution and emphasize
that this is preliminary thinking on the development plan to
follow the R-NDS.
• There will be signs of increased cooperation with • The role of the private sector: Long-term planning
our development partners as a result of closer and investment in the future is as important to the
collaboration during the R-NDS. private sector as it is for the public sector. Also,
the private sector, though a possible beneficiary
of results of national development planning, has
11.3 Key underpinning assumptions for the
a critical role to play in achieving the medium- to
design process
long-term development objectives of the country.
The design of the National Development Plan II and its The role of the private sector should be carefully
implementation will be premised on the following scenarios: thought through in the next iteration.
• Strong political buy-in from all political parties: • The role of local government: Defining the role of
The demand for and commitment to development local government in implementation of the NDS will
planning should be grounded in the governing and be critical. This was not fully integrated because of
related political system and institutions. the slow pace of formation of local government at
the time of revising the NDS.
• The parliamentary committee on development
will be active: The oversight role and responsibility • Alignment of planning and budget preparation
of parliament is critical in ensuring that national processes: As we continue on the path
priorities form the basis of the National of sustained development planning and
Development Plan. implementation, we will ensure a more systematic
approach of aligning the planning process with the
• The success of the R-NDS will inspire confidence
budget preparation process.
in all partners, including development partners:
The commitment and desire for development • Performance review of the R-NDS to draw lessons
partners to collaborate and work closely with the learnt for the next plan: A more detailed review of
GRSS will be secured. This depends largely on the the R-NDS, especially the newly introduced concept
experience in the implementation of the R-NDS. of nexus planning and all proposed implementation
and monitoring frameworks, will be conducted. This
• The investment climate will improve due to
will provide us with important lessons for the future
confidence in the peace: The security situation
medium-term plan.
in the country will improve and positive results on
the economy through increased investment will
be evident. 11.5 Governance of the design and
• Macroeconomic stability as projected by the IMF implementation process
will come to fruition: A stable macroeconomic
The process of designing and implementing the National
environment owing to our commitment to the
Development Plan II will be done through government
implementation of PFM reforms, the Staff
institutions, some of which will neither be available nor
Monitored Programme, etc., will bear fruit with
effectively functioning at the time of the R-NDS. These include:
increasing confidence in the government’s ability
and capacity to manage the economy.
• The Parliamentary Committee on Development, to
ensure a national process that includes all political
11.4 Other considerations for launching a full- persuasions
scale medium-term plan • Leadership of the Ministry of Finance and Planning
Given that the R-NDS is a revision of the original document, • Governors’ Forum
it was not the place to consider entirely new ideas on
• Local government board
national development planning. We will, however, have this
opportunity in the iteration of the future medium-term plan. • Active sector working groups
Issues will include: • Civil society organization network
11.6 Background studies of major themes investors.”50 We will use evidence from the study to map out
anticipated for National Development Plan II a path to eventually kick-start industrialization. We anticipate
that the study will explore how tourism would likely be feasible
South Sudan faces many challenges, which, although no
in the medium term, given its low entry requirements. This,
different from those other countries in similar circumstances
of course, requires a stable security environment, so is
have faced before, require new mindsets and innovative
dependent on full implementation of the Peace Agreement
thinking to ensure that the failures of the past are avoided,
during the implementation of the R-NDS.
and that new regional and global solutions are harnessed
In exploring the potential for economic diversification,
and employed for the breakthrough development the
we will include studying the experiences of other countries
country needs. To adopt innovative thinking in resolving
that have successfully diversified from oil-based economies,
challenges, we will embark on extensive studies prior to
in the context of the reality of South Sudan.
the iteration of the National Development Plan II. These
studies will explore opportunities in key issues pertinent to
11.6.2 Human capital development
the development of our country and its people. The studies
will provide evidence and make concrete recommendations South Sudan has been characterized as a country with
on policies and strategies that should be adopted in the serious challenges in human capital, weak institutional
National Development Plan II for sustainable development capacity of many government institutions and serious
in South Sudan. challenges of organizational capacity. Key ministries,
Here we outline four critical areas we will commission such as the Ministry of Finance and Planning, experience
studies on that should be part of the next planning cycle. challenges in capacity for planning, budgeting and exercising
These are economic diversification (policies, opportunities, fiscal discipline, and these are all linked to technical capacity
strategies); human capital development; transitioning to a limitations of their manpower. This is the case in many
green economy; and population settlement. other government institutions. Knowing how critical human
capital development is for the implementation of national
11.6.1 Economic diversification (policies, development planning, but especially for the well-being of
opportunities, strategies) our people and their contribution to development, we will
embark on an extensive study that provides a clear road
South Sudan has the third largest oil reserves in sub-Saharan
map for sustained human capital development. The study is
Africa, much of which remain unexplored,49 and on which the
part of our commitment in the R-NDS and is elaborated on in
country is highly dependent. South Sudan’s experience so
Chapter 8. The study will be expected to provide concrete
far indicates that this dependence on a single commodity,
recommendations and evidence, drawing on lessons from
albeit of high value, has significantly increased shocks on the
other countries, on how to improve employee performance,
economy as a result of the volatility of the global oil market
capabilities and resources and on how education, technical
and geopolitical conflicts with Sudan. On the other hand,
skills and on-the-job training can be tailored to ensure
the structure of the economy is such that the majority of
effective delivery of services. The study will be drawn upon
South Sudanese depend on other sectors of the economy for
to develop a comprehensive capacity development plan in
their livelihoods, primarily some combination of agriculture,
the National Development Plan II.
livestock, trading, exploiting other natural resources (timber,
Evidence abounds on the correlation between human
gold) and, critically, the public sector.
capital and economic growth. A key component of the
We will undertake a study to explore the opportunities,
study therefore is to explore the benefits of expanding the
appropriate policies and strategies required for economic
knowledge and skills of our people on economic growth. The
diversification as the strategic pathway to sustainable
study will propose policies and strategies for investing in
development and attainment of Vision 2040, which is
human capital for increased productivity. We recognize the
“emphatic that South Sudan will have a diversified economy
importance of investing in human capital as it is an important
driven by agriculture, industry, mining, tourism and services
aspect for the delivery of a national development plan.
to be a vibrant economy that is able to compete and attract
49 Conflict Sensitivity Resource Facility (CSRF), Conflict Sensitivity Analysis: United Nations Mission in South Sudan (UNMISS) Protection of Civilian (PoC)
Sites Transition: Bentiu, Unity State, and Malakal, Upper Nile State, March 2021.
50 South Sudan Country Report on Independent Policing Oversight Authority, November 2019, Juba, South Sudan.
11.6.3 Transitioning to a green economy implementation of democratic governance, macroeconomic

management and the triple nexus approach.
The reality facing the entire world, including South Sudan,
increasingly points to the important shift from a carbon-
11.7.1 Deepening democratic governance
based economy to a green economy. Frequent and intense
weather and extreme climatic events and occurrences, The current authority governing in South Sudan is the
and their consequences for human life and economies, are R-ARCSS. By its nature, the Peace Agreement has a top-down
a loud call for us to do things differently. Commitment and approach, and while we believe it has democratic governance
intent are, however, not enough for a transition to a green aspirations it does not contain within itself the means of
economy – these need to be accompanied by the necessary achieving democratic governance. The R-ARCSS requires
know-how. Whereas general information may be available on the R-TGoNU to set up several governance institutions and
how to transition to a green economy, country peculiarities structures to implement governance processes, such as the
may demand that different countries take different routes. development of the permanent Constitution, the setting up
This necessitates a detailed study on how to transition our of PFM systems and other relevant processes. It does not,
oil-dependent economy to a green economy. The study will however, go as far as stating governance principle processes
help us consider the impact of climate change and emerging and practices. We have a responsibility to think through
policies and strategies on substituting new and renewable these issues and get them ready for implementation before
energy sources for fossil fuels. The study will assess the or during the term of the next National Development Plan.
impact of transitioning to a green economy on South Sudan’s Key among these areas of thought will be the sharing of
oil industry and on revenue. This analysis will contribute to power and resources among the spheres of government; the
defining the diversification strategy mentioned above. separation of powers; and checks and balances between the
three branches of the state. These will hopefully be enshrined
11.6.4 Population settlement in our Constitution. The task will be to understand the extent
to which they are grounded and the role of the National
Years of protracted conflict with Sudan and continued
Development Plan II in the consolidation of democratic
internal conflict has left many of our people displaced.
institutions in achieving our foundational SDG 16.
The United Nations South Sudan 2020 COVID-19 Socio-
Economic Response Plan indicates that well over half of our
11.7.2 Macroeconomic management
population (7.5 million people) are characterized as mobile,
and the majority of these are internally displaced persons South Sudan’s dependence on oil revenue is the main
and returnees. To compound the situation further, the same determinant of macroeconomic stability. We recognize the
report indicates that about 2.3 million of our people are fact that our country will run out of oil in the near future, and
living in neighbouring countries as refugees. Returning and that we should take measures to ensure the development of
settling all of them will be a key task during the term of the the country beyond the period when it has oil. Two suggestions
National Development Plan II, especially if we succeed in dominate the conversation. One is the need for establishing
the full implementation of the Peace Agreement during the a sovereign wealth fund from current oil revenues to fund
implementation of the R-NDS. We will commission a study future development priorities. The other is using current
to provide guidance on settling our people. oil revenues to fund diversification of the economy. These
are not necessarily mutually exclusive, and we will explore
11.7 Deepening ongoing initiatives in the R-NDS their use through an extensive study on macroeconomic
management ahead of National Development Plan II design.
The revision of the NDS has been carried out by holding
extensive consultations countrywide. Given the development
11.7.3 The triple nexus
needs in the various parts of the country and of the different
groups of people, this generated many priorities. It is, Various situations (protracted conflict, increased poverty
however, clear that within the timeframe of implementation and hunger, regular weather disasters, etc.) have led to a
of the R-NDS, most of these valid priorities may not be fully significant humanitarian footprint and left many of our people
implemented. Given the importance of the priorities to the in perpetual need of humanitarian assistance. We plan to lay
people and the government, we will plan to deepen the the initial blocks for moving our country from one in need of
humanitarian assistance to a path of sustained development The objectives of the NDS review reflect the importance of
during the implementation of the R-NDS. We will explore what strengthening the national development finance landscape,
it takes to move the country into the post-conflict phase and namely by including a financing chapter in the R-NDS and
leverage the potential of the triple nexus as an integrated carrying out a development finance assessment. The
approach for the development of our country. During the assessment exercise resulted in a comprehensive analysis
transition and implementation of the R-NDS, we will make of financing requirements, public and private financing trends
conceptual, strategic and benchmarking preparations for and policies to provide an overarching direction for financing
a full-blown triple nexus strategy in National Development development and for our country to achieve the SDGs.
Plan II. Preliminary findings of the development finance assessment
indicate that South Sudan has high potential to step up
11.7.4 Medium- to long-term holistic financing mobilization of domestic resources to a level that reflects
strategy national assets, uses oil revenue more strategically as a
stable contribution to national planning and budgeting, and
As part of the National Development Plan II design we will
combines public and private financing policies to ensure all
develop an integrated national financing framework for South
available resource flows contribute to national sustainable
Sudan. The R-NDS cycle will be used to conclude an ongoing
development. Substantive findings from the assessment’s
development finance assessment to lay the foundation
analytical phase will feed into a series of financing dialogues
for such a financing strategy. The development finance
during National Development Plan II planning.
assessment will:
• establish a credible picture of South Sudan’s 11.8 Conclusion

financing needs and opportunities; and
South Sudan is a new country with an incredible opportunity
• strengthen interministerial and multi-stakeholder to tackle old problems in new ways and try bold, innovative,
dialogue around financing priorities, better evidence-driven solutions, free of the constraints of tradition
resource management and alignment of available and precedent. Independence came at a time when many
domestic and external resources. early post- and neocolonial theories that influenced much
of post-independence development paradigms had been
tried and questioned, modified or discarded. South Sudan
can learn from the experiences that worked and those
that failed and blaze a new trail of successful resolution of
conflict, sowing the seeds of development while addressing
Nuture
dialogue & humanitarian crises, leveraging development opportunities
partnerships for preserving a sustainable peace and launching onto an
irreversible sustainable development trajectory, forged in
the African experience and infused with global knowledge.
The key areas discussed in this concept note are
Collective critical for the development of the country, but they are
effort to Know
not exhaustive. The issues have a catalytic and strategic
mobilize and the
impact on other issues and challenges we face. We believe
align needs
resources that undertaking the strategic studies, deepening the
implementation of initiatives from the R-NDS, will lay
Identify the proper foundation for successful tackling of many
available
of the challenges of the country. Investment in analysis
resources
and conceptualization, as well as in developing national
consensus on these issues during the transition phase, as
contained in this chapter, will form the key areas of work
a year prior to the iteration of the National Development
Figure 25: Laying the groundwork for a holistic financing Plan II.
strategy
Sector working groups 91
ANNEX 1:
Sector working groups
Sector name: Accountability
Sector goal: “A cohesive, efficient and effective accountability sector”
Sector strategic Sector key strategic Responsible sector

Sector key issues objectives Sector priority areas interventions agency
1. High level of 1. More transparent 1. Empowerment of the 1. Ensure legal Anticorruption

corruption, lack of and accountable agencies concerned frameworks are Committee
accountability and governance systems enacted and
Audit Chamber
transparency implemented
2. To ensure more
inclusive social and
political participation
2. Insufficient 1. Establish a strategic 1. Ensure legal 1. Ensure legal All accountability sector
legislative sectoral partnership frameworks are frameworks are agencies
framework and lack to lobby institutions prepared by all enacted and
of implementation enacting laws agencies and passed implemented
of existing laws for enaction
3. Insufficient 1. Develop strategy 2. Secure funding for 2. Ensure institutional All accountability sector
physical for recruiting and construction of office and human resource agencies except the
infrastructure and retaining motivated buildings development National Bureau of
inadequate staff professional staff Statistics, Fiscal and
capacity Financial Allocation
Monitoring Commission
and Audit Chamber
4. Inadequate 1. Ensure sufficient 1. Ensure sufficient Ministry of Finance,

intervention/ funding is allocated to funding is allocated to partners/donors
funding by agencies agencies
government and
some development
partners/donors
5. Allocation, 1. Operationalize 1. Enhance and 1. Ensure transparency All accountability sector

monitoring and institutional strengthen in transfers of agencies
publication of mechanisms to coordination and funds from central
funds from central promote citizen institutional relations government to states
government to engagement and and counties
states and counties participation
Sector name: Economic functions
Sector goal: “To achieve viable economic stability and growth”

1. Limited domestic 1. To enhance export 1. Macroeconomic 1. Diversify economy Ministry of Finance,

production promotion stability Ministry of Trade
2. Increase access to Ministry of Trade

finance for micro,
small and medium
enterprises
2. Low-quality 1. To improve the quality 1. Economic 1. Provision of high- Ministry of Trade,

industrial and of industrial and diversification by quality seeds and National Bureau of
agricultural output agricultural output to modernizing industry establishment of Standards
exportable standards and agriculture modern industries
2. Ensure optimum 2. Sustainable Ministry of Mining and

exploitation of natural exploitation of natural Petroleum, Ministry of
resources resources Irrigation and Water
Resources
3. Underutilization of 1. To optimally utilize 1. Diversification of 1. Diversify economy National Revenue

natural resources natural resources revenue resource Authority, Ministry of
bases Mining and Petroleum,
Ministry of Irrigation and
Water Resources
4. Over-reliance on oil 1. To diversify the Ministry of Irrigation

resources economy and Water Resources,
Ministry of Land
5. Inadequate 1. To develop and 1. Development of 1. Develop economy-

economic enhance the use economy-related related infrastructure
infrastructure of sustainable infrastructure
infrastructure
Sector name: Education
Sector goal: “Make quality education accessible, equitable and sustainable at all levels to build a peaceful, prosperous and
informed nation (SDG 4 and Agenda 2040)”

Equity in access issues in education
There is inadequate Increase the numbers Ensure education is Construction and Ministry of General
infrastructure to of students and expand accessible, affordable expansion of existing Education and
accommodate the educational institutions and equitable for all, infrastructure Instruction, Ministry
rising demand for at all levels particularly for people of Higher Education,
Improve grants transfers
education at all levels from low-income Science and Technology,
systems to institutions
families, etc. partners
Strengthen student
welfare fund
Accreditation of private
and foreign institutions
Evaluate foreign
certificates
Encourage private sector

investment in education
Low enrolment of Promote inclusive Ensure gender Increase percentage

female students, access to education at mainstreaming in the of female students,
teachers and all levels education sector teachers and managers
managers at all levels
Provide hygiene kits for
girls
Distance to schools Reduce distance to and Ensure bomas, payams Strengthen parent–
from communities from schools and counties have teacher associations
schools and payam and county
education offices to
ensure schools are
brought closer to
learners
Harmful cultural Reduce harmful Ensure learners’ right Sensitize the community
practices traditional practices to education is not to education as a human
hindering access to trampled upon right
education
Displaced schools Create a safe and secure Renovate and relocate Create an enabling
and colleges due to teaching and learning displaced schools and environment to facilitate
insecurity environment colleges to their original return and reintegration
locations where peace of displaced schools and
prevails colleges
Coordinate with relevant

security personnel on
matters of security

Quality issues in education
Prevalence of Increase the Ensure teachers’ Strengthen teacher Teacher training colleges,
untrained teachers in percentages of trained qualifications are training colleges schools of education in
schools and colleges teachers in schools and improved all universities, Ministry
Fast-track the training
at all levels colleges of General Education
of teachers through pre-
and Instruction, Ministry
service and in-service
of Higher Education,
programmes
Science and Technology
Offer scholarships for
teachers and educational
managers
Weak education Establish and upgrade Ensure education data Set and manage Ministry of General
management education management are reliable, valid and education management Education and
information system at information system at constantly updated information system Instruction, Ministry
all levels all levels to inform planning and of Higher Education,
decision-making Science and Technology,
UNICEF, UNESCO
One-stop centre for all
information on education
High turnover of Attract and retain trained Ensure teachers are well Improve salaries of Ministry of General
qualified teachers due staff motivated teachers at all levels Education and
to low pay at all levels Instruction, Ministry
Pay teachers on time
Science and Technology,
Ministry of Finance
and Planning, Ministry
of Public Service and
Human Resource
Development
Curriculum and Reduce ratio of students Ensure availability of Print and disseminate Ministry of General
availability of new per textbook adequate and relevant materials for new Education and
educational learning instructional material curriculum Instruction, curriculum
material development centres,
Train teachers in use of
UNICEF, partners
new curriculum materials
Quality of supervision Conduct credible, fair and Improve effectiveness Strengthen the Examination
of examination reliable examinations and and efficiency of structures and system Secretariat, Ministry
processes assessment processes Examination Secretariat of the Examination of General Education
Secretariat and Instruction, Joint
Admissions Board
Provide a secure
database to store
primary and secondary
students’ records
Provide a printing press

for the Examination
Secretariat
Equate foreign
certifications

Quality of supervision Widen access to higher Ensure all students Provide secure database Examination Secretariat,
of admission education studying in higher and printing press for Joint Admissions Board,
processes education have a Admissions Secretariat university registrars
national admission
Review admissions
number
policy to integrate digital
admission
High school and Provide access to Ensure access to Promote school gardens Ministry of General
college dropout as a nutritious food, health nutritious food, health Education and
Increase access to
result of lack of food and hygiene services at and hygiene services Instruction, Ministry
equitable, quality
schools and colleges at of Higher Education,
education and reduce
all levels Science and Technology,
student dropout due to
World Food Programme,
hunger
universities, food
contractors
Weak supervision of Strengthen quality Ensure private Create awareness National Council for
private and foreign of private education education institutions of the existing policy Higher Education,
institutions at all institutions at all levels are conversant and framework Ministry of General
levels in compliance with Education and
Site visits for
accepted national and Instruction, Ministry
assessment
international standards of Higher Education,
Support policy meetings Science and Technology,
at all levels General Assembly, social
cluster, Cabinet, National
Legislative Assembly
No institutions to Coordinate research and Ensure one-stop centre Establish national Ministry of Higher
coordinate research development studies at for research in the research and Education, Science and
all levels country development centre Technology, research
and development centre,
Promote science
various universities
technology and
innovation
Management
Weak system and Improve coordination and Strengthen leadership Review of policy Ministry of General
uncoordinated effective partnership framework and framework and plan of Education and
partnership among among stakeholders at coordination among action Instruction, Ministry
stakeholders at all all levels stakeholders of Higher Education,
Establish standard
levels Science and Technology,
operating system at all
partners
levels
Fiscal constraints and Increase allocation to Improve services and Mobilize funds from Ministry of General
budgetary discipline education sector at all infrastructure public, donors and Education and
affects programme levels business to support Instruction, Ministry
implementation programmes of Higher Education,
Ministry of Finance and
Planning, partners

Weak staff motivation Increase staff Ensure human Reduce high staff Ministry of General
strategies and low effectiveness and and institutional turnover Education and
intake to educational institutional efficiency development Instruction, Ministry
Make state transfers
programmes of Higher Education,
Attract students to Science and Technology,
educational programmes Ministry of Public Service
and Human Resource
Train, place, remunerate Development, partners
well, retain and promote
staff regularly
Use of traditional Promote digital transfer Strengthen the use of Equip offices and Ministry of General
mode of delivery of ICT in implementation of schools with ICT Education and
content programmes Instruction, Ministry
Train staff on the use
of ICT
Ministry of Transport
and Communications,
partners
COVID-19 pandemic
Disruption of schools Respect World Health Adhere to health Liaise with Ministry of Ministry of Health,
Organization standard advisories to reduce Health to minimize the risk Ministry of Higher
operating procedures risk and death due to associated with COVID-19 Education, Science and
COVID-19 Technology, World Health
Increase budgetary
Organization, Ministry of
allocation to enable
General Education and
schools and colleges
Instruction
to adequately plan their
response
Adhere to social
distancing and face
mask use
Provide adequate water,

soap and sanitizers in
Encourage learners and

teachers to maintain
social distance
Teachers to sensitize
by including standard
procedures in their
lectures
Encourage learners and

staff to take the vaccine
Loss of loved ones Provide psychosocial Ensure counsellors are Increase number of Ministry of Health,
where risk is high support for staff and present in every school trained counsellors in Ministry of Higher
students who have lost and college schools and colleges Education, Science and
their loved ones during Technology, Ministry of
Make provision for
the pandemic General Education and
repatriation
Instruction
Isolate infected
students and staff

Pandemic versus Broadcast basic lessons Ensure education is not Establish online Microsoft, Ministry
limited or no on radio and television, put on hold, even in the infrastructure of Transport and
connectivity and use photocopied midst of the pandemic Communications,
Migrate to digital
notes where there is UNICEF, UNESCO,
or online mode
limited or no bandwidth Ministry of Higher
(asynchronous)
Education, Science and
Technology, Ministry of
Instruction
Full connectivity Provide a dual mode: Deploy ICT specialist in Establish digital identity Microsoft, Ministry
versus the risk of face-to-face and online all schools and colleges for students and staff of Transport and
COVID-19 classes to support online after developing online Communications,
teaching and learning structures and system UNICEF, UNESCO,
Ministry of Higher
All teachers and
Education, Science and
students to acquire
Technology, Ministry of
communication devices
Curriculum and lectures Instruction
to be available online
Gender mainstreaming
Enrolment at all levels Promote gender- Ensure the inclusion Review customary laws UNICEF, UNESCO,
has favoured male responsive governance of women and girls in that undermine the Ministry of Higher
learners and teachers and infrastructure education, facilitate their participation of women Education, Science and
through strengthening transition and involve and girls in access, Technology, Ministry of
women’s and girls’ them in decision-making retention and completion General Education
participation and
Review policy
facilitate an enabling
frameworks, action plans
environment to support
and curricula that do not
their inclusion in
recognize women’s and
decision-making
girls’ contributions
Increase budgetary
allocation for targeted
intervention for women’s
projects
Strengthen coordination
among women in
authority
Sensitize all
stakeholders on
women’s participation in
Ensure the
implementation of
affirmative action in
Sector name: Health
Sector goal: “A strengthened health system and partnerships that overcome barriers and effectively delivers universal
health coverage”

1. Less accessibility to 1. To implement the 1. Improve and 1. Improve health facility Ministry of Health
health services basic package of operationalize infrastructure
health and nutrition accessibility to health
services and the services
Boma Health Initiative
in order to achieve
universal health
2. Insufficient human coverage 2. Improve human 2. Train, deploy and retain Ministry of Health
resources resources for health core human resources
South Sudan HIV/AIDS
for health
Commission
3. Less budgetary 3. Increase budgetary 3. Allocate 15% of Ministry of Finance and

allocation to health allocations for health total government Planning
to 15% as per the expenditure to health
Abuja Declaration
4. Inadequate quality 4. Improve equitable 4. Increase public Ministry of Health

of medical products access to quality procurement and
Drug and Food Control
and technology essential medical distribution of quality
Authority
supplies commodities, medical commodities,
equipment and equipment and
supplies pharmaceutical
products
5. Inadequate 5. Strengthen 5. Institutionalize Ministry of Health

coordination coordination and and build capacity
framework management of health for health system
services at all levels coordination at all
levels
6. Inadequate 6. Develop, revise and 6. Develop, review, Ministry of Health

subsector policies, update relevant update and
strategies and subsector policies, operationalize relevant
regulations strategies and subsectoral policies,
guidelines strategies and
guidelines at all levels
7. Inadequate 7. Improve strategic 7. Review, update and Ministry of Health

availability and information for health implement health
use of strategic sector monitoring and
Commission
information for evaluation framework
decision-making

8. Inadequate 2. To strengthen the 1. Strengthen regulatory 1. Strengthen Drug and Food Control
capacity to regulate regulatory functions functions of the Drug institutional capacity Authority
quality and safe of the Drug and Food and Food Control for effective
Ministry of Health
medical supplies Control Authority Authority regulation of medicine,
health care products
and technologies for
humans and animals
9. Lack of legal 2. Strengthen the 2. Develop, implement Drug and Food Control
framework and regulatory capacity and operationalize Authority
policy for the for medical and toxic regulatory framework
regulation of waste management and policies for
medical and toxic medical and toxic
waste management waste management
10. Inadequate HIV 1. To increase access to 1. Increase availability, 1. Increase availability, South Sudan HIV/AIDS
and tuberculosis and retention in HIV accessibility and accessibility and Commission
services in the and tuberculosis care, coverage of HIV and coverage of HIV/
community treatment and support tuberculosis services AIDS services in
for people living with communities
HIV and tuberculosis
11. Inadequate human 2. Train, deploy and retain 2. Train, deploy and retain South Sudan HIV/AIDS
and other eligible
resource capacity human resources human resources for Commission
populations
HIV/AIDS activities
Ministry of Health
12. Inadequate 3. Increase government 3. Increase government Ministry of Finance and

financial financial allocations to financial allocations to Planning
allocations HIV/AIDS Commission HIV/AIDS Commission
13. Lack of state HIV 4. Improve coordination 4. Improve coordination South Sudan HIV/AIDS
infrastructure and and infrastructure and re-establish HIV Commission
poor coordination of HIV intervention offices at state and
activities all levels national levels
14. Lack of involvement 5. Involve key 5. Involve key South Sudan HIV/AIDS
of key populations populations and civil populations and civil Commission
and civil society society organizations society organizations
organizations in HIV in HIV and tuberculosis in HIV and tuberculosis
and tuberculosis interventions interventions
response
15. Widespread 6. Reduce stigma and 6. Reduce stigma and South Sudan HIV/AIDS
stigma and discrimination against discrimination against Commission
discrimination people living with HIV people living with HIV
against people and tuberculosis and tuberculosis
living with HIV and
tuberculosis
16. Weak 1. To strengthen critical 1. Strengthen 1. Strengthen Ministry of Health

intersectoral enablers of and develop intersectoral intersectoral
collaboration synergies for the collaboration for the collaboration towards
Commission
multisectoral approach health system the ‘one health’
in South Sudan to approach Drug and Food Control
address and strengthen Authority
socioeconomic
determinants of health
17. Weak core 1. To strengthen 1. Strengthen core 1. Implement key Ministry of Health
capacity for health emergency capacity for international health
compliance with preparedness and compliance with regulation activities
international response international health in the National Action
health regulations regulations Plan for Health Security
Sector name: Infrastructure
Sector goal: “Rehabilitate, construct and procure infrastructure system for effective service delivery”

1. Lack of legal and 1. To design legal and 1. Formulate legal and 1. Review and update All agencies
policy framework policy frameworks to policy frameworks existing legal
address the sector framework
gap
2. To enhance drafting 2. Reviewing and 2. Validate legal and All agencies

of legal and policy updating drafted legal policy frameworks
frameworks for the and policy frameworks
sector
2. Lack of proper roads 1. To improve trunk roads 1. Enhancing 1. Construct Juba–Bor Ministry of Roads
infrastructure construction and Road; Juba–Rumbek– and Bridges, South
rehabilitation of trunk Wau Road; and Juba– Sudan Road Authority,
roads Magwi–Torit–Nadapal Ministry of Transport
Road; and rehabilitate
Juba–Nimule Road and
Juba–Yei–Morobo Kaya
Road
2. To improve transport 2. Rehabilitation of 2. Carry out assessment Ministry of Roads

infrastructure in the highway roads of road maintenance and Bridges, South
country linking South Sudan Sudan Road Authority,
to neighbouring Ministry of Transport
countries
3. Limited capacity to 1. To generate and 1. Improvement of 1. Rehabilitate and Ministry of Energy and
distribute power distribute electrical power stations at increase power supply Dams, South Sudan
power national and state plants at national and Electricity Corporation
levels to enable power state levels
distribution
4. Lack of improved 2. To improve airstrips in 2. Enhancing 2. Repair existing Civil Aviation Authority
airstrips across the all states rehabilitation of airstrips in all 10
nation airstrips in the 10 states
states
5. Lack of efficient 1. To set up an effective 1. Providing efficient and 1. Procure equipment All agencies
and effective sectoral database effective monitoring
2. Recruit personnel
database for and coordination and
monitoring and evaluation of annual 3. Train personnel to
coordination plans of the sector manage the database
6. Lack of funds (high 1. To lobby for funds 1. Publishing feasibility 1. Conduct stakeholder All agencies
costs) for road through the R-NDS studies of the consultative meetings
construction and from partners and infrastructure sector
2. Develop a strategic
maintenance investors
plan for the sector
Sector: Natural resources
Sector goal: “Sustainable utilization of natural resources to improve livelihoods and diversify the economy”

1. Poaching of wildlife, 1. To build the capacity 1. Establishment of 1. Provision of anti- Ministry of Wildlife
habitat destruction of wildlife forces to wildlife infrastructure poaching equipment Conservation and
and insecurity in combat poaching and in protected areas and protected areas Tourism
areas of tourism habitat destruction infrastructure
attraction
2. To develop and 2. Development of 2. Review criteria for Ministry of Wildlife
promote the tourism tourist industry in the classification of Conservation and
industry protected areas tourism facilities Tourism
2. Lack of 1. To enact 1. Enhancement of 1. Finalize and Ministry of Environment

environmental environmental environmental disseminate the and Forestry
legal frameworks, protection legislation protection Environmental
compliance and Protection Bill
enforcement
capacity 2. To reduce 2. Combat deforestation 2. Review, monitor Ministry of Environment
deforestation by and evaluate and Forestry
encouraging the use implementation of
of alternative energy forestry concessions
sources
3. Lack of productive 1. To improve the 1. Enhancement of 1. Improve animal health Ministry of Livestock and
capacity of productive capacity of livestock production through disease Fisheries
livestock and livestock and fisheries surveillance and
fisheries resources resources control
2. To regulate fishing 2. Monitoring and 2. Practise good fishing Ministry of Livestock and
equipment evaluation of the methods Fisheries
fishing industry
4. Lack of legal 1. To develop a land 1. Fast-track and 1. Formulate a land policy South Sudan Land
framework for land policy disseminate a land Commission
management policy
2. To enforce and 2. Review and enforce 2. Law enforcement and South Sudan Land
implement the Land the Land Act implementation of the Commission
Act Land Act
5. Low agricultural 1. To review and update 1. Implementation 1. Implementation of Ministry of Agriculture

productivity and policies and strategies of Comprehensive the Comprehensive and Food Security
lack of supply chain for development of Agriculture Master Agriculture Master
the agricultural sector Plan component Plan document
of reconstruction,
recovery, food and
nutrition security
2. To develop 2. Ensure development 2. Construction of Ministry of Agriculture

infrastructure for of integrated feeder roads to and Food Security
integrated agricultural agricultural promote food security
development infrastructure and supply chain
Sector name: Public administration
Sector goal: “Efficient, effective, transparent, accountable and sufficient public service delivery”

1. High levels of 1. Ensure accountability 1. Fighting of corruption 1. Prevent and report All agencies
corruption and lack in managing and in public offices corruption cases
of transparency in delivering public
2. Hear and compile
public service service
corruption cases
2. Promote transparency 2. Provision of 1. Assess presence All agencies

in managing and transparent public of corruption in
delivering public services institutions
services
2. Publish public
information
2. Insufficient 1. Develop functional 1. Improving institutional 1. Procure furniture, All agencies

physical institutions structure and office supplies and
infrastructure providing necessary equipment
office equipment and
accessories
2. Build and renovate 1. Providing enough 1. Construct and All agencies

infrastructure office space and renovate office
needed office buildings
accessories
3. Inadequate staff 1. Develop and 1. Capacity-building of 1. Recruit new staff All agencies
capacity strengthen personnel existing staff
2. Train new and existing
capacity
2. Recruitment of staff
qualified staff
3. Appraise staff
performance
2. Improve employees’ 2. Reviewing public 2. Evaluate wage and Ministry of Public Service
benefits service wages and salary structure and Human Resource
salaries and adjusting periodically Development
for inflation effect
4. Insufficient 1. Review and enact laws 1. Formulating, reviewing 1. Ensure that relevant Reconstituted
legislative and enacting laws legal frameworks are Transitional National
framework and lack reviewed, reformed Legislature
of implementation enacted, passed and
of existing laws assented to
2. Implement existing 2. Implementing existing 2. Implemented existing All agencies

laws laws immediate and
accordingly
5. Incoherent social 1. Consolidate and 1. Education on 1. Develop civic Ministry of Peacebuilding

relations or social improve social citizenship and social education manual and Peace Commission
fragmentation relations norms with respect in collaboration with
2. Develop citizenship
to South Sudanese Ministry of Youth and
manual
diversities Sport and Ministry of
Culture

2. Enhance coordination 2. Coordination and 1. Enhance Ministry of Peacebuilding

and cooperation cooperation amongst communication, and Peace Commission
amongst public public institutions strengthen in collaboration with
institutions and coordination and Ministry of Public Service
communities institutional relations and Human Resources
Development
6. Weak democratic 1. Build democratic 1. Democracy 1. Electoral laws, rules National Election
best practice and institutions and regulations Commission and other
2. Peace, love and unity
culture relevant institutions
2. Promote peace and 2. Periodic elections
democracy
3. Dialogue
7. Delay dissemination 1. Disseminate the 1. Dissemination of the 1. Establishment of early Ministry of

of Revitalized R-ARCSS R-ARCSS warning mechanism Peacebuilding, Ministry
Agreement on in the 10 states and of Information,
Resolution of three administrative Communication,
Conflict in South areas Technology and Postal
Sudan (R-ARCSS) Services, Peace
2. Conducting
Commission and other
awareness
relevant institutions
conferences on
R-ARCSS provisions
Sector name: Rule of law
Sector goal: “Strengthening the rule-of-law system to ensure and promote equal access to justice for all”

1. Proliferation of 1. To strengthen the rule 1. Enhancing 1. Carry out public Ministry of Investment,
firearms of law through the disarmament, awareness campaign Bureau for Community
reduction of illegal demobilization and about the danger of Security and Small Arms
arms reintegration process firearms Control
2. To have sustainable 2. Development of 2. Conduct

security, development, community security consultations with all
stability and peace strategy stakeholders, form
technical working
groups and develop
community security
strategy
2. Lack of permanent 1. To establish a 1. Preparation of 1. Conduct a nationwide National Constitutional

people-driven democratic society a permanent civic education and Review Commission,
constitution and rule of law Constitution through a public consultation Ministry of Justice and
participatory process campaign on Constitutional Affairs
constitutional issues
2. To realize sustainable 2. Encouragement of 2. Form a technical

peace in the country freedom of speech constitution-drafting
and expression committee
3. Lack of 1. To review all existing 1. Enhance 1. Conduct awareness All rule-of-law agencies
implementation of laws and implement implementation of all campaign on human
existing laws and them fully existing laws rights and review all
respect for the rule existing legislation
of law
2. To increase public 2. Promotion of human 2. Enhance All rule-of-law agencies
awareness of and rights and rule-of-law implementation of
knowledge on existing culture all laws that promote
laws human rights and the
rule of law
4. Lack of adequate 1. To provide specialized 1. Strengthen 1. Conduct training

capacity in all rule- training to all rule-of- institutional and across the board
of-law institutions law agencies human resources
capacity
2. To provide necessary 2. Retention of trained 2. Develop a monitoring

equipment to all law personnel and evaluation
enforcement agencies mechanism
5. Lack of adequate 1. To provide adequate 1. Rehabilitation and 1. Survey the

financial resources financial resources to construction of existing rule-of-law
for infrastructure improve rule-of-law rule-of-law sector’s infrastructure and
infrastructure infrastructure and facilities
facilities
2. To establish 2. Advocate and lobby 2. Develop costed

sustainable rule of law for allocation of strategic plans and
in the country sufficient resources provide resources
Sector name: Social and humanitarian
Sector goal: “Reduce vulnerability, enhance resilience and develop capacity for inclusive growth”

1. Lack of gender 1. To empower women 1. Enhancing the 1. Train groups of Ministry of Gender, Child
mainstreaming, for effective Women’s Enterprise women in small-scale and Social Welfare
equality and participation Fund and strengthening business
women’s economic in economic women’s participation
empowerment development and in business
poverty reduction entrepreneurship
2. To strengthen policies 2. Strengthening 2. Advocate on the Ministry of Gender, Child

and regulatory gender equality and importance of and Social Welfare
framework to promote mainstreaming in all gender equality and
gender equality government policy women’s economic
and prevent sexual frameworks and empowerment
and gender-based programmes
violence
2. Lack of youth 1. To build a national 1. Strengthening cultural, 1. Advocate for the Ministry of Youth and
empowerment identity that fully sports and youth legal importance of cultural, Sport, Ministry of
respects and frameworks sports and youth legal Culture, Museums and
promotes ethnic and policies National Heritage
cultural diversity and
youth empowerment
2. To empower youth 2. Enhancing capacity- 2. Train youth on Ministry of Youth and

through sports, building for the youth leadership skills and Sport, Ministry of
capacity-building and vocational training Culture, Museums and
entrepreneurship National Heritage
3. Lack of services 1. To enhance the lives 1. Providing better 1. Mainstream the South Sudan War
for war disabled, of war disabled, facilities for disabled disabled in all sectors Disabled, Widows and
widows and orphans widows and orphans persons and other Orphans Committee
vulnerable groups
2. To provide services for 2. Enhancing capacity- 2. Conduct training for South Sudan War
war disabled, widows building for persons war disabled and Disabled, Widows and
and orphans with disabilities, widows Orphans Committee
widows and orphans
4. Lack of 1. To operationalize 1. Strengthening of 1. Conduct awareness Ministry of Humanitarian

implementation disaster management, capacity-building of and training on early Affair and Disasters
of policy, and early warning and staff warning systems Management, Relief
resettlement of preparedness policy and Rehabilitation
internally displaced Commission
persons, returnees
2. To provide assistance 2. Increasing funds for 2. Advocate for Ministry of Humanitarian
and refugees, as
to internally displaced disaster preparedness more funds from Affair and Disasters
well as provision of
persons, returnees and response government and other Management, Relief
aid services
and refugees and by communities, stakeholders and Rehabilitation
resettle them states and national Commission
government,
humanitarian
actors and other
stakeholders
5. Limited coverage 1. To expand safety 1. Designing and rolling 1. Advocate and mobilize All agencies
of safety net nets and integrated out social protection funds for safety nets
programmes livelihood programmes programmes for
vulnerable persons
ANNEX 2:
A brief review of the
implementation of the NDS 2018–2021
The most widespread consensus among all those the case that budgets were not based on its priorities and
interviewed is that there is very little or no evidence of the development partners did not base their contributions on
implementation of the NDS. There were several reasons for it either. Resource mobilization has been poor, with a weak
this, the fundamental one being that the GRSS did not own economy resulting in significant budget deficits. During the
the strategy at the level of commitment necessary for it NDS period, external financing has been directed towards
to be deemed the main blueprint for the development of humanitarian and relief efforts.
South Sudan. In the end, the results framework was never Despite several challenges, the NDS has been a vital
finalized as planned, stakeholders were not held to account instrument for implementing the R-ARCSS. The GRSS has
and picked and chose their own priorities, national and state implemented key reforms, which have contributed to the
budgets were not aligned to the strategy, implementation NDS objective of consolidating peace and stabilizing the
arrangements envisaged were never fully developed, and economy. These include:
the central accountability necessary for implementing a
national strategy was sorely lacking. • abolishing the fuel subsidy and liberalizing the
Once the requirement to have the NDS was satisfied, fuel market;
it would appear that the GRSS took no further steps to • abolishing the advance sale of crude;
either complete the strategy or implement it and it was • abolishing deficit financing by the central bank;
never the basis for resource mobilization interactions with and
development partners. While many activities were taking • reactivating national planning processes.
place in the country, some of which may have looked similar
to what was envisioned in the NDS, there was no way of However, there is a need for nuancing this assessment, in
attributing these to the NDS. that the implementation of the NDS was also contingent on
While it is difficult to assess how much financing of the the progress of the implementation of the Peace Agreement,
NDS was a factor in its limited implementation, it is certainly which itself was not being sufficiently well implemented.
Realignment organizational structure 107
ANNEX 3:
Realignment organizational structure
Cluster Sector Agency
Governance cluster Public administration 1. Ministry of Presidential Affairs

2. Ministry of Cabinet Affairs
3. Ministry of Foreign Affairs and International Cooperation
4. Ministry of Parliamentary Affairs
5. Ministry of Federal Affairs
6. Ministry of East African Community
7. Ministry of Information, Communication, Technology and Postal Services
8. Ministry of Peacebuilding
9. Local Government Board
10. National Election Commission
11. Northern Corridor Implementation Authority
12. Parliamentary Service Commission
13. Council of States
14. National Legislation Assembly
15. Refugee Commission
16. Access to Information Commission
17. Media Authority
18. National Communication Authority
19. South Sudan Broadcasting Commission
Security 1. Ministry of National Security

2. Ministry of Defence and Veteran Affairs
3. National Demining Authority
4. Disarmament, Demobilization and Reintegration Commission
Rule of law 1. Ministry of Interior

2. Ministry of Justice and Constitutional Affairs
3. National Constitution Review Commission
4. Law Review Commission
5. Human Rights Commission
6. Judiciary
7. Bureau of Community and Small Arms Commission
Accountability 1. Anticorruption Commission

2. Audit Chamber
3. National Bureau of Statistics
4. Fiscal, Financial Allocation and Monitoring Commission
5. Reconstruction and Development Fund
Cluster Sector Agency
Economic cluster Economics function 1. Ministry of Finance and Planning

2. Ministry of Petroleum
3. Ministry of Trade and Industry
4. Ministry of Water Resources and Irrigation
5. National Revenue Authority
6. Ministry of Mining
7. Ministry of Lands, Housing and Urban Development
8. South Sudan Land Commission
9. Bank of South Sudan
10. Petroleum and Gas Commission
11. Ministry of Investment (Authority)
12. Urban Water Corporation
13. National Bureau of Standards
14. Public Procurement and Assets Disposal
Natural resources 1. Ministry of Agriculture and Food Security

2. Ministry of Livestock and Fisheries
3. Ministry of Environment and Forestry
4. Ministry of Wildlife Conservation and Tourism
5. Environmental Management Authority
Infrastructure Infrastructure 1. Ministry of Energy and Dams

cluster 2. Ministry of Transport
3. Ministry of Roads and Bridges
4. South Sudan Road Authority
5. South Sudan Civil Aviation
6. Electricity Corporation
Services cluster Education 1. Ministry of Higher Education, Science and Technology

2. Ministry of General Education and Instruction
3. National Examination Council
4. Research and development centres for natural disasters, strategic studies and
scientific research
5. Student Support Fund
Health 1. Ministry of Health

2. South Sudan AIDS Commission
3. Drug and Food Authority
4. Health Care Support Fund
Public service 1. Ministry of Public Service and Human Resource Development

2. Ministry of Labour
3. Civil Service Commission
4. Employee Justice Chamber
5. Public Grievances Chamber
6. Salaries and Remuneration Commission
Gender and youth Social and humanitarian 1. Ministry of Humanitarian Affairs and Disaster Management
cluster 2. Ministry of Gender, Child and Social Welfare
3. Ministry of Culture and National Museums
4. Relief and Rehabilitation Commission
5. War Disabled, Widows and Orphans
6. Ministry of Youth and Sport
Expenditure scenarios for 2021–2024 109
ANNEX 4:
Expenditure scenarios for 2021–2024
The strategy to free up additional resources and expand domestic revenue out-turns of FY2021/22–2023/24,
the fiscal space through effective revenue collection, Table 8 includes two scenarios with low and high revenue
reorientation of spending and enhanced planning and assumptions. Especially in the case of an above average
budgeting may not close the current R-NDS financing gap. resource mobilization trajectory, the government will ensure
Nevertheless, it has the potential to considerably diminish it. that the agreement on annual spending levels will go hand in
As illustrated in Table 8, this gap is estimated to fluctuate
50
hand with a careful assessment of spending priorities and
between an annual $490 million and $1.2 billion for a low the enhancement of technical and absorptive capacities
order-of-magnitude estimate of the R-NDS investment to avoid further inflation and overburdening of economic
needs. Considering that this gap depends on the actual actors, which, in turn, risks driving up costs.
Table 8: Simulation of financing gaps according to different revenue and financing scenarios, $
Baseline scenario (low revenue) Investment scenario (high revenue)
Total – 3 Total – 3
years 2021/22 2022/23 2023/24 years 2021/22 2022/23 2023/24
Domestic revenue – 1.34 billion 1.28 billion 1.37 billion – 1.71 billion 1.72 billion 1.91 billion
Gap with low-

range R-NDS cost
estimates (year 1:
$2.2 billion; year 2:
$2.48 billion; year
3: $2.55 billion) 3.2 billion 855 million 1.2 billion 1.18 billion 1.9 billion 490 million 760 million 640 million
Gap if ODA/country
programmable
aid complements
domestic revenue51 1.7 billion 365 million 700 million 670 million – 390 million 260 million 130 million
The following tables provide an outlook on two scenarios due to the depreciation of the pound. Revenue collection
that simulate funding possibilities for the R-NDS strategic remains broadly in line with the historic trend forcing an
priorities in 2021–2024. Table 9 shows a baseline scenario increased level of borrowing to maintain current expenditure
where non-oil revenue will increase in line with the out- levels. This scenario may prove possible in spite of shocks
turns since FY2017/18 and oil revenue gradually increases related to the COVID-19 crisis or a deterioration of ongoing
back to pre-pandemic levels, slowly increasing in South peacebuilding efforts.
Sudanese pound terms but stagnating in dollar terms
50 For details on annual cost estimates see chapter 9.2.

51 As per chapter 9.2.2, ODA/country programmable aid is estimated to reach an average $400–500 million. The following amounts were deduced from
the initial financing gap: year 1: $490 million; year 2: $505 million; year 3: $505 million.
Table 9: GRSS – financing the R-NDS baseline scenario52 (billions SSP, unless otherwise indicated)
2019/20 2020/21 2021/22 2022/23 2023/24

2016/17 2017/18 2018/19 (est.) (proj.) (proj.) (proj.) (proj.)
Total revenue and

grants53 100.8 152.1 226.2 232.8 274.7 382.6 425.7 478.0
Total oil revenue 90.7 130.3 198.2 201.1 234.7 330.6 361.7 402.0
Non-oil revenue 8.9 19.7 28.0 31.8 40.0 52.0 64.0 76.0
Grants 0.1 – – – – – – –
$ billion – total
revenue and grants 1.18 1.19 1.48 1.44 1.18 1.34 1.28 1.37
Total expenditure 101.7 167.3 233.5 311.9 310.0 415.0 436.8 480.8
Current
expenditure 99.6 165.3 227.1 282.1 259.7 350.5 352.4 374.9
Capital expenditure 2.0 1.9 6.5 29.8 48.0 64.5 84.4 105.9
$ million – total
expenditure 1.19 1.31 1.53 1.93 1.33 1.45 1.32 1.37
Financing 14.3 39.2 41.5 69.1 9.1 20.5 23.3 19.5
Domestic (net) 16.3 44.6 42.4 -7.4 23.0 – 2.2 -4.0
Foreign (net) -2.9 -5.5 -0.9 76.4 -13.8 20.5 21.1 23.5
Memo
Exchange rate
(SSP/$ average) 85.3 128.0 152.4 161.8 232.7 285.8 331.6 350.0
Oil price (average

GRSS sales price,
$/bbl) 42.3 58.6 62.9 49.3 47.9 54.7 53.4 54.5
Source: IMF Staff Report (2021) based on projections from South Sudanese authorities and IMF; adjusted with baseline estimates for revenue collection and World
Bank projections54 on the exchange rate for 2020/21–2022/23
Table 10 shows an optimistic investment scenario that upturns in oil production. In line with budget allocations
assumes that peacebuilding efforts consolidate and enhance since 2019/20, authorities reorient expenditures away
the contribution of national institutions and of development from military spending and towards the infrastructure and
partners to the R-NDS. In this scenario, the National Revenue social development priorities of the R-NDS. From 2022/23,
Authority makes significant inroads in the collection of tax authorities will start paying down debt and cutting back on
revenues, and new investments in the oil sector allow for their borrowing.
52 This baseline scenario is an adjustment of the following the GRSS/IMF investment scenario. Data for FY2021/22–2023/24 showcases these
assumptions: (i) domestic revenue – oil revenue grows only 50 percent of increases foreseen by the GRSS/IMF and non-oil revenue grows at an annual
SSP 12 billion, thus SSP 1 billion/month; (ii) expenditures – expenditures and current expenditures grow only 50 percent of increases foreseen by
GRSS/IMF and capital expenditures grow proportionally, making up for remaining expenditures; and (iii) financing – under this scenario, the GRSS will
not be able to pay down debt, but will limit borrowing to about 50 percent of 2018/19 pre-pandemic levels.
53 Total revenue for FY2016/17 and 2018/19 includes low additional revenues beyond oil and non-oil revenue.
54 World Bank, South Sudan Economic Update, Fourth Edition, 2021, p. 33.
Expenditure scenarios for 2021–2024 111
Table 10: GRSS – financing the R-NDS investment scenario (billions SSP, unless otherwise indicated)
2019/20 2020/21 2021/22 2022/23 2023/24

2016/17 2017/18 2018/19 (est.) (proj.) (proj.) (proj.) (proj.)
Total revenue and

grants55 100.8 152.1 226.2 232.8 274.7 489.6 571.1 669.0
Total oil revenue 90.7 130.3 198.2 201.1 234.7 426.8 489 596.5
Non-oil revenue 8.9 19.7 28.0 31.8 40.0 62.9 82.1 99.6
Grants 0.1 – – – – – – –
$ billion – total
revenue and grants 1.18 1.19 1.48 1.44 1.18 1.71 1.72 1.91
Total expenditure 101.7 167.3 233.5 311.9 310.0 519.9 563.6 651.6
Current
expenditure56 99.6 165.3 227.1 282.1 259.7 441.3 445.0 493.4
Capital expenditure 2.0 1.9 6.5 29.8 48.0 78.6 100.3 125.7
$ billion – total
Expenditure 1.19 1.31 1.53 1.93 1.33 1.82 1.70 1.86
Financing 14.3 39.2 41.5 69.1 9.1 -1.2 -44.9 -63.4
Domestic (net) 16.3 44.6 42.4 -7.4 23 – -18.2 -32.5
Foreign (net) -2.9 -5.5 -0.9 76.4 -13.8 -1.2 -26.2 -30.9
Memo
Exchange rate
(SSP/$ average) 85.3 128.0 152.4 161.8 232.7 285.8 331.6 350.0
Oil price (average

GRSS sales price,
$/bbl) 42.3 58.6 62.9 49.3 47.9 54.7 53.4 54.5
Source: IMF Staff Report (2021) based on projections from South Sudanese authorities and IMF; complemented with World Bank estimates on the exchange rate
for 2020/21–2022/23
55 Total revenue for FY2016/17 and 2018/19 includes low additional revenues beyond oil and non-oil revenue.
56 Total expenditures include arrears repayments beyond current and capital expenditures.
ANNEX 5:
Methodology to estimate
R-NDS financing requirements
To establish an overarching picture of R-NDS financing cost to achieve minimum coverage for all SDGs in low-income
requirements, the exercise mapped existing national financing developing countries would be $460 per capita, roughly
needs estimates and complemented them with average $7 billion for a country like South Sudan. To achieve a more
estimates for low-income developing countries. To map data credible budget envelope for the R-NDS, estimates around the
that exists at agency level but are not publicly available, a coverage for some sectors was adjusted in line with R-NDS
survey was submitted to sector working group co-chairs. targets and to avoid an inflation of the national budget to a
For sectors without established national estimates, level that cannot realistically be implemented. The established
the analysis referred to a 2019 study from the Sustainable estimates do not replace country-level planning and costing
Development Solutions Network (SDSN)57 which summarizes exercises, but provide an order-of magnitude estimate where
the most recent SDG financing needs assessment for 59 national needs have not yet been fully assessed.
countries classified as low-income developing countries.
The SDSN (2019) presents order-of-magnitude estimates
Country-specific sources used to adjust proxies
of per capita annual costs for 100 percent basic minimum
coverage (2019 prices), therefore services with rather low Population and GDP projections: IMF (2021), Country Report
quality, but that are universally accessible. Total per capita No. 21/70.
Table 11: Assumptions and sources per cluster
High estimate: $5 billion/year Low estimate $3 billion/year
Available sources and Available sources and

Assumptions and notes observations Assumptions and notes observations
Governance No national programme or Rule of law: $20/capita/ Rule of law: SDSN Rule of law (SDSN): $10/
costed strategy available year estimates were adjusted capita/year
in line with R-NDS results
SDSN provides costs for Other critical expenditures Other critical expenditures
framework (“50% of
rule of law and universal and administrative costs: and administrative costs:
people feel they have equal
access to legal services 6% of GDP 6% of GDP
access to justice”)
Other critical government
expenditures not directly
linked to SDGs, e.g., public
administration, courts,
policing and defence
57 SDSN, SDG Costing and Financing for Low-Income Developing Countries, 2019.
Methodology to estimate R-NDS financing requirements 113

Economic No national programme or SDSN estimates were No national programme or In view of the strategic
development costed strategy available used 100% costed strategy available priority, SDSN estimates
and were used 100% for
Infrastructure-related Agriculture: $9.5/capita/ Infrastructure-related
agriculture agriculture
costs included in the year costs included in the
results framework (e.g., results framework (e.g., Other SDSN proxies were
Water, sanitation and
energy, transport) fall energy, transport) fall applied with 50% coverage
hygiene: $21.2/capita/year
under estimates for under estimates for other only
infrastructure Irrigation: $4.1/capita/year targets mainly related
to strengthening of
Other targets mainly
agriculture
related to strengthening
of agriculture, water, SDSN estimates costs for
sanitation, hygiene and SDG 2 (agriculture, water,
irrigation sanitation, hygiene and
irrigation)
SDSN estimates costs for
SDG 2 (agriculture, water,
sanitation, hygiene and
irrigation)
Social Education: Estimates Education: High-scenario Education: Estimates Education: Modest

development were made in line with estimates were calculated were made in line with scenario estimates were
(education, the General Education on an annual basis: the General Education calculated on an annual
health, social Strategic Plan 2017– $325million/year Strategic Plan 2017– basis: $285 million/year
protection) 2022, which provides a 2022; the modest scenario
Health: SDSN estimates Health (SDSN adjusted
detailed estimate based assumes that there is
were used 100%: average): $42.85/capita/
on unit cost for student slower replacement of
$85.7/ capita/year year
enrolment, classroom unqualified teachers
construction, cash Social protection: SDSN and less classroom Social protection (SDSN
transfers, teacher training estimates were used construction adjusted average): $22.4/
and textbook costs 100%: $44.8/capita/year capita/year
Health: SDSN estimates
Health: No costed strategy. were adjusted in line with NB: The share in the overall
SDSN estimates for 100% an assumed 50% coverage budget for social services
service coverage were grows when the budget is
Social protection: SDSN
applied cut, pointing to the need
estimates were adjusted in
to safeguard a minimum
Social protection: no line with an assumed 50%
budget for social services
costed strategy. SDSN coverage
(about 50% of lower-range
estimates for 100%
budgets)
service coverage were
applied
Humanitarian relief:
Existing estimate ($1.68
billion for 2021) was not
included as it overlaps with
some of the social sector
targets

Infrastructure Infrastructure-related Roads: Unit costs/km Roads: Gradual increase Roads: Unit costs/km
targets are part of all from the South Sudan (20% in year 1; 40% in year from the South Sudan
clusters Road Sector Development 2 and 3) Road Sector Development
Plan (2016) (p. 19) were Plan (2016) (p. 19), were
The infrastructure results Energy: Assumed that Fula
adjusted and high price adjusted and low price tags
framework focuses on construction would take
tags per km applied per km applied
road construction, energy 10 years, starting in year 2
development and digital Energy: South Sudan of the R-NDS Energy: South Sudan NDCs
transformation NDCs (2020) provides (2020) cost estimates
Telecommunications: 50%
overall costs for Fula, were adjusted to a longer
Roads: It was assumed coverage only
Shukoli, Beden, Lakki, Sue period of time
that construction would
and Kentti. Given the high Other infrastructure
gradually increase (20% Telecommunications: SDSN
megawatt production projects: Spending starts
in year 1; 40% in years 2 estimates adjusted to
capacity of Fula, it was only in year 2
and 3) 50% coverage
assumed that construction
Real infrastructure needs
Energy: Costs for the Fula would require at least half Other infrastructure needs:
are likely to be much
hydropower project were the costs programmed for 10% of regional average
higher (cf. SSDI 2012
drawn from South Sudan all hydropower projects needs for infrastructure/
aggregated infrastructure
NDCs (2020). It was over three years capita/year were applied
projects in line with
assumed that construction for year 2 and 3 only
Telecommunications: SDSN costing information
would gradually increase
estimates 100% coverage provided by South Sudan
(20% in year 1; 40% in
($5,8 per capita/year) spending agencies was
years 2 and 3)
at $5.8 billion/year). Thus,
Other infrastructure needs:
Telecommunications prioritization around crucial
10% of regional average
and other infrastructure infrastructure investments
needs for infrastructure/
projects: Annual costs is of utmost importance
capita/year were applied:
drawn from international to avoid undermining other
$10,8 per capita/year
proxies critical investments in
services, etc.
Methodology to estimate R-NDS financing requirements 115

Cross-cutting No estimates exist for As a minimum investment No estimates exist for As a minimum investment
issues and the gender- and youth-related estimate, United Nations gender- and youth-related estimate, United Nations
environment targets, but some of the Mission in South Sudan targets, but some of the Mission in South Sudan
targets are covered under budget for quick impact targets are covered under budget for quick impact
education, infrastructure projects: $1.5 million/year education, infrastructure projects: $1.5 million/year
and economic and economic
NPC total annual estimates NPC annual estimates for
development development
minus hydropower: $673 critical adaptation projects:
As a minimum investment million/year Assumption that in $66 million/year
estimate, United Nations view of limited funding
Mission in South Sudan availabilities, R-NDS 2021–
budget for quick impact 2024 implementation
projects was included as it period will prioritize
mainly targets government adaptation-related
and cross-cutting issues projects and some key
R-NDS priorities (resource
The Ministry of
management, reduction of
Environment and Forestry
the carbon footprint, waste
provided a 10-year budget
management systems)
estimate for mitigation-
and adaptation-related This scenario does not
priorities for the 2020 include costs of ‘efficient
NPC. Overall budget was soil and livestock
$10.7 billion, thus roughly management’, which would
$1 billion including the however be critical for the
construction of critical agriculture-related R-NDS
infrastructure targets
Assumption of the high N.B. Funding agreements in

scenario is full scale the environmental sector
implementation of may be of high relevance
environment-related for other sector priorities.
objectives as per the NDC This makes cross-sectoral
costing estimates minus coordination even more
hydropower-related costs important.
already covered under the
infrastructure cluster.
BIBLIOGRAPHY
• These are not presented in any order, either of importance or of review.

• The documents are not presented with any bibliographical system but are primarily presented as they are on their
cover title.
• Review here refers to a quick scan all the way to in-depth reading.
African Development Bank Group, The Political Economy of GRSS, South Sudan Vision 2040: Towards Freedom,
South Sudan, 2018. Equality, Justice, Peace and Prosperity for All, Torit,
2011. GRSS, Staff Report for the 2019 Article IV
African Development Bank Group and GRSS, Update
Consultation, 2019.
of the Extended Interim Country Strategy Paper
2012–2018 to December 2021 and 2018 Country GRSS, Ministry of Finance and Planning, Aid Strategy
Portfolio Performance Review, East Africa Regional for the Government of the Republic of South
Development and Business Delivery Office, 2019. Sudan, 2011.
African Union Commission, The Africa We Want: Agenda GRSS, Ministry of Gender, Child and Social Welfare
2063, final edition, popular version, 2015. and United Nations Children’s Fund (UNICEF),
Mapping and Analysis of Social Protection in South
African Union Commission, The Africa We Want: A
Sudan, 2019.
Shared Strategic Framework for Inclusive Growth
and Sustainable Development – First Ten-Year GRSS, Ministry of Humanitarian Affairs and Disaster
Implementation Plan 2014–2023, Agenda Management (MHADM), Framework for Return,
2063. 2015. Reintegration and Relocation of Displaced Persons:
Achieving Durable Solutions in South Sudan, 2017.
Intergovernmental Authority on Development, Revitalised
Agreement on the Resolution of Conflict in Republic Mueller, Hannes, et al., ‘Recovery from Conflict: Lessons
of South Sudan, Addis Ababa, 2018. of Success’, Policy Research Working Paper, no.
7970. Macroeconomics and Fiscal Management
GRSS, National Health Policy 2016–2026: A Community
Global Practice Group, 2017.
Anchored Health System for Sustainable Health
Sector Development, May 2016. South Sudan: Agricultural Value Chain – Challenges and
Opportunities, 2020.
GRSS, NDC Revision, Climate Promise Project NDC
Validation Workshop, 2021. South Sudan National Dialogue Steering Committee,
Summary of the Grassroots Consultations of the
GRSS, South Sudan Development Plan 2011–2013:
Fifteen (15) Sub-Committees of the South Sudan
Realising Freedom, Equality, Justice, Peace and
National Dialogue Steering Committee, 2018.
Prosperity for All, Juba, 2011.
Bibliography 117
United Nations, South Sudan 2020 COVID-19 Socio- United Nations Development Programme and Data
Economic Response Plan. Pop Alliance, Socioeconomic Assessment of the
Impacts and Implications of COVID-19 in South
United Nations, The Secretary-General’s Strategy
Sudan, 2020.
for Financing the 2030 Agenda for Sustainable
Development (2018–2021), 2018. United Nations Office for the Coordination of
Humanitarian Affairs, Humanitarian Response Plan:
United Nations, United Nations Cooperation Framework for
South Sudan – Humanitarian Programme Cycle
the Republic of South Sudan 2019–2021.
2021, 2021.
United Nations, United Nations Secretary-General’s
United Nations Security Council Panel of Experts,
Roadmap for Financing the 2030 Agenda for
Letter dated 25 November 2020 on South Sudan
Sustainable Development 2019–2021, 2019.
established pursuant to Security Council resolution
United Nations Development Programme, Study on the 2206 (2015), 25 November 2020.
Traditional and Changing Role of Gender and Women
World Bank Group, Country Engagement Note for the
in Peacebuilding in South Sudan, 2018.
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and Community Cohesion Project: Understanding
Violence 2020–2025, 2020.
Youth Subcultures in South Sudan – Implications for
Peace and Development, 2020. World Food Programme, South Sudan Integrated Context
Analysis: South Sudan, Juba, 2018.

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Republic of South Sudan

Revised National Development

Consolidate Peace and

© Republic of South Sudan and United Nations Development Programme

Abbreviations and acronyms 6

Chapter Two: The development context 23

Chapter Three: Strategic framework 32

Chapter Five: Economic cluster 47

Chapter Six: Services cluster (social development) 51

Chapter Seven: Infrastructure cluster 58

Chapter Eight: Gender, youth and other cross-cutting issues 63

Chapter Ten: Implementation arrangement 79

Chapter Eleven: Concept note – looking ahead to the 2024–2028 NDP 86

Annex 2: A brief review of the implementation of the NDS 2018–2021 106

Annex 3: Realignment organizational structure 107

Annex 4: Expenditure scenarios for 2021–2024 109

Annex 5: Methodology to estimate R-NDS financing requirements 112

Abbreviations and acronyms

dependence on humanitarian aid to a development on maintaining macroeconomic stability, ensuring inclusive

trajectory; growth, providing social safety nets and social protection

Introduction  Build critical infrastructure for sustainable

 reprioritize activities in the original NDS to support

Agenda 2063; and

economy; sector working groups to produce the R-NDS.

Components of the NDS review and process

Clusters of the R-NDS Economic cluster

1. Political and legitimate governance:

5. Train and retain qualified staff for efficient and

reach to all states. of influence – economic, political and cultural.

development. employment creation and opportunities.

 increasing oil revenues through strategic

These will be buttressed by a partnership strategy that Looking ahead to 2024–2028

1.1 Purpose of the Revised National Developing a strategy is, of necessity, a participatory

Table 1: Governance structures of the R-NDS

Structure Composition Function

• The 2030 Agenda for Sustainable Development 1.3 Organization of the R-NDS

2.1.1 The ARCSS and R-ARCSS Situation in numbers

The various agreements, from the Comprehensive

further to recommend a path to sustaining peace beyond 2

a strong, accountable and inclusive judiciary; constitutional 1

our country out of these humanitarian conditions and return

There has been a steady worsening of the humanitarian

Parallel market exchange rate (SSP per US$) Inflation

PSG 1: Legitimate politics

PSG 2: Security Moderate

PSG 4: Economic foundations Limited

Figure 4: Status of the PSGs in South Sudan, 2021

Figure 5: Comparison of fragility ratings

100 underlying causes of conflicts; restoring peace and stability

3 GRSS, South Sudan National Development Plan 2011–2013, Juba, 2011.

Figure 7: Sectoral GDP share

IMF World Economic Outlook, October 2019

Figure 9: GDP growth forecast

Export Current account

Figure 10: External sector

3.2 Vision In the design of our vision, we agreed on three principles as

Triple nexus: South Sudan is grappling Youth-centred and empowered:

10 Organisation for Economic Co-operation and Development, 2019.

3.7 Alignment and prioritization 17: Partnership for the Goals